December 2011

Stress Management and the Power of Breathing

Are you Feeling the Stress?

The holiday season is here! And we’ve all felt it. That inescapable feeling that we have too much work on our plate, and wonder how in the world we are going to get it all done without going insane. In comes our old friend Mr. Stress. What we do in the next six seconds is critical to our engagement levels.

What is Stress?

Uncontrollable demands at work are potential stressors, but not the stress response itself. Stress is the effect we allow these demands to have on us physically, mentally, and emotionally.
21 December, 2011 /

Crossroads

Paradoxical Leadership

In working with several clients over the last few months as well as noticing my own leadership behaviour working with the Tekara community as we go through change, I have come to understand more clearly the power of “paradoxical leadership”.
14 December, 2011 /

Employee engagement offers new challenges in economic downturns.

During times of plenty (economic growth) - we have many people focused on entitlements (pay, rewards, training, etc). It is the me time.
31 October, 2011 /

PlanningHow do Workforce Planning and Succession Planning Relate to Talent Management?

In our previous post, A Comprehensive Definition to Talent Management, we proposed that a more effective notion of TM is:
“Talent Management is the business process that continuously meets our needs regarding timely access and use of talent in highly effective business driven ways.”
At the simplest level, we can think of meeting our talent needs through internal and/or external talent sources: staffing or contracting in one form or other.
Workforce and Succession Planning efforts are internal TM activities. That focus on the “inventory management” aspects of TM. They both deal with ensuring orderly replacement of talent as these needs arise.
06 October, 2011 /

What is Talent Management?

There is an old decision dilemma adage: If your best efforts don’t fundamentally change the issue for you, you have defined the issue incorrectly. For many organizations, meeting their talent management (TM) needs has been problematical. We at Tekara would suggest you consider how you are framing TM as a root cause.

The industry standard:

For many, TM is described in terms of successfully recruiting and retaining top caliber people. As described by a recent Wikipedia TM description:

"… the process of developing and integrating new workers, developing and retaining current workers, and attracting highly skilled workers to work for your company."

Is this your organization’s TM description? Why is this a problematic description of TM?
The strategy objective description embodies the implementation strategy for satisfying your talent needs – staffing. Why is this problematic? Because, it makes it more difficult to seek out and consider superior talent securing and utilization strategies.
15 September, 2011 /