Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44JULY 2016 13 BATCO CONVEYORS. BELT TO LAST. 877.667.7421 | batcomfg.com With Batco you can count on quality built equipment that is easy to maintain and will be reliable through your toughest seasons. Batco has an extensive line of products to suit your application including; drive over pits, low profile field loaders and long swing away conveyors. [EARN CASH BACK agishare.com] The full impact of talent is hard to meas- ure. It is difficult to know the full poten- tial of each employee and to quantify the lost potential of not having the right employees in place. Alignment of talent management strate- gies with business strategies is one way to get a handle on the gaps that exist in your company. According to Bloomberg News, about 50 per cent of companies do not make it past their four-year anniversary. While there are many reasons for suc- cess or failure, from a talent perspective in the very beginning, the success of the company mostly depends on the “talent” of the founders to set the vision, per- suade funders and get the company off the ground, and a highly flexible jack-of- all-trades talent of the workforce. As an organization matures, the impor- tance of the founder decreases and the required skill sets of the employees becomes more specialized. To maxi- mize success, employees must reach their greatest potential to make the right contribution. When efforts must be made by all employees and not just a few leaders, the talent management strategies become more complex. A Shared Responsibility Talent management is shared with everyone in the organization. Talent is like budgets or safety. While someone heads up these areas, everyone makes it happen. Everyone impacts the talent — perhaps through hiring, retention or employee development. If you have a human resources person or someone to whom talent management can be assigned, his or her role is to identify and deploy the right strategies to engage employees by driving satisfac- tion, loyalty and retention. But these strategies must be incorporated by all. Moving talent management initia- tives forward requires buy-in from all levels. Involvement by senior man- agement gets visibility but no action. Involvement by middle management gets action but little traction. Senior management must be involved. Talent management is an integrated, continuous practise that includes suc- cession planning, leadership develop- ment, retention and career planning. Where do I get started? Each aspect of talent management is a trade or industry in and of itself. As a result, the choices that need to be made and getting started on a talent manage- ment program can seem overwhelming. Choosing one or two initiatives is a great way to get started. These choices should be based on your business objectives. For example, if growth is your objective, recruitment and onboarding will be a focus. If new technology integration is a business objective, then training of cur- rent employees will be necessary. Employees need to know about your talent management goals and objec- tives. They must be both tied to busi- ness goals and beneficial to employees. Employees regard organizations with purposeful talent management strate- gies as places with positive workplace cultures, with more opportunities for development and reward, even without professional advancement.