Attract & Retain Top Talent

That is, or should be, the mantra for HR in any company. Sure, all the harassment training and legal compliance "stuff" (and expertise) needs to be there - you shouldn't run your company without it. However, I believe the core value of any enterprise is the quality of it's talent. Attracting and retaining top talent - all of the time, continuously, is the top strategic objective for HR. That's what gets HR noticed at the management table, and that's what gets HR taken seriously. You can have the greatest systems in place, but without talent, you have little to work with to maintain a competitive advantage.

There are three basic ways to attract & retain top talent, I believe:

1. High Quality, High Value Benefits. Offer a comprehensive and flexible benefits package, comparable to a Fortune 500 company to help your organization level the playing field. Every organization is a little different in deciding what's appealing to current and future talent. Beyond health, dental, vision & disability insurance, consider an Employee Assistance Program (EAP), and some specialized benefits, like Pre paid legal assitance, 529 College Savings Plans, a Credit Union, and flex spending to name just a few.

2. Training - not just on your industry or profession-specific skills, but also offer a wide range for personal & professional development (soft skills, business skills, leadership, computer skills, etc.). More well-developed, multi-dimensional talent creates a significant competitive advantage for your organization.

3. Have a Growth Path + Performance Management in place - if your company is truly "Built to Last", and retaining top talent is a priority (why wouldn't it be?), then employees need to see a future for themselves in the company, beyond the next project or paycheck. Ensure that they have a growth path, and that it's well understood. Beyond that, make sure all associates are measured according to a Performance Management program, so both the company & individual have clearly defined objectives that can be measured, calibrated, and "tweaked" as needed. If you're truly hiring high achievers, then they should look at Performance Management goals as "minimum requirements", and blow those goals away - benefiting everyone in the process.

The quest for talent and keeping good "bench strength" is, or should be, an ongoing mission.