| Years ago Howard Gardner initially identified seven | | | | professionals can begin to align specific talents to |
| multiple intelligences. Later Daniel Goleman | | | | key roles and their respective responsibilities. In |
| furthered added to that discussion through his | | | | simpler words, making sure the right people are in |
| work with emotional intelligence. Now with human | | | | the right corporate bus seats provided the culture |
| capital slowly becoming the competitive advantage | | | | of the organization is not toxic. |
| there is a new focus on talent intelligence. | | | | Just imagine for a moment your executive or |
| As in the case of any intelligence, measurement is | | | | middle management had a better understanding |
| required and that leads to analytics that allows for | | | | of how people utilized their talents when making a |
| determining below, average and above average | | | | decision? What would this mean for the overall |
| performance. Of course for that to happen | | | | performance of your team? |
| requires first identifying the talents, in the case of | | | | Unfortunately even though organizations say they |
| talent management, defining them and then | | | | value their people and hence the collective |
| determining the observed behaviors. | | | | strengths of their workforce, their actions indicate |
| Dr. Robert Hartman through his work in the | | | | otherwise. For example, when reading any |
| science of Axiology subscribed values to feelings. | | | | corporate report, there are always the following |
| His work in this science allowed him to not only | | | | Chief Officer designations: |
| measured how people make decisions both | | | | - Executive |
| externally and internally, their external and internal | | | | - Operations |
| levels of optimism and pessimism, but to identified | | | | - Financial |
| those key attributes or talents that contributed to | | | | - Information |
| the overall decision making process. | | | | - Technology |
| Some of these key talents also had the capacity | | | | Yet, if people are the most important element |
| to be motivators: | | | | within the business or organizations, where is |
| - Material Possession | | | | there the Chief People Officer? |
| - Personal Relationships | | | | So if you want to leverage all that human capital |
| - Self Improvement | | | | currently being managed by your human resource |
| - Sense of Belonging | | | | department, then the executive level |
| - Sense of Mission | | | | management team needs to truly understand |
| - Status and Recognition | | | | talent intelligence by establishing the true value of |
| For those in human resources as well as | | | | human capital. By taking this step, alignment |
| executive coaching and organizational | | | | begins to happen between strategy, structure, |
| developmental consulting, Hartman's work can | | | | processes, rewards and people leading to |
| improve the understanding of performance by | | | | improved results and much happier customers as |
| uniting the decision making process with talent | | | | Jay Galbraith described in his 5 Star Model for |
| management. From this effort, human resource | | | | organizational development. |