I served as the head of Human Resources for a publicly traded company during 2001 and 2002.  During which time I spent the majority of my time fixing policy errors, hiring mistakes, compensation issues and other abuses of my predecessors.  I learned a lot about people management during my stint with the company and have assembled a list of talent management “MUST DOs” :

• It is not “HR” it is Talent Management (start by placing the right adjectives on it)
• Talent management is every managers responsibility not just three clerks in a corner.
• Discussing people or the team is always a priority – building a great team is the same as building a great company.
• When the team comes to you and tells you one member does not fit – they don’t PERIOD!
• Invest in the talent – training is to people as repairs and maintenance are to plant and equipment – you certainly oil machines – so to do you need to “oil” your talent.
• All salaries do not have to equal but they do have to be equitable.  You better be able to justify salary differences.
• Bonuses must be tied to two things – first company performance and then and only then to individual performance.  It does no good to award personal performance if the company is failing. – The extra credit part of this is that I actually believe that client performance should be first but that is another topic.
• The head of Talent Management must sit on the executive team.
• Once a year for feedback is not acceptable.  Feedback must be given every single day!  Great coaches are constantly giving feedback during the game.  Why don’t managers? They were never taught to give direct constant feedback.