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Talent management’s success relies largely on the human resource business partner (BP) in most organizations. The BP’s broker their relationship with line executives and are responsible to implement key talent processes including performance management, talent reviews and engagement surveys.
While some BP’s consistently support talent management, others actively and/or passively block the talent agenda. Their resistance may be driven by control needs, jealously or outright lack of confidence in your abilities
The greatest resistance to implementing new talent management practices often comes from within HR. We can’t be more effective as a function until we stop holding each other back from success.