As talent managers, our goal is for our companies to manage their talent assets as carefully as they manage their balance sheets. We set our own agendas, conduct surveys and do a variety of activities designed to maximize the sharing of best practices and exchange of ideas. We focus both on longer-term strategic issues as well as shorter-term more immediate issues of prime interest to our members. Members are the senior executive leading talent management strategy; they are positioned at Corporate HQ (home office) in a Center of Expertise. Core responsibilities include several of the following topics, all of which we discuss during meetings:
- Succession planning
- Executive Development for the “top 200”
- Executive assessments
- Diversity, equity and inclusion
- High potential development programs
- Talent movement/mobility
- Employee engagement
- Talent acquisition
- Strategic Workforce Planning
- Talent metrics/analytics and ROI
- Performance management and talent reviews
- Competency and skills models
- Adobe
- American Water Works Company, Inc
- CUNA Mutual Group
- Cable One
- Chevron Phillips Chemical Company
- Cigna
- Envista Holdings Corporation
- First Citizens Bancshares, Inc.
- GE Aviation
- Hubbell Inc.
- Major League Baseball
- Marriott International
- New Balance Athletic Shoes
- Nielsen Media Research Inc.
- Northwestern Mutual
- Papa John's International, Inc.
- Pharmavite
- Port Authority of New York and New Jersey
- S.C. Johnson & Son, Inc.
- T. Rowe Price Associates, Inc.
- TE Connectivity
- Tennessee Valley Authority
- The Boeing Company
- Toll Brothers
- Walgreens
- West Monroe Partners
- Westinghouse Electric Company LLC
- Whole Foods Market Inc.
Enduring relationships with trusted peers are the core of the Council experience. Enhanced by our global, enterprise-wide reach, these relationships span the world and extend the value of Council membership. Confidential peer dialogue provides you with a broader perspective and shared experiences, as well as access to specific knowledge and best practices.
- Collective problem solving that puts your issue on the agenda
- Benchmarking through regular surveys of Council members about relevant company practices
- Multifunctional insights generated by the wealth of perspectives gathered from 125+ Councils (covering more than 50 functions) that work together across geographies
- Virtual communities that extend learning opportunities through a variety of online forums and other resources
The Council offers a unique opportunity to have open, candid conversations with peers from numerous industries. I take home more gems from a single council meeting than I do from several conferences. More importantly, these gems have a person that I can call to explore the learning at a deeper level.
Council Member
Vice presidents and senior directors with global, strategic responsibility for talent management.
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John Messman
Program Director, Career Strategy Council, Talent Management Executives Council III, and Career Development Seminar |
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