Semantics and the need for connotation free terms cause us to increasingly relate to workforce as talent. Words direct our actions, help us to persevere, and can even cause a shift in thinking.
In the 90’s, management’s policy-arm “Personnel” evolved into what is now commonly referred to as “HR”. At the same time, the department was expected to go beyond the administrative role and instead provide human resources management with essential functions of recruitment, training, performance appraisal, C&B, etc. However, HR did not deliver what the “new name” pledged while the need to create value through people intensified and skill shortages escalated during the first decade of 21st century.
As a result, to breakaway from the traditional role of support and administration, many organizations crafted novel offices as the one of Chief People Officer, People Performance Process Owner or a Talent Director, etc. Some went even further to separate L&D units from HR altogether while leaving HR responsible for the numerous routine tasks connected with talent management as completing forms, collecting documents from staff on-time, and organizing Christmas parties and staff breakfasts.
If these new functions (regardless of the name they may operate under) do not deliver results, then we will be brainstorming new names once again. Hopefully, next time it won’t just be old wine in a new bottle.
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