In one of my previous article, I made a specific statement that HRs importance depends mainly on its ability to design and implement a talent-centric strategy for the organization.

Building a sustainable brand equity of the organization is the most important step in that direction, and it doesn't happen, unless, each and every employee feels proud to be a part of the business.

I'm not sure, how many attend to it -- seriously. May be few! Obviously, CEOs notice that missing business element and intervene. After all, he has to run the business and ensure a healthy growth, and that's not possible without right talent.

So the increasing incidents of the CEOs getting involved top management recruitment clearly indicates: CEOs know and understand, what makes or breaks the company is its ability/inability to attract and retain best available talents. In other words, how successful the management is, in working out a result oriented talent-centric strategy for the organization.

Let me share with you a true story: How a CEO, I've been working with for more than a couple of years, transformed the entire organization from a little known entity to one of most reputed organization in its segment today.

In the beginning of our association, 6 years ago, my responsibility was not only to identify the right talent but also sell the company to them. And, for that, I was allowed to be in touch with the MD, 24/7, for any queries related to the assignments in progress.

I worked closely with an 'Officer on Special Duty' (OSD),  - a senior professional from that organization with an additional responsibility of recruitment - for identifying the right talent and  bringing them in with right compensation. And MD ensured right work environment for successful retention. It worked! 

I feel proud to see that most of the business heads and senior team members in that organization today, are my candidates.

Now the company has a full fledged HR department, but MD would surely call me whenever there is an important assignment. Rest I work-out with HR.

Well, I hope that HR folks read the 'message on the wall' and take lead in spearheading a talent-centric movement in their organizations. What is required in my opinion is : Not only the right strategy, but also a greater involvement of HR leaders in strategic aspects of talent management.

However, as pointed out in the following article: Many questions are needed to be answered and a lot of synchronizations between HR and Non HR leaders are required to be done -- for working out the right strategy.

1. What do decision makers consider when they make decisions about where to invest in talent and how to organize
    it? Do the considerations differ between leaders inside and outside of HR? Is one set of considerations more valid?

2. Do decision makers apply fundamental economic principles to their talent decisions, in the same way that they
    apply those principles to decisions about money, customers or other resources?

3. When the strategic context changes, how do decision makers decide what to change about their talent and how
    it is organized?

4. Do organizations with more sophisticated working models regarding talent and how it is organized achieve better
    results?  via ceo.usc.edu

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