Organizational Consultation XIII: The Human Resource Bank—Source of Information and Use

Organizational Consultation XIII: The Human Resource Bank—Source of Information and Use

In the case of peer-nominations, the verification usually can be done without the collection of additional information or double-checking. Typically, one looks for multiple nominations as a way to verify the credibility of any one nomination. If several people from different departments nominate someone regarding a particular SKA, it is likely that this person is qualified. One looks to see if someone in the same department is the only one to nominate a specific employee. The nominator may be a friend of the person being nominated or some informal agreement may have been reached regarding reciprocal nominations: “I will nominate you for this, if you will nominate me for that.”

Peer nominations are likely to come from the same department, given that one’s colleagues are most likely to know any one employee’s work. It is important, however, to emphasize the value of nominating employees from other departments. Employees should be encouraged to consider employees from other departments with whom they have collaborated on the telephone or with whom they have worked on a task force or short-term project. Double-checking can be deferred until the point when an employee is being considered for an assignment based on the HR Bank listing.

Talent Consortia

The Inventory of Talent is often used, not just by individual organizations, but also by clusters of organizations called consortia. It is not very difficult for members of a consortium to establish an inter-institutional Human Resource Bank in order to pool information about talent existing in each organization and to create a mechanism for the sharing of these talents. These inter-institutional banks can serve two important functions: they can increase the cost-effect use of human resources in each organization and they can help to create a culture of appreciation throughout the consortium. There is nothing more affirming than being acknowledged, not only by ones’ own colleagues, but also by colleagues from other organizations.

As in the case of the intra-institutional inventory, the inter-institutional Inventory of Talent begins with the identification of those SKAs that are most needed by the participating organizations. A survey instrument is then created and distributed to all of the institutions. Following completion of the survey, a data bank is created that contains information on skillful, knowledgeable and successful employees in each of the participating institutions. A reciprocal agreement is then reached. Typically, a referral and brokerage process is established that enables employees in one organization to be used in another organization for consultation, short-term assignment, training and so forth.


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William BergquistWilliam Bergquist, Ph.D. An international coach and consultant in the fields of psychology, management and public administration, author of more than 50 books, and president of a psychology institute. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations.

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