Ken Shepherd Ph.D Ken Specializes in strategy formulation, organization design, and strategy implementation. He is Principal with the Canadian Centre for Leadership and Strategy. He founded the management program at the Niagara Institute and directed it for a decade. He earned his doctorate in management from the University of California at Los Angeles. Herb is President of Applied Organizational Science specializing in the application of Requisite Organizational Theory in Organizations seeking to align their structures to the implementation of strategy. He consults and provides training in organization design. Herb is a graduate of Cornell University in mathematics and philosophy and holds a Ph.D in psychology from the University of Massachusetts. He is a Registered Psychologist in Ontario.

Style: reflects basic patterns that can be modified with effort and personal growth.The Adizes PAEI ™3 profile reflects natural strengths and weak- nesses in terms of managerial functions,indicating what an individual does easily and where extra effort is required to develop abilities needed to manage.The Enneagram describes how attention is unconsciously organ- ized.With introspection an individual can learn to be less stuck in this pattern and capable of more flexibility,emphasizing its natural strengths and being aware of its inherent limitations. Track record collects the individual ¡¦s career history so that breadth and depth of experience can be seen,and proven ability to get results re- viewed.This emphasis on track record reflects the recruiter ¡¦s dictum that the best predictor of future performance is the past.

Data in the Corporate Talent Pool are compiled from several sources, and are updated regularly in the process of managerial coaching, mentoring and performance evaluation. In initial implementation, expert interviews by professional consultants are used to create the initial record and to provide measurement and opinion on Horsepower, Style and Developmental Needs, including managerial assignment and executive education.

Manager and Mentor information is collected to provide preliminary opinion on Energy and the ability to Energize and on specific managerial skills, including setting context, assigning tasks, building teamwork and coaching subordinates.

Manager and Mentor opinion is also sought to test out consulting assessments of Horsepower and Track Record.

This Process is designed to improve managerial skills in assessing and evaluating talent so that the maintenance and use of the Corporate Talent Pool is taken over by managers and becomes a central support to the key management role of developing people.

Important to this focus on improving managerial skills, the operation of the Talent Pool requires managers to build skills in coaching their immediate subordinates and mentoring subordinates-once-removed so that hey acquire the skilled knowledge and experince they need to maximize the potential of the human resources for whom they are accountable.

Does this man have a Future? [ Enlarge ]

Importantly, the Corporate Talent Pool supports the individual's responsability to manage his or her own career, and provides a systematic support and set of tools to the individual in doing that.

There are big payoffs to the company in implementing the Corporate Talent Pool. Experience also indicates that the program pays for itself in the short term by avoiding unnecessary turnover and the associated costs of replacement. The Corporate Talent Pool is a practical example of how to align individual and organizational goals.

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