The Braswell Group has designed a unique methodology for acquiring, developing, and retaining the best talent available. The two most important factors driving the necessity
for human capital are the present Business Paradigm of Human Potential and the
demographics of the present and emerging workforce—both domestic and global.
Human capital is, not only the source of power in this paradigm, but also, the driving
force of new creative products and services, innovative ideas for more effective and

efficient functioning, and ultimately, long-term sustainability.
To introduce theBraswell Group's methodology (or elements of it) into your organization, please contact us:

The foundational principles of the The Braswell Group's methodology for managing the exceptional performance of a diverse, multicultural workforce are:

  • Performance and Talent Management are complementary initiatives

  • High performance involves an integrative approach, inclusive of diversity and inclusion, when implemented

  • Cultural transformation - not just change in practices, processes, and procedures - is a necessity to maximize organizational performance

  • Leadership and management must learn new cognitive and functional skills consistent with facilitating the 21st century workforce

Based on our 30-year history of working with organizations, The Braswell Group has developed the following methodology to implement performance and talent management for today’s workforce. The Braswell Group provides complementary services and products to help organizations in achieving each of these strategies:

  • Branding for Talent The process of aligning one’s advertised environment for accommodating potential and present employees with the reality of what actually exists. The focus is on those elements involving long-term investment in human capital as the key to sustainability.

  • Generations The integration of new creative ideas and ways of performing with the maturity and wisdom of those with experience tenure. The focus is on reviewing the impact of demographics of the dominant generations, reconciling their corresponding value expectations, and showing how to tap the incredible creativity and innovation across generations.

  • Employee Engagement A high level of motivation, commitment, and passion for one’s work as a result of an employee-supportive environment employee-supportive environment of empowerment, creativity, and inclusion. The focus is on a “complementary pact” between management and the workforce to learn new performance and adaptive skills for continuing success.

  • Social Media/Social Networking The use of social networking, both interpersonal and digital, for cultural transformation, as well as internal and external communications. The focus is on the application of IT for improving the efficiency of performance, the creation of inclusion, and faster service to an increasingly diverse customer base.

  • Inclusion The most important implementation strategy with respect to talent management is the creation of an inclusive, high-performance culture. An employee-supportive workplace where there is equitable opportunity for all employees to experience visible leadership opportunities and personal success.

  • Employee Personal and Professional Development A critical dimension of talent management which includes the roles and responsibilities of employees. In particular, the acquisition of adaptive skills—cognitive and behavioral—necessary to be successful while progressive change of processes and procedures are occurring as well as transformation of the culture.

  • Communications The design and transmission of key messages that support the implementation of performance and talent management, internally and externally. Key messages include their relationship to diversity, inclusion, and high performance; the roles of the leadership, management, and employees; and their contribution to achieving the vision, mission, and overall success of the organization.

 

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