PMOs have to play the cards that they are dealt, and the cards in this case are the project staff that were likely recruited by other people. It is well within the power of the PMO to develop a talent management strategy that both aligns talents to needs and further develops those talents. In a post for the PM Perspectives Blog, Rebecca Leitch shares six steps to make this possible:
- Know who you are and where you are going.
- Align with the organization’s culture and structure.
- Translate long-term intention into short and medium-term goals.
- Know what is required to execute strategy.
- Successfully execute talent development projects and programs.
- Make project success more visible.
First, you need to understand what motivates your department and how it itself feeds into organizational strategy. This motivation needs to trickle down. If programs and projects have a sense of identity, then the people working within them will develop a sense of identity too, motivating everyone individually to work with more passion. PMOs are sometimes known for working within rigid parameters, but it does not have to be this way. If the PMO understands the company’s culture, then it can repurpose itself to fit like a glove around that culture.
About her third tip, Leitch writes this:
A strong vision helps leaders to define and measure its organisation’s contributions, and also helps create a platform to communicate those contributions to top project management talent.
Clearly articulating this also allows team members to see what matters most, enabling them to align their work focus to these outcomes and deepen their understanding of how their role contributes to the organisation’s overall success. This creates the opportunity for employees to acquire visibility within the company, which strengthens their commitment to their projects and the organisation.
With talent management, dialogue must occur to understand where employees shine, but it should be a two-way conversation. It should not just be about resource allocation. Talent development should be embedded in governance so that employees are set in clear paths to self-improvement. Building these paths and sticking to them will motivate employees to stay and grow with the business. And as all of this goes on, success of the program should be measured via metrics that track employee growth and project success. If there is clear data that your business produces stronger, more effective workers, then more people will want to work there.
You can view the original post here: http://www.esi-intl.co.uk/blogs/pmoperspectives/index.php/how-to-align-project-talent-with-organisational-success/