Being Really Strategic: Integrating Talent and Business Performance

May 21, 2009

Achieving strategic objectives is more likely when performance scorecard metrics convey how talent contributes to results. When organizations integrate talent management into business performance they drive value creation for talent, customers and shareholders. Joseph Cabral, Senior Vice President and Chief Human Resources Officer for the North Shore-LIJ Health System, shared a compelling example from an organization with an annual operating budget of more than $4.5 billion and a workforce comprised of nearly 38,000 employees, making it one of the largest healthcare systems in the country.

As a Baldrige examiner and senior talent officer, Joe Cabral was proud to describe talent management as a core business process at North Shore LIJ Health System. Their talent demographics help explain why-- roughly 62% of the hospital system’s revenue is invested in human capital, making talent critical for business continuity. Talent management is a board-level issue because of the high correlation between customer satisfaction and employee satisfaction. Talent management helps to drive the success of the organization through the optimization of its people--the right people, in the right place, with the right results, the right way– and is the essence of being really strategic about performance.

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