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Addressing talent management in the project management world

 

ADVISORY ARTICLE

By Dennis Sheehan

MAPM, MCMI Senior Training Consultant, ILX Group

Chris Jones

Managing Director, Progility Recruitment

United Kingdom

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Abstract

Organisations face an uphill battle to attract and retain the most talented project managers. Project management does not have a widely recognised or defined career path and organisations have to address this issue by creating their own individual “career lifecycle” for project managers encompassing hiring, training, coaching and developing a more varied career path. In this article, Dennis Sheehan of ILX Group and Chris Jones of Progility Recruitment, set out the drivers for the talent shortage in project management and common mistakes organisations are making in managing project managers. The article describes a number of practical steps organisations can take to address these challenges.

Introduction

Employers, once in a position of power over employees, are no longer in control. According to Bersin by Deloitte’s ‘Predictions for 2015’,1 “Today, thanks to social media and tremendous transparency in the job market, people with in-demand skills are flooded with targeted job opportunities online2. One recent survey showed that two-thirds of all software engineers believe they could find a better job within 60 days if they just tried. The war for talent is over—and talent won.” Within the context of project management the challenge is even greater. In fact, over a third of companies plan to hire staff with project management skills in the next 12 months.3

Organisations face an uphill battle to attract and retain the most talented project managers. Project management does not have a widely recognised, defined career path and organisations are having to address this issue by creating their own individual “career lifecycle” for project managers – encompassing hiring, training, coaching and developing a more varied career path.

The war for talent

Organisations need to manage their best project management talent actively. If they don’t, good people will leave. There is a massive project management skills shortage and far more demand for high quality project managers than there are great project managers available. A project manager who is versatile enough to adapt to all types of projects is a rare find. So, when organisations find good project managers they need to hold on to them. Successful retention is closely linked to effective management and project managers who are allocated to projects that match their skills and interests are more likely to stick around than those handed the same type of project for the sixth time.

More…

To read entire article (click here)

 


 

About the Authors

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Dennis Sheehan

ILX Group – UK

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Dennis Sheehan
 MAPM, MCMI, is a senior Training Consultant at the ILX Group, the global Best Practice learning company. Dennis began his career as an apprentice engineer working for what was then known as the GPO (now Royal Mail) and later was promoted to the role of Executive Engineer where he was introduced to the world of structured project management. Dennis now works closely with clients around the world assisting with Best Practice learning on courses such as M_o_R®, PRINCE2®and APMP. For further information visit http://www.ilxgroup.com/ or follow on Twitter @ILXGroup

 

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Chris Jones

Progility Recruitment – UK

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Chris Jones
is Managing Director of Progility Recruitment, a specialist recruiter in Project & Programme Management, Knowledge and Information. Chris has worked in recruitment for over 15 years, 10 of those spent with a FTSE 250 global consultancy placing senior candidates across a broad spectrum of sectors and geographies. For further information visit http://www.progilityrecruitment.com/ or follow @progilityrec