Stephen Harrington

WORK HISTORY

EDUCATION

SKILLS

ABOUT STEPHEN HARRINGTON

A snappy label and a manifesto would have been two of the very last things on my own career want list,” said Canadian author William Gibson. I feel the same way, but thus is the poverty of profiles, right? Thank you for reading mine.My business is Talent Management Strategy. I provide our clients advice to help them build new capability, engagement in their people, and ultimately a plan to achieve strategic and operational success. If I step back from it I spend most of my time answering questions like “How can we design jobs that our people will love?”, “How can we customize our talent programs by thinking of our people as customers?”, and “What do we need out of people to achieve our business strategy, and how will we get it?”In one way or another I’ve been in and around the question of talent management for seventeen years. It began with a startup at the turn of the new millennium; for ten years I worked with a stable of over clients in industrial Canada helping them understand their competitive position for talent. Since 2011 I have been with Deloitte, working with both public and private sector clients tackling enterprise talent strategy, leadership development, workplace of the future, and succession management.My personal goal is to champion a business conversation about the importance of ‘talent management’ as a critical strategic imperative. As we seek to build future-proof organizations we need to keep coming back to the individual components that make up the whole. People are the last frontier of strategic differentiation. To feed that beast we need to tackle disengagement head on. The good news is that you have the bright people you need to solve the problem, all we need to do now is get down to design.