Chapter 6 - Case study: Talent management – An HR
challenge
Textbook page 139
Answers to case study questions in textbook, page 143
1. What lessons did Steve Ham, Kyphon's vice president of HR learn at
Kyphon?
Steve Ham, Kyphon's vice president of HR, credits the C-suite and board
for enabling him to put a productive talent-development infrastructure in
place.
"From my first meeting with Rich Mott, it was clear that education and
development was a passion of his. I had the mandate from the beginning,
but I didn't expect it so uniformly. Whenever we've introduced new
programmes, there's been uniform support and enthusiasm. That's unique
compared to my other experiences where I felt like I was fighting for
mindshare."
Ham says when CEOs are cool to training, you have to light the fire.
"Otherwise you're always swimming upstream. Do it by being able to
demonstrate the contribution it will make to the company's ability to be
successful. Examples of companies like GE and HP who do this well are
instructive. It's a key differentiator."
He takes pride in what's been accomplished but isn't completely satisfied.
"I worry that we haven't aimed high enough. Did we do enough soon
enough? Could we have created some programmes earlier? In the future,
we'll build more-sophisticated leadership programmes and provide more
opportunities for development at the executive level."
2. What characteristics would you say do Kyphon and Triage share
regarding the development of talent in their respective
organisations?
Similarities Abound
The willingness to develop talent may be one reason that both Kyphon
and Triage Consulting Group are popular with workers. Kyphon is No. 9
on the list of best medium companies to work for, compiled by the Great
Place to Work Institute in San Francisco and published in the July 2005
issue of HR Magazine; Triage ranks No. 2 among the best small
companies to work for.
1
challenge
Textbook page 139
Answers to case study questions in textbook, page 143
1. What lessons did Steve Ham, Kyphon's vice president of HR learn at
Kyphon?
Steve Ham, Kyphon's vice president of HR, credits the C-suite and board
for enabling him to put a productive talent-development infrastructure in
place.
"From my first meeting with Rich Mott, it was clear that education and
development was a passion of his. I had the mandate from the beginning,
but I didn't expect it so uniformly. Whenever we've introduced new
programmes, there's been uniform support and enthusiasm. That's unique
compared to my other experiences where I felt like I was fighting for
mindshare."
Ham says when CEOs are cool to training, you have to light the fire.
"Otherwise you're always swimming upstream. Do it by being able to
demonstrate the contribution it will make to the company's ability to be
successful. Examples of companies like GE and HP who do this well are
instructive. It's a key differentiator."
He takes pride in what's been accomplished but isn't completely satisfied.
"I worry that we haven't aimed high enough. Did we do enough soon
enough? Could we have created some programmes earlier? In the future,
we'll build more-sophisticated leadership programmes and provide more
opportunities for development at the executive level."
2. What characteristics would you say do Kyphon and Triage share
regarding the development of talent in their respective
organisations?
Similarities Abound
The willingness to develop talent may be one reason that both Kyphon
and Triage Consulting Group are popular with workers. Kyphon is No. 9
on the list of best medium companies to work for, compiled by the Great
Place to Work Institute in San Francisco and published in the July 2005
issue of HR Magazine; Triage ranks No. 2 among the best small
companies to work for.
1
