The TMI Way

The State-of-the-Science

Imagine it as a spanking new bridge connecting organizations to their future. And experience it as the state-of-the-science in Talent Management - conceptualized and ergonomically shaped for practice by TMI. Put most simply, the TMI way is HR comprehensively re-cast along the Talent Management philosophy. And which is quite in keeping with the strong need for organizations to embrace and adopt a sharp talent-focus in their approaches and practices of managing human capital.

We cannot mistake the context. Business, management, and economics have become puppets of freeing-up and unifying markets, throwing up decision challenges that analytics or artificial intelligence alone cannot address. There’s an almost desperate need for organizations to shift to radically different and specialized approaches of managing people, if they desire to mend their present and milk the future. At TMI, we’ve build the entire edifice of knowledge to lead the way for this shift.

The TMI Way helps clear the air and fizz around what exactly Talent Management is; what it does, and how it can be practiced. We believe business leaders, CHROs and HR professionals around the world have long been looking for a tightly organized body of philosophy, thought, and knowledge on Talent Management. At TMI, we’ve realized that if Talent Management has to be embedded into the very body–fabric of human resource thought and practice in organizations today, their CHROs need to be empowered with fresh perspectives, models, and mechanisms for adopting and assimilating a Talent Management consciousness. Initiatives like TMI-Wharton are designed exactly for the purpose of empowering HR leadership talent with the latest Talent Management skills through transformational immersive learning characterizing The Wharton School, University of Pennsylvania. Getting HR to roar back in the boardroom is where the TMI Way will stay headed.

Bolstering HR Through Talent Management

Inspiring the traditional workforce- and productivity-centered HR paradigm to “think talent” and “valuability” is the only way to get the CHRO’s office its roar and clout back. TMI standards and credentials attempt to replenish HR departments back with the power to create strategic value for organizations through pursuit of a talent-focused approach to human capital management. In a similar vein, the TMI-Wharton programs open up a powerful and exclusive new opportunity for global HR leaders to hone their Talent Management competence in the unmatched Wharton way.

TMI standard-frameworks spell what are the world’s very first set of theoretically robust and empirically tested guidelines for excellence-assured practice of Talent Management in 21^st century organizations. The TMI way of Talent Management seeks to invigorate, overhaul, and retread with a vengeance, the very fabric of enterprise HR systems by building a consciousness for making workforce excel in the present, and confident of the future.

Institutionalizing a New Definition of Talent

Helping organizations learn to define talent correctly tops the TMI agenda. For this reason, the TMI definition of talent does not merely stop at being valuable for the organization today, and now.

The TMI Way, instead, advocates understanding and analyzing talent in terms of an individual’s certain, measurable value in an uncertain tomorrow. That’s why, the TMI standard-frameworks view, classify and understand talent in terms of a well-rounded, and proven professional capacity to produce, perform and navigate successfully in uncertain environments – those that are marked by unseen, new, strange and often shocking forces and characteristics.

The TMI Way leads organizations most confidently to appreciate how they need talents in all business functions, across the board – and more importantly, who, they should behold as talents. In fact, the more the number of talents in a department, the better prepared the organization should potentially be for heading into the future smiling.

Building a Workforce That Thrives in Uncertainty

The TMI Way is paved on the sacrosanct paradigm that Talent Management is designed to function as a friend, philosopher, and guide to an organization in its quest to become talent-rich, and prepare itself better for the vagaries of the future. For organizations, getting ready for a discontinuous future today implies being able to exploit new opportunities fast; react to threats even faster; and keep creating opportunities for itself. The TMI Way facilitates building workforce with capabilities to operate in stochastic and heuristic decision- and response- situations – where uncertainty is the only known variable.

Taking Talent Management Consciousness Across and Wide

Helping organizations and their managers learn to view departments as pools of talent is another important TMI focus. TMI credentials, knowledge bodies and standard-frameworks together aim at creating a powerful inspiration for managers to appreciate owning up the Talent Management responsibility for their departments. A movement is needed to make Talent Management fan out across as an enterprise-wide consciousness.

Even after two decades of its first smell, Talent Management has remained a fuzzy concept around the world – more on what its true purpose is, than how it is done. Yet, over the years, TMI studies seem to almost conclusively indicate certain unmistakable trends on how “talent” seems to keep pushing up on the list of organizational priorities across all great business and non-business entities world-wide. TMI certified organizations and professionals demonstrate most credibly how their enterprise HR systems and human resource professionals have established a pan-organization ethos of Talent Management accountability.

Establishing the Roles of Talent Management in Organizations

In a landscape where knowledge, information, and human talent together appear lending a cutting edge to the capacities of organizations to accomplish their objectives with a greater certainty, TMI expects Talent Management to perform multiple roles in organizations – all significantly measurable in their outputs.

TMI sees Talent Management as a potent force, whose newness may often send many reeling. Yet, it has to permeate across departments, and become an enterprise-wide consciousness and act as a Management Philosopher and a Future-designer for the organization. Organizations and CHROs need to fan Talent Management across departments as a hyper-function. TMI standards institutionalize Talent Management as a centerpiece of organizations, guiding, and defining their best practices while acting as Enterprise Barometer reflecting the state and quality of an organization’s readiness for the future.