According to “conventional” wisdom, the single most critical component (and the toughest to measure) in any organization is its talent. The quest to find the best, to keep the best, to leverage the best is the subject of thousands of books and the cornerstone of many prominent academic careers. What used to be called “personnel” has morphed from “Human Resources” to “Human Capital Management,” and now, (drum roll please) we call it “Talent Management.” The names have changed. Has anything else?
As The Talent Architect, I blend strategic Human Capital Management, the latest tools of technology and industrial/organizational psychology, a marketing approach to Talent Acquisition (read Staffing & Recruiting), well-placed compensation “carrots” and performance management “sticks,” a never-ending quest to quantify and measure results with traditional concerns about legal compliance. And . . . I believe strategic workforce planning and workforce development are essential components to building a winning organization. I create a unique workforce foundation for each client, depending on the market and competitive conditions. The goal is to beat the competition. Great people with the right tools can do that.
How can I do this?
I leverage my network (I know lots of really smart people) with my know-how. I’ve carried a “sales bag” in technology (selling to companies like IBM, Fujitsu and Motorola), consumer goods (retail, food service, even “network” marketing!), and professional services (to Fortune 500 companies including Seagate Technology, General Mills, and Proctor & Gamble). I’ve been an HR Manager and Recruiting Director for large and small companies. I’ve worked as a “headhunter” finding executives and hard to find technical experts for Deloitte, Vanderbilt University, WebMD, and dozens of other companies. In fact, my recruiting skills, my ability to research and find a needle in a haystack (and knowing how to create my own luck) are what set me apart from your everyday management consultant.
Oh yes, I also have the requisite consulting credentials. I have an MBA in Global Strategic Management from Dominican University of California (go Penguins!), my SPHR (Senior Professional in Human Resources) designation, and even, a certificate in Total Quality Management, which has been the most useful thing I’ve gained in my career. The two things that will quickly kill a company are poor people and poor processes. When both your people and your processes aren’t working, then you better do something fast!
I also have spent multiple hours at the lectern as a passionate Toastmaster (ATM-Silver, Area Governor of the Year), both as a speaker and a leader. Of all the things I’ve done to develop professionally, my time in Toastmasters has really paid off.
If you want the traditional speaking/thinking consultant to look at your organization, may I recommend Deloitte (a great organization), McKinsey (they’re tough!) or IBM. I offer these examples because I’ve had personal experience with the companies. There are plenty of respectable firms who covet your budget. Take your pick . . . BUT
Do you really want the same old advice?
If you need change, results, unconventional thinking, I’m it! What’s more, I will find those people hidden in your organization who will provide change, results and unconventional thinking. After all, a really great consultant is successful when no longer needed. My goal is to get in and get out as quickly as possible.
Sometimes, all it takes is a phone call to turn things around.
Pick up the phone. Dial 615-777-8564. The first phone call is free.
It may be (as Alyse Cortez with Improved Experience told me)
the best investment you make this year.
So much for tooting my horn. Here’s what others say:
“Pat comes up with instant strategies that work!” William Johnson, Business Development, Accolo
“Pat Sharp was engaged as adviser to NeoTactics, Inc and CloudScale Networks, Inc, a startup venture incubated by NeoTactics. She was critical to our efforts to fill out the core leadership team, put together our business plan, and engage with investors. She brought proven methodologies for her recruiting efforts, assessing my personal leadership style, competencies, and making recommendations that complemented my strengths. We found her to be both practical and strategic in her advice, communicating clearly and with good business sense. Her propensity was to cut through red tape, while building and maintaining good relationships with all members of the existing team. We would engage her again and strongly recommend her as a resource for any growing organization.” Randy Bias, CEO, NeoTactics
“Pat brings years of solid business experience, accompanied by a passion for getting the big picture right first. With overarching goals clear and the mission in mind, Pat dives into the details, making sure that plans include the level of action and confirmation required to achieve the mission.” Dr. Tom Janz, Chief Scientist, BDT International
“Her work has provided exceptional value. Pat has a passion for getting the most from available resources and pointing out opportunities to save costs and eliminate wasteful expenditures.” Raghav Singh, CEO, The A-List
“Pat has the creativity to put ideas together with practical applications to help people improve in their personal and professional life. She has a very dedicated work ethic to be able to focus on the task until it is completed. Problems become opportunities for her and this attitude is something she teaches others in her seminars and counseling.” Bill Halbert, PhD., The Halbert Company
“I am impressed by Pat’s ability to understand the processes involved in sales and other core activities. She is able to help companies to clarify their own internal processes and improve their efficiency. She has a wonderful touch with employees who are just learning the ropes, giving them the guidance they need to be successful.” Emmi Tarr, Technology Consultant, Accolo