Talent Management at the Project Management Institute of Minnesota (PMI) primarily focuses on the senior leadership pipeline. People whom are considered to have “talent” reside within two teams, the Operations Committee and Board of Directors with a “Fit to Focus” (Garrow, Hirsh, 2008, p. 395) approach that directly aligns people with organizational goals. When a position becomes available on the Operations Committee, members of the Board of Directors usually find a replacement without consulting the volunteer coordinator. Their selection process is perceived as being secretive because there is little transparency or analysis of evidence-based data to support their decisions. Their leadership selection appears biased with an elitist mentality based on the perceptions of Board members, often times, with oversights on core-competencies needed in the selection process. Although the methods used in determining talent utilizes a lighter-touch approach, the focus is on, “pivotal talent-that are more strategically important to the organization” (Silzer, Dowell, 2010, p. 15). The ideal objective is to prepare Committee Chairs to serve on the Board of Directors when it is strategically imperative.
Members who serve on the Board of Directors have the most talent potential in succession planning, with a longer-term focus. Board members have the opportunity to advance from their role into a President-Elect position, and eventually President. The President-Elect position is the given the most in-depth talent management in their development to ensure successful execution in their transition to President. On-the-job coaching is cost-neutral and performed at a mentorship capacity from the current President. Ultimately, it is strategically imperative that the President-Elect is equipped with new competencies to advance the organizations business goals and profitability