Generally speaking, work circumstances remain suboptimal for both organizations and workers. Neither party is outfitted to best harvest the desired yields from the other. Worn out, ineffective conventions reinforce a dysfunctional status quo, such as resumes, job descriptions and performance reviews. Their inadequacies are only amplified by recent digital conversions.

Workers and managers struggle while too often oscillating in entitlement, disenfranchisement, confusion, indifference, impotence, frustration or acrimony. Reliable shared theories and a practical common language for work relations are missing. Often assumptions and toxic points of view dominate with inherent dangers. Shared structures for reciprocal understanding and quality dialog remain nonexistent. Recruiters and candidates rely upon hit-and-miss information exchange to make unpredictable decisions. Ironically, both players possess perspectives of scarcity while coexisting within a landscape of abundance. Contrary to current hyperbole, minimal work role performance continues to be accepted by many leaders, workers and supervisors.

Across all industries, new talent realities clash with old labor mentalities. Hungry organizations reach out to a narrowly fragmented vendor ecosystem that typically fails to respond to systemic and emerging societal forces well underway in workplace relational lifecycles. Conversely, the career destinies of individuals are tossed into the black holes of job boards, hopeful reliance on social networks or often haphazard succession planning and advancement schemes of enterprises.

Today’s one-size-fits-all HR models fall far short of exploiting the endless nuances existing within different work roles. Methods proven elsewhere in operational environments are absent, such as continuous improvement, knowledge management, scientific diagnostics, predictive analysis and diligent front-end design. That these facts are almost universally true in 2009 is mind-boggling, especially as one reflects on the implications of loss, waste and risks; or equally on the low-hanging potential of opportunity, gain and advantage.

Unleashing greater human potential in the workplace is the single most attractive and inexpensive frontier for generating wealth, achieving competitive advantage and mitigating risks for today’s organizations.

Fortunately, TalentSphere ushers into all workplaces desiring betterment a radical departure from disabling “industrial era legacy.” As a result of two decades of diligent research, innovation and experimentation, TalentSphere has developed and refined a systematic approach to forming and sustaining superior work role relationships for organizations and workers.

This approach is known as Work Role Yields Management™ (WRYM™). In applied organizational “practice” WRYM addresses the prevailing workplace problems(content at left), thus WRYM offers non-trivial potential to organizations of all sizes and industries.

WRYM comprehensively equips an organization with the organizing principles, methodology and continuous improvement techniques for improving talent attraction, selection, performance, innovation and relations durability. WRYM is orchestrated at the granularity of each work role and worker relationship. It encompasses a process of diagnostics, design, measurement and knowledge management.

WRYM is made possible by an extensive body of protected intellectual property. Most deployments are conducted in a meta-process of instruction, certification, distributed tools, online SaaS systems and consultative support. Choreographed sequencing is applied based upon measurable objectives and overcoming internal obstacles to improvements.

Some organizational leaders say WRYM is “Six Sigma for the people stuff.” WRYM outfits every person within the workplace to consistently and continuously achieve greater yields from a work role.

WRYM is designed to be easily adapted into any environment, is value neutral and can be integrated into existing programs and initiatives. The most common business model is an agreement including intellectual property license, basic services and hosting with nominal recurring monthly fees on a per capita basis for a subscribed enterprise census. Programs, agreements and other elements can be tailored to suit the client.