8 steps to a successful talent management

8/8/2019 8 Steps to a Successful Talent Management

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8 Steps to a Successful Talent Management

System

Step 1: strategic alignmentStep 2: know your jobsStep 3: design the systemStep 4: technology implementationStep 5: end user training

Step 6: reporting & analysisStep 7: program evaluationStep 8: system updates

Step 1: Strategic AlignmentAs a first step to every assessment project, be sure

to evaluate it for strategic alignment. Be sure to work

with a vendor that will help address your strategicneeds to ensure that the system is aligned with the

strategic (e.g., financial goals) and operational (e.g.,reporting needs) objectives of your company.

Step 2: Know your JobsEliminate subjectivity in your system by knowing

your jobs and how they relate to each other in yourcompanys succession plans. You should receive a

technical report that summarizes the steps taken and

output of the multi-method job analysis that providesevidence of job-relevance.

Step 3: Design the SystemThe design of a talent management system includesconfiguring the assessment, report content, and

algorithm development for person-job fit, employeepotential, and training needs. Ask your vendor how

quickly they can provide a turnkey solution thatmeets your needs at a low-cost.

Step 4: Technology ImplementationYour vendor should quickly be able to build your

assessment and report, provide custom scoringalgorithms, and conduct system testing for end-user

challenges. Again, be sure to demand simplicity fromyour team to help ensure a speedy, low-cost solution

that meets your needs.Step 5: End User TrainingEnd user training will help you integrateorganizational strategy and talent management into

complimentary activities. Make sure your vendorprovides training to end users so that they can

become certified experts in talent managementassessment, report interpretation and feedback, and

development and placement.

Step 6: Reporting and AnalysisDont let your talent management data be heldhostage or disappear in a database. Make sure your

vendor can deliver reports that summarize systemusage, group level scoring summaries (i.e. by

location, ethnic group, or position), and other

strategic information for talent audits.

Step 7: Program EvaluationUtility, time-series, and between-groups analysis is a

key step in moving the value of assessmentsbeyond selection. Dont settle for anticipated

savings, but ask for program evaluation studies thatlook at real savings that assess practical (i.e., the

total dollars saved and generated) and significantdifferences in the agreed upon success metrics such

as administrative costs, time savings, impact onperformance variables, and client satisfaction.


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Step 8: System UpdatesFinally, talent management is an ongoing process

that can lead to the loss or underutilization of great

employees when they are neglected. Your vendorshould use results from end user input, employee

reviews, and follow-up validation and fairness studiesto improve report content, update scoring

algorithms, and increase the usability and utility ofyour system.

Table 1: Thinking about Talent Management

The Old Way The New Way

Talent MindsetHaving good people is one of many important

performance levers.

Human resource management is responsible

for people management including recruitment,

compensation, performance reviews, and

succession planning.

Having the right talent throughout the

organization is a critical source of competitive

advantage.

Support for talent management needs to flow

from those at the very top. Every manager is

responsible for attracting, developing, exciting,

and retaining talented people. Every manageris explicitly accountable for the strength of the

talent pool he or she builds.


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Employee Value

Proposition

We expect people to pay their dues and work

their way up the line before they get top jobsand higher salaries.

We have a strong value proposition that attracts

potential employees.

We think of our people as partners and

volunteers and know we have to try to deliver

on their dreams now if we are to keep them.We have a distinctive employee value

proposition that attracts and retains talented

people.

Recruiting Recruitment is like purchasing; it is about

picking the best from a long line of candidates. Recruitment is more like marketing and selling;

it is a key responsibility of all managers.

Growing Leaders

Development is training.

Development happens when you are fortunate

enough to have a good manager.

Development happens through a series of

challenging job experiences, and candid and

helpful coaching and mentoring.

Development is crucial to performance and


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retention and it can be institutionalized.

Differentiatingand Affirming

Differentiation undermines teamwork. We shower our top

performers with

opportunities and recognition. We develop and

nurture mid-performers. We help our lower

performers raise their game or we move them

out or aside.

Source: Adapted from Elizabeth Axelrod, Helen

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