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Plan, Fulfill and Develop

Does your organization track turnover factors by job, job family, competency family, business function, location, manager, etc.; conduct analytics; combine this data with business strategies (Succession Management Flowchart); and utilize the resulting data to forecast vacancies?

Do you then make these forecasts transparent to employees for their career management and succession planning?

Do you have internal bench strength, recruits that are engaged in your organization, and other external sources of talent ready to step up to your plate and fulfill the talent needs at a moment's notice?

Are your Talent Acquisition process and tools aligned with your Job Requirements and accurately measure candidates' potential?

Have you identified talents that are best to acquire and those that are best to develop?

Is your On-Boarding thorough and efficient; does it align employees

Does your Learning & Development function facilitate formal, semi-formal, and informal learning processes?

Does it make the most of all the expertise throughout your organization?

“So the immediate problem is not the number of potential candidates. Rather, it is a talent mismatch: There are not enough sufficiently skilled people in the right places at the right times.”


Bottom line...this module is about:

Aligning Talent Management Functions: Career Management, Recruiting, Talent Selection and Learning & Development with job critical talent requirements and internal certification talent requirements from the core module, Capabilities, Requirements & JPA's

Forecasting: job and internal certification vacancies and their critical talents

Aligning People: (internal and external) with the forecasted needs in advance of the vacancies (data transparency)

Organic Talent Growth: Career Management with tools from Learning & Development

Talent Acquisition: Filling jobs from inside...filling jobs from the outside

Developing People's Gaps in Critical Talent: Some talents organization want to develop, not hire or promote, and sometimes specific talents are hard to find

This module includes the primary practices of the TM functions: Career Management, Talent Acquisition, and Learning & Development. It includes five fully integrated sub-modules to provide the answers or solutions to the above questions:

Succession Trending

Career Management


Talent Selection

Learning & Development


Simply put, planning includes: knowing where you are going or where you want to be - direction; where you are now in respect to where you are going; and the steps to take to fill the gap, get there In this case, we are addressing planning for talent needed.

In the design of talegence we identified two parties that will plan to fill future vacancies:

Management/The Organization

People/Employees - Career Management

Note:  For both, the planning to fill projected talent vacancies begins with business planning. Where are we going; what are we going to do; what are our talent strategies, and what talents will we need to do it (see Succession Management Flowchart). This results in a plan of projected vacancies with modified critical talents:

People/Employees - Career Management

Utilizing talegence they:

Begin by aligning themselves with the organization's talent strategies and resulting needs for jobs and certifications.

Compare this data with their interests and the data in the Succession Trends sub-module to identify career goals: enhance talents for current job, achieve talents for future job, and achieve certifications.

Create a career plan in Career Management sub-module utilizing Learning Maps from the Learning & Development sub-module.

When Learning Maps are completed, newly acquire talent is verified and entered into People Profiles.

When management searches for talents (Jobs and Special Assignments), they can see reports on who has:

The talents/certifications and at what proficiency levels

The talents as part of their career goals and what their progress is toward achieving them

Management/The Organization

Phase I - Determine Forecasted Talent Vacancies, Jobs and Certifications

Direction: For the organizations the planning starts with two business plans, Operations and Strategic. Using these, Talent Strategies are identified, which among other items, identifies Jobs and associated talents that will be needed included any changes in talents (e.g. Talent Architecture)

Succession Trending: This is used to identify people movement trends; leaving the organization (why), promotions, career path or job pipeline trends, transfers and lateral moves...which helps them to identify projected Job Turnover (see Figure 1)

Phase II - Determine Internal Bench Strength: Interested & Meet Talent Requirements and Interested & Pursuing Talent Requirements

People Profiles: Search/Identify Individuals in the career path/talent pipeline who meet talent requirements

Career Management: Search/Identify number of people who have which jobs as goals, what percent complete they are, and their growth rates...expected completion dates

Align with Gaps: Timeline of projected vacancies + projected internal movements + additional talent gap development => external sourcing requirements

Recruit: Analyze bench strength of existing recruits in Recruit Village (talent profiles + participation profiles); project additional recruits required based on recruiting trends data + recruits/hires ratios + Recruit-to-Hire timelines + On-Boarding-to-Productive timelines...recruit

 Fulfill - Talent Selection

Utilizing the tools in the Talent Acquisition Funnel, identify a talent selection process for each job. In accordance with timeline projections deploy talent selection processes.

Timeline will reflect that specific talents for specific jobs require internal Learning & Development, as there are some critical talent that must be developed not acquired.


There are basically two deployments of the tools in the Learning & Development sub-module:

1. Pre-Fulfill - in the career management phase of internal employees

2. On-Boarding - for both new hires and internal job movements. They will differ in details and lengths, but purposes are the same.

The primary categories of On-Boarding include:

Initial Administration

Socialization & Acclimation

Initial Align & Engage

Development of Core Organization Wide Competencies

Organization Resources

Initial Development of Job Specific Critical Competencies

Please read On-Boarding for details.

Highlights of Sub-Modules

Succession Trending:

A. Talent Needs Analysis

1. Turnover Factors Analysis

2. Career Path Trends

3. Business Strategies Impact

Recruiting - Sourcing

A. Track Recruiting Methods and Sources

B. Identify Recruiting Success Factors; People Performance, Tenure…

C. Analyze Performance of Recruiting Methods and Sources by:

1. Job

2. Qualifications and Qualification Changes

3. Diversity Measures

D. Job Posting System

Talent Selection

A. Table of Questions  and Mind Drills per Each Skill

B. Success Criteria per Question and Mind Drill

C. Development of Structured Interview and Written Testing Formats

D. Tracking and Adding of Candidate Scoring

E. Comparison to Historic Performance Data

Learning & Development

A. Collaborate on Hire v. Develop Talents Decisions

B. Identify and establish learning Activities

C. Identify and establish Learning Maps

D. Identify Prerequisites for Learning Maps

E. Identify Learning Curves Trends

F. Conduct Talent achievement verifications

G. Learning Content Management

H. L&D Scheduling to Fulfill Talent Requirements

I. “Lessons Learned” Tracking

Extraordinary Results


Everyday People