The more we know about all the talent that exists in all our people in real time, the more intelligent our decisions will be in how to use all of that talent. This is just one critical factor in the arena of Talent Leadership.
To help organizations assess their current Talent Leadership strategies, practices and software needs, we put together this list of questions. We recommend that you and the rest of your management team ask yourselves these questions; first as individuals and second as a team.
The questions below are organized relative to the four modules and thirteen sub-modules of the design. And, they are color coded according to the talegence model
(Talent ● People ● Jobs ● Tools)
(Trends & Needs ● Plans ● Talent Acquisition ● Learning)
(Perform ● Measure ● Adjust ● More Learning)
(Direction ● Intelligence Employed)
A. Talent Architecture including Crucial At-Risk Talents
B. People and Certifications
1. Do we have Talent Architecture that clarifies parameters such as type of talent; legal requirements; applications of each talent; tasks to be performed and outcomes to be achieved; whether each talent is job critical, crucial at-risk, or standard; expiration; and talent possession verification process?
2. How would it impact talent growth efforts if we had specific talent criteria for each SME certification and we identified the needs for the each SME certification, and this information was transparent to all employees?
3. How many of the following Internal Certifications which improve performance would also develop a larger talent pool for Leadership Succession Management?
4. How would if benefit us to build project teams by identifying people who not only represent the affected departments or functions, but also possess the talents (e.g. competencies and skills, accomplishments and experiences, certifications and licenses, and internal certifications such as project team leader and research specialist) needed for the multiple team roles; and management had access to this information for people in every part of the organization?
E. Succession Trending
1. What could we do with reports that indicate:
a. Everyone who currently meets all the talent requirements (competencies & skills, certifications & licenses, accomplishments, work styles/traits, and education) of any job
b. Everyone who is currently pursuing the talents of a specific job and is 95%, 90%, 85%...complete 2. How would we benefit from a job availability analysis that will tell both management and employees the expected vacancy schedule for jobs using identified turnover factors?
2. Can we identify which talents are turning over, which are turning over most quickly, and the average tenure for these talents, and which employees are most likely to turnover and when? How would we benefit from this information?
F. Career Management
1. How would we benefit from reports which evaluate employee progress in achieving their talent growth objectives and how this fits with our succession needs?
2. How would we benefit if employees had tools to organize and pursue their development goals for current job performance, internal certifications and future jobs?
3. How would it impact the talent growth goals and subsequent talent development, if the talent architecture used to select employees for jobs; special assignments such as committees and project teams; and SME’s, mentors and coaches more specifically identified parameters such as
1. How would a Talent Management system that relates job performance to recruiting sources and methods benefit us?
2. Would it benefit us if we had a tool to keep “high potential” recruits engaged with us on an ongoing basis that involves updating their talent growth and participating in activities from which we would benefit from their talents and would enable us to analyze their potential?
H. Talent Selection
1. How would our talent selection results benefit if we had a data base of testing and interview questions, case studies, and simulations that related to all of the critical talents required for each job, and these were updated on a regular frequency basis and when job changes or talent changes were made?
2. How would it benefit us if we could “Build a Selection Process” for each job to include activities such as: resume and/or application review, phone interview, initial interview, written testing, job simulations, pan and “multiple” interview, medical screenings, and background checks programmed in specific sequences is based on each job design?
1. When we participate in learning programs, what percent of the participants achieve 100%, 95%, 90%...of the learning objectives? How do we verify this? What is our real training ROI?
2. What would it mean to our learning costs if we provided tools to facilitate and support "informal" learning?
3. How would it impact retention and talent growth if employees could design learning maps, including the selection of SME's, mentors and coaches?
J. Performance Assessment
1. How would we benefit if performance measured included elements such as job results/outcomes achieved; for each objective, percent achieved; competency levels of talents and tools used; talent growth; organization’s initiatives performance; and performance relative to any corrective action plans?
2. How would the entire picture of a person’s performance be more accurate if the person could self assess periodically (frequency established by the organization) as long as they provided all of the required specifics of work sampling?
3. How would it benefit the impact of performance measurements and data if we could track elements such as the frequency of the performance samples, the types of samples, and the engagement of the employees and if all this data was transparent to employees being measured?
K. Corrective Action
1. How would it impact the results of corrective action if we had template problem solving process tools that leads the parties involved through the basic steps of cause analysis, objectives/success measurements determination, potential solutions sourcing, solutions selection, phases of implementation…?
L. Change Management
1. How would we benefit if we had a template for proposing change and one of the elements of that template was the engagement of SME’s to assess the tie to mission, current costs to the organization, and potential ROI?
2. What would we learn if we had a system that included a change timeline and overlaid a variety of performance graphs such as financial's, labor hours, quality measures, production numbers, and customer satisfaction data?
M. Align & Engage
1. How would we benefit if our Talent Architecture, Succession Management, Learning & Development, Talent Acquisition, and Performance Management were aligned with our changing business strategies?
2. Does your Talent Management system align employees with business goals and objectives such that they cascade down through divisions and departments to employees job goals and objectives and then to performance measurements?