Extraordinary Results

    through

Everyday People

Value Proposition

Why talegence?

“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.”

Manpower

When our management team discusses talents we need now and in the future, is everyone around the table talking about the same talents? For instance, when we discuss the need for leaders, are we all envisioning the same talents to provide the same capabilities?

Do we have a clear, accurate picture of talents required by jobs and certifications to achieve business strategies and operational needs and do we have a reliable, ongoing methodology to maintain it?
Do we actually have a clear, accurate, and objective listing of what talents each individual possesses; and how these talents are transferable from job to job, location to location? Do we know who the real experts are for the different job roles or do our relationships get in the way?

Are the tools that our people use to perform their jobs to ensure reliability of process and products, to meet compliance requirements, to accelerate On-Boarding process, etc. maintained and do we know who the experts of these tools are?

Do we have methodologies to align workers with our talent needs, jobs and certifications?

Do we have data analytics that reveal succession trends and the factors that impact succession trends?

Does our Talent Management system inspire and facilitate organic talent growth?
Are our Talent Acquisition tools aligned with job and certification talent requirements?
Are our training dollars actually resulting in changes in people capabilities that are aligned with operational needs and business strategies?

Does our performance management system provide ongoing, constructive feedback that aligns, develops, identifies expertise and capabilities, recognizes and rewards, corrects people and tools...result in continuous performance improvement?

With the click of a few keys, talegence can provide solutions to these questions (and many more). Data can be entered, reports generated, messages sent, teams created, talent and tools experts found, trends uncovered...

The mission of the Talent Management software, talegence (talent-intelligence), is to provide organizations more thorough and accurate talent capabilities data; align, grow and engage that talent; identify trends and make better decisions regarding the Talent Management Functions Performed by talegence:

Align                                                       Talents Management                                    Succession Management

Talent Acquisition                                   On-Boarding                                                Learning & Development

Performance Management                    Engage

According to Training Magazine, over the last five years, the average annual training expenditure per employee has been between $1,041 and $1,273. For 5 to 10% of that cost, talegence can increase your ROI on your annual training expenditures; increase production and retention; and provide continually updated solutions to the Talent Management functions identified above.

How? Implementing talegence

When organizations realize that talegence's fully integrated solutions fit their talent strategy needs, they may need answers to implementation and maintenance questions such as:

Do we need all this offers? Is it too sophisticated for us?

How do we implement it?
How is it maintained?

Do we need all this offers? Is it too sophisticated for us?

For most organizations the answer is, "Yes, we will benefit greatly from all it has to offer; but not all at once." "No, it is not too sophisticated for us." The solutions talegence offers are good for all organizations. The data talegence uses may in fact be more sophisticated than data you use now and the Talent Management practices may be more sophisticated than what you currently do. But you'll want them; it will just impact implementation phases and total time to full deployment.

There are parts of the system that must be implemented: Talent Architecture, Job Profiles and People Profiles. But, there are parameters of those you may elect to not use at all or not use in the beginning. After these are implemented, there are sub-modules and parameters you may decide not to implement for a variety of reasons.

Most likely, organizations will want to implement the entire system, but do some reconfiguration of terminology, parameters and data.

How do we implement it?

We use the following template for implementation:

Define (Organize & Mobilize)

Discover (Data Collection)

reDefine (Analysis & Recommendation)
Design & Develop
Pilot
reDesign & Develop
Deploy

After the Define (Organize & Mobilize) phase of the project, the Discovery phase is conducted to identify current Talent Management position, where you want to be and how do we implement the changes using talegence as a guide. It will explore strategies and practices such as:

What are your current Talent Management strategies and practices
What do metrics tell us about your current Talent Management practices

What are your competitors' Talent Management strategies and practices (competitors in the same industry and         competitors for the same talents)

Current Talent Management related data systems + other functional systems to create interfaces

Talent Management Culture and Organization's Change Culture

Once the Discover phase is completed, the data gathered will be analyzed and recommendations made for a new implementation plan. This will include multiple phases of implementing Talent Management policies and practices and of implementing the different sub-modules of talegence, which correspond to the Talent Management policies and practices. It will also include strategies as to which parts of the organization to begin deployment.

There are a number of factors to consider when determining which parts of organization to begin deployment. Here are some to consider:

Most receptive and most resistant (learn the differences; what will be least resisted and why and what will receive greatest       resistance and why. Can utilize in communication when deploying throughout.)

Want their support first; ease implementation when start to deploy throughout

High tech department and a low tech department

In the end, full implementation could take between two to five years

The smaller the organization; the more receptive to change culture they have; and the fewer changes in Talent Management strategies and practices and culture shortest implementation plan.