To design and implement a comprehensive set of capabilities, activities and processes to ensure that your company attracts, retains, motivates and develops the talented people it needs now and in the future.
For the Company
- Drive strategic business objectives
- A high performance workplace with a culture of learning and development
- Ensuring value for money through targeting talent spend and ensuring talent is coherently hired and managed
- Ensure diverse leadership
- Address diversity issues and to eradicate any direct or indirect discrimination
- Engage people
- Retain talented people
- Enhance the Company image and position in the employment market
- Engage with work and be more successful
- Be more satisfied in their roles and proud to work for The Company
- Recommend The Company to others
- Have a positive opinion of their managers
- Feel that their performance is valued
- Have stronger feelings of personal and professional growth and accomplishment
- Feel values and important to the success of the organisation
What is an Integrated Talent Management Framework?
Six Key Domains Designed around the Core Strategy and linked to Competencies, Goals and Metrics
To ensure the organisation is planning ahead for the leadership qualities, skills, knowledge and experience to build effective pipelines, through:
- Regular analysis of external and internal business drivers by market and product line so that effective leadership qualities and capabilities can be identified, defined and developed to meet these
- Estimates on a regular basis for 12 month demand for new leaders required to deliver strategic objectives
- Reporting on employee supply forecasts based on current levels and future requirements
Selection and Hiring
- A consistent framework of best practice selection, assessment and hiring tools and hiring manager skills to conduct and implement fair recruitment practices based on strategic needs, cultural values, motivational assessments and robust competency based selection interviews
- Development of pipeline and brand management approaches to generate new employee leads and manage a positive employer brand awareness in the market, including ongoing best practice candidate management
Induction and On-boarding
Implement on-boarding and induction approaches designed to build engagement from day one, integrate with development planning based on pre-hire assessments and competency interviews, incorporate regular 360 measurement of 'on the job' development and accelerate "time to perform" for new hires while minimising first year attrition.
Performance management and feedback processes to be designed using objective management and balanced scorecard approaches, incorporating both goal and behavioural metrics. Behavioural metrics link to the competency framework with the further development of management capabilities that incorporate feedback giving and situational leadership skills
Talent and Career Development
Implement best practice 9-Box Talent management frameworks, building the capabilities of people leaders to assess growth potential, to engage in effective talent review discussions and to create the coaching capabilities and coaching culture leaders need to conduct effective development discussions with individual team members. Align top talent development approaches with existing initiatives in The Company and create a culture of self-led career development to maximise employee engagement.
Create an integrated succession planning framework that connects with performance management and talent management approaches, enabling leader to have successful talent review discussions and drive internal hiring approaches ensuring ready now successors for all business critical and leadership roles.
Competencies, Goals and Metrics
At the core of the integrated approach is a clear set of Company specific Competencies which describe the skills and behaviours that best reflect the Company Values. The core competency frameworks can be tailored to specific roles and functional areas, creating core job families and specific job profiles for business critical and leadership positions, which incorporate values, motivations, and soft skills requirements, including detailed behavioural descriptions by job level for performance and development frameworks and also identifying the essential technical skills requirements. A Balanced scorecard can be created to track the successful implementation and execution of the business strategy and to enable objectives based performance management at the level key business drivers and metrics.
12 Critical Success Factors
1. Decode the business strategy and define the predictors of success in terms of:
- Roles and accountabilities
- Leadership skills and capabilities
- Future focussed behaviours and skills
- Role model success profiles
2. Align and engage the leadership team:
- As role models
- As accountable – with measures - for their success as talent managers
- To define and set the culture and cascade the vision and goals
- To know how to provide targets and goals, hold people accountable for them, provide feedback and shape aligned development activities for their teams
- To be able to engage with and create a culture that values the talent review process
3. Create a compelling story about the organisation's future and communicate how employees can be a part of this, execute this demonstrating promises made and promises kept.
4. Get your talent connected and networked:
- Ensure your top talent is managed by good people
- Surround talented individuals with each other
- Create wider organisational context and with networking/ connecting globally for top talent.
5. Align both talent management and diversity management, linking in global and targeted positive action programmes, ensure talent management processes drive inclusivity and diversity in general.
6. Ensure a successful pipeline of hiring and succession planning for functional, professional and management groups.
7. Ensure the big people processes are fully connected and integrated:
- Selection, hiring and on-boarding
- Performance management
- Leading and development
- Succession planning
- Reward and recognition
- Retention and exiting
8. Evaluate People and Roles
- Know who is filling critical roles and how they currently shape up
- Know who has the potential to fill these roles in the future and have targeted development plans
- Understand and assess readiness, performance and potential
- Effectively remove and mange blockers and act quickly on poor performance
- Know which are the most business critical roles, understanding critical vs important
- Evaluate on two dimensions, impact and difficulty and ensure selection decisions for these roles based on this.
9. Ensure career paths: Provide clarity about expectations and capabilities expected at different levels
10. Keep sight of the top 20% of performers, validate and support as appropriate through the talent management process
11. Leverage hiring managers, ensure the processes and managers capabilities that enable managers to develop talent through providing feedback, mentoring and coaching.
12. Ensure alignment and integration with existing and emerging global approaches with global stakeholder buy-in.
Overall Development Stages
The Building Blocks of Implementation
All Frameworks, process and skills building linked to:
- Establishing organisational competencies
- A balanced scorecard approach to strategy execution
- Hiring and on boarding successfully
- Effective performance management
- Talent development and career planning
- Succession Planning
- Other steps
1. Establishing Organisational Competencies
Conduct interviews for key business roles and with leaders and with global stakeholders and design a set of overarching Company Competencies linked to the Values and incorporating any existing or emerging competency frameworks from the global level.
Create job families and job profiles for business critical and leadership roles, with behavioural descriptions for each competency that describe the expectations of each role and provide detailed behavioural descriptions that are linked to the different leadership levels of each role.
Create materials and communication plans and implement approaches to share the new competency frameworks across The Company and to create engagement in the ideas and aspirations of the longer term goal of an Integrated Talent Management Framework
2. Balanced Scorecard
Design and development of a Balanced Scorecard approach with metrics linked to business strategy and the core Company Values. The approach to be fully aligned with The Company global needs and objectives. Primary purpose is to establish a framework for performance management that can reflect behaviours linked to values and the behavioural measurement linked to the competency framework that will underpin the performance management, talent management and succession planning approaches.
Create and deploy a communication plan to continue the journey to the integrated
Provide tailored leader training on the use of the scorecard and the setting of objectives using this approach
3. Hiring and On-boarding
Incorporate competency frameworks into best practice interview guides and interview skills building for all hiring managers. Include tools and process for managers to profile the values, motivations and competencies of the role they are hiring for and establish fair and consistent evaluation processes and tools.
Build on hiring evaluation process and develop and implement best practice on-boarding and induction processes.
4. Performance Management
Design and implement an integrated approach to performance management that incorporates assessment based on the balanced scorecard and competency frameworks with dual weighting for goals and behaviours to link with talent development and succession planning approaches.
Develop communication materials and guideline for all people leaders on how to conduct FHA (Fair and Honest Assessment) to global expectations.
Train all people leaders in the use of an integrated FHA approach and the importance of and how to have enhanced employee discussions on a regular basis.
5. Talent Development
Design and implement a best practice 9-box approach to talent management. Create frameworks and process guidelines and instructions for people leaders.
Train people leaders in:
- How to conduct talent evaluation on your team
- Having successful Talent review discussions
- How to have regular development planning discussions with your individual team members, communicating 9 box messages for employees and delivering on coaching and mentoring for career development discussions
Establish and implement a Mentoring Programme
6. Succession Planning
Design process and guidelines and implement successful succession planning discussions for key business roles and people leaders. Ensure processes for linking to global talent reviews to drive a hire internally first mind-set and enable the identification of ready now successors for critical and leadership roles.
7. Other Steps
Develop long term workforce planning, the regular analysis of business strategy requirements and recommendations for long term development and evolution of the talent management framework.
Develop metrics for the tracking of success and regular feedback on the implementation and ongoing operation of the end to end talent process.
Fully link the competency and values frameworks into processes for assessment centres, conducting interviews, on-boarding training and induction, 360 feedback and other areas of the learning and development agenda.
Call or email for a complimentary discussion on implementing your talent management frameworks
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