Talent Management
The Talent Management Imperative
People are at the core of every organisation and the platform
for organisational success is the effectiveness of people.
Applied research has overwhelmingly demonstrated that those
organisations that invest in attracting, developing and retaining
talent invariably outperform other organisations against a
range of indices including market value and return to shareholders.
The economic arguments for proactively managing the talent
pipeline are robust, and only strengthened by the current
environment of economic growth and low unemployment. Already
many industries are having difficulty finding suitable staff
for business critical roles from the external labour market.
Our core expertise is in the identification, development
and retention of talent.
For an overview of the CompAssess approach to talent
management, download our White Paper:
» The Talent Management Imperative:
A Best Practice Approach.
The CompAssess Talent Management Framework
Management literature is replete with approaches, models,
learnings and anecdotes related to the attraction, development
and retention of management talent.
At CompAssess, we have developed a simple and pragmatic model
for assisting organisations diagnose gaps in their talent
strategy, prognose the impact of this with respect to their
leadership bench strength, and prescribe the solutions to
close identified gaps.
The CompAssess approach is summarised in the simple diagram
below.
CompAssess Talent Management Services
CompAssess supports organisations at every part of the talent
management cycle.
Although the issues and experiences are different for every
client situation, our process provides a valuable road map
for guiding organisations through a process to ensure their
business is protected by the necessary leadership bench strength
and continuity to meet the challenges of today and tomorrow.
Contact CompAssess for more information with regard to how
we can support the development of your organisation’s
talent.
Talent Pipeline Readiness
How confident are you that your organisation is prepared
for the challenges of the future?
Try our Talent Management Checklist below to self assess
your organisation's talent readiness. If your effectiveness
is low in any of the talent management elements, call CompAssess
for guidance as to how to close the gaps in your talent strategy.
| Talent Management Element |
Current Effectiveness
(High, Moderate, Low) |
| Comprehensive descriptions of competencies,
knowledge, experiences and personality traits are developed
for critical roles or clusters of roles |
|
| Success profiles are based on current
and future business needs and direction |
|
| Regular “talent supply chain” inventories
conducted |
|
| Development options are clearly aligned to the success
profiles |
|
| Development options that range across the various learning
styles (classroom, on-the-job, coached, self paced, etc)
|
|
| Graded investment in talent is made according to potential
and performance of individuals |
|
| Clear and open communication on perceptions of potential
and performance is maintained between management and individuals
|
|
| Retention risk analysis conducted regularly |
|
| Market talent supply reviewed regularly and a target
internal versus external ratio developed |
|
| Managers able to “sight” and source talent
from across the business in Australia and, if appropriate,
regionally |
|
| Standard success profiles (or competency sets) are used
to underpin recruitment, selection, development, retention,
performance management, and career management |
|
| Full range of experiences and resources across the business
are leveraged to develop key talent |
|
| Individuals in the talent pool receive objective, accurate
and frequent feedback on their strengths and development
needs |
|
| Senior managers share information on talent pools and
individuals |
|
| Individuals are provided with structures and tools for
diagnosing their own development needs and identifying/creating/managing
career plans |
|
| Different development strategies are used for individuals
with different career trajectories |
|
| Investment in individuals is aligned
to predicted return |
|
| Distinctions are made between corporate and divisionally
owned talent |
|
| MD or Board visibly "own" or champion corporate
talent pools |
|
» View
a Client Case Study
» Contact CompAssess
for more information regarding our Talent Management Services
|
