Step-by-step: How to implement a results oriented talent management program

Posted by Mereo
at Monday December 19th, 2016.

“There’s only one thing worse than training employees and they leave, it is not to form’em and they stay.” This placement of Henry Ford makes more sense than ever in the “information age”, since companies greatest assets do not reside in their equipment, or processes and technologies developed, but in the knowledge of each one and as it is managed.

Having the right people in the right positions is essential for companies to grow and achieve its strategic objectives. For this, talent management programs play a key role in “orchestrating” individual skills in pursuit of common goals.

To illustrate the fundamental steps in structuring a talent management process, the Mereo team in partnership with ISAT Consulting have developed the e-book “Talent Management in the digital age”.

Below is an overview with the main ideas covered in the material.

Some concepts are fundamental when it comes to talent management:

  • Management by Competencies: It seeks to stimulate the development of the professional through the evaluation of behavioral and technical competences.
  • Individual Development Plan: The IDP systematizes several actions to be taken, in order to achieve the organizational objectives through professional and personal development.
  • Nine-box matrix : A diagram that correlates the results of the work with the achievement of the goals, based on the competencies evaluated.

Talent Management Program

Steps to Implement a Talent Management Program

The first step is to define the model, in which the company must choose the way in which it will structure its talent management program. Check below 5 essential questions that should be clarified at this stage:

  • How the program will be structured – based on goals and projects or in competencey assessments?
  • Which levels will participate in this program? Who will evaluate? Who will be evaluated?
  • What is the format of the evaluations?
    • This format can be from self-evaluation up to 570º evaluation in which it will be made by the superior, peers, team and rated by customers and suppliers, in addition to self-assessment.
  • What is the frequency of the evaluation cycles?
    • The evaluation cycle may be associated with the dates of calculation of the variable remuneration.

Completion of performance appraisals

Once these questions are answered, we start with the part of elaborating the performance evaluations that will be sent by e-mail to those evaluated for completion.

programa-de-gestao-de-talentos-avaliacao-desempenho

Feedback

Feedback is an opportunity for the manager and his led to talk about the performance and skills developed during the period under review. This dialogue should be done with great tact and skill on the part of the manager, since the focus is on improving performance and achieving goals.

Analysis results

Andreas Weigend, a former “Chief Scientist” at Amazon.com and the author of more than 100 scientific papers focused on strategy and business, has a sentence that says “The value of the data is commensurate with the impact they can have on the decisions.”

After all the involved have completed their evaluations it is time to analyze the results. Is at this point that many companies interrupt the process and loose valuable opportunities to develop their teams.

Talent Management Program

The automation of processes through management software facilitates the creation of action plans through analysis of the obtained data.

An example of this is the Talent Matrix, a functionality of the Talent Management module of the Mereo Platform that allows to evaluate the performance through the crossing between the competences evaluated and the performance based on the achievement of goals.

Talent Management Program

A Matriz de Talentos permite planejamento de sucessão e desenvolvimento dos colaboradores.

With the adoption of these practices, we start with the last stage of the process, which is the creation of a PDI or Individual Development Plan that will complement the evaluation and feedback process of the employees with the creation of assertive action plans.

Talent Management Program

Thus together a stable and yet flexible process, specially developed to fill the gaps in learning each and provide the agility and transparency that people managers need to ensure the achievement of strategic objectives..

If you are interested and want to know more about our methodology send us a message that we will be happy to assist you!

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