MindLeaders Talent-Ready Assessment Report Example

Building aTalent-Ready Organization

Prepared by

Prepared forMindLeadersMarch 19, 2012Prepared by

Hall Johnson(614) [email protected]

What is a Talent-Ready organization?

A talent-ready organization is one that is prepared and motivated for the next challenge. Challenges are met by people, and the talent-ready organization has the human capital infrastructure in place to give them the right skills to work on the right projects in the right roles. They do this through a focus on three key talent management areas: goal alignment, skills development, and talent mobility.

1. Goal Alignment: Strategy execution fails in large part due to differing goal priorities. When your best people spend their valuable time doing a fantastic job on all the wrong stuff, success will be elusive. Getting everyone on the same page is a high-impact process.

2. Skills Development: You want your employees to do and build great things. But are you building great employees? Great employees are built by great managers who make development a priority.

3. Talent Mobility: Moving employees from role to role across leadership and functional areas is common practice among organizations that understand the need to quickly transform as business needs change. Talent mobility planning must strike a balance between the needs of the organization (making sure key roles have fully developed pipelines) and the employee (your best performers will leave if they do not see new challenges).

These three processes are tightly intertwined. Talent mobility planning without subsequent development is useless paper-pushing or wishful thinking. Goal alignment without talent or development planning might mean you don’t have the people equipped with the skills necessary to get the job done. Development that’s not driven by organiza-tional or career goals is likely to go unused and be a waste of time.

The outputs of these combined processes are nothing short of higher employee engagement, higher productivity, and higher profitability for the organization. With four out of five employees not working to their potential, the need for these practices has never been greater. The MindLeaders Talent-Ready Assessment (TRA) is a high-level evalu-ation tool designed to help you fine-tune your talent practices and get the most out of your employees.

Talent Management

Content LMS

DevelopAlign Deploy ExecutionStrategy

Building a Talent-Ready Organization: Results

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Building a Talent-Ready Organization

The MindLeaders TRA recognizes four key practice levels:

Gearing Up: The Novice Organization (TRA score <35)

Practitioners at this level simply do not have the foundational processes in place to engage employees and deploy them effectively. If your organi-zation is in this situation, the good news is that there are likely many productivity gains on the table, waiting to be grabbed.

Equipped: The Intermediate Organization (TRA score 36-70)

These organizations are employing some best-practices in goal alignment, skill development, or talent mobility, but they are likely siloed and/or limited in scope. What processes are in place are manual in nature. Many employees aren’t sure of what’s expected of them at work, and development and career opportunities are hidden or limited. Managers believe they simply don’t have the time or resources to develop employees to their potential.

Prepared: The Advanced Organization (TRA score 71-85)

A Prepared organization is on its way to driving future returns on their talent investments. Multiple processes are in place, such as development plans, performance reviews, or high-level succession plans, but they are not well-integrated, limiting visibility into results and stunting continuous improvement efforts.

Talent-Ready: The Expert Organization (TRA score 86-100)

Organizations at this level are getting the most out of their employees. Employees in Talent-Ready organizations are focused, enthusiastic, proactive, and committed. Employees know exactly how their jobs relate to organiza-tional objectives, have good relationships with their managers, are growing their skills and responsibilities, and see a career path within the organization.


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Goal Alignment(50 out of 100)

Skill Development(57 out of 100)

Talent Mobility(26 out of 100)

Your Talent-Ready Scores

Goal Alignment

Skill Development

Talent Mobility

Score for MindLeaders:



Equipped: The Intermediate Organization (50 out of 100)



Recommendations

Goal AlignmentEmployees who know how their efforts fit into the organization’s big picture are more likely to be actively engaged. What can you do to make this happen?

•Cascade/aligngoalsbetweenemployeesandmanagers.Ifanemployeegoalcan’tbelinkedtoonefromamanager, it is likely not one that is contributing to a core organizational initiative.

•Encourage,frequent,meaningfulconversationsbetweenmanagersandemployeesaroundgoals.Organiza-tions must ensure that their greatest asset, their people, is employed most effectively to achieve challenging organizational initiatives.

•Teachemployeesbestpracticesaroundgoalsetting,andtheimportanceofsettingtherightgoalsandholdingoneself accountable to them.

•Keepmanagersandseniorleadershipinformedofprogress.Throughanonlinesystem,givethemreal-timeability to see the status of all goals tied to a particular initiative.

Skills DevelopmentAnother factor that drives employees in talent-ready organizations is development. Employees who feel that they have grown their skills over the past year tend to be more engaged. This also holds true for employees who have individual development plans. They believe the organization is investing in them, and are therefore more committed to reciprocate. What can you do?

•Teachmanagerstofocusondevelopmentandtoholdregulardevelopmentconversationswithemployees.•Developcompetencymodelsforjobrolesandidentifyperformancegaps.•Createtargetedindividualdevelopmentplanstoprovidemeaningfulcontextfordevelopmentactivities.•Providevisibilityintotargetjobsforemployees,andgivethemadevelopmentpathtogetthere.•Benchmarkorganizationalcompetency“health”andusetodriveorganizationaldevelopmentefforts.•Pilotacoachingandmentoringprogram.

Talent MobilityEmployees who believe that there is a career path for them in the organization are more engaged. If there is a path, think about letting them know. If not, there are still ways to help employees feel that the organization is behind their career growth. Here’s how:

•Besuretohaveacompleteprofileoneachemployeetohelpdriveyourtalentplanningconversations.Includework experiences, certifications, languages, etc.

•Askemployeesabouttheircareeraspirations,andwhethertheyarewillingtorelocate,ifapplicable.•Createstretchassignmentsandstretchgoalsforemployees•Lookatbenchstrengthinyourorganizationandusetohelpinformpotentialnextmovesforemployees.•Asappropriate,giveemployeesadevelopmentplantowardatargetjob.•Usea9-boxgridtogaininsightintoyourworkforceandinformtalentdecisions.Yourhigh-performingand

high-potential employees should have target jobs, developmental assignments, and a retention plan in place.


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MindLeaders Talent-Ready Assessment Report Example