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DIAGNOSE YOUR COMPANY
Disciplined Talent Management Gauge
| Warning signs |
Signs of progress |
A robust strategy |
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Look only at successors in the succession planning exercise
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Discuss incumbents’ performance only sometimes
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Clearly identify A, B, and C performers in each broad talent pool
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Have a list of high-potential people, but nothing much happens as a result
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Consult the high potential list when vacancies occur
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Have written action plan for each high-potential’s development and retention
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Like to think there are no low performers in this organization
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Admit there are some low performers, but avoid discussing them or taking any action
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Act decisively on low performers to improve, move, or replace them
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Hold no one accountable for talent management, except maybe HR
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Evaluate supervisors on how well they manage their direct reports
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Hold line leaders accountable for building a strong talent pool
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Creative Recruiting and Retention Gauge
| Warning signs |
Signs of progress |
A robust strategy |
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Make blanket statements about being “an employer of choice”
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Think about the value proposition for each type of talent
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Understand the competitive strengths/weaknesses of the value proposition and plan ways to strengthen it
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Hire only at entry levels and grow all our own talent
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Occasionally bring people into staff roles at mid or senior levels
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Recruit a steady flow of talent at multiple levels, even for line roles |
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Go to the same old pools of talent to find recruits
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Experiment with new pools of talent, but look for similar experience
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Creatively tap new pools of talent, looking for the essential capabilities
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Feel disappointed and puzzled by overall attrition rates
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Analyze attrition patterns by types of talent and department |
Know the attrition rates of A, B, and C performers and understand why they are leaving |
Thoughtful Executive Development Gauge
| Warning signs |
Signs of progress |
A robust strategy |
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Leave job assignment decisions entirely to the hiring manager
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Suggest some candidates from the high-potential list or the job posting system
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Involve leadership teams in every assignment decision, seeking to optimize across the company
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Get the most qualified person in every job, with no discussion of development
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Stretch people, but not in the context of any development plans
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Thoughtfully consider the developmental opportunity of each assignment and the development needs of each candidate
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| Assume that “Since I didn’t get coaching, why should others need it?” |
Provide formal 360-feedback once a year
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Embed candid feedback and routine coaching in the culture
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Over-invest in training
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Offer training programs for basic leadership skills |
Offer integrated learning programs for each major transition point |
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