- Get the foundations right. What does success require in your organisation now. Too often I see competency frameworks that are over complicated, not updated, or not flexible enough to be able to adjust to different cultural needs. Talent is a mixture of performance and potential, so have a strong foundation to reflect on that.
- Regular reflection. Forget just having an annual process. We have always talked about regular feedback, but we drag managers through a yearly and often laborious process. There is so much technology to hand like Rypple that allows for regular feedback.
- Think about what leadership you require. What is your capability gap, what are your success factors? There is no one right way to successful leadership. Different companies require different things, some need to navigate in a mature environment and some need a tribe of leaders throughout the business to innovate.
- When you understand what you need think about where can I source that Talent. In sourcing Talent don’t just stick to the same industry. Your organisation might be going through points of pain now that another industry has faced in the past, or a different customer groups you want to attract. For example, the maturity and decrease of subsidisation faced in the wind industry now could be compared to issues that ship builders or aviation manufacturers Homogeneous mind-sets can come back to bite you.
- Where are your points of pain? You will have different points of pain where it will hurt the delivery of your business goals. A lot will depend on your budget. It may not be possible to provide for the needs of all talent, you may have or want to differentiate your offering. Do you need new talent for the future, or bench strength now because you have an executive board that will need successors in the near future?
- Do not undervalue experience and exposure. Once you have identified the gaps think about what you have available that can expose your Talent to the required skills and capabilities to fill the gap. There is great value in mentoring, coaching, the right projects and regular feedback.
- Owned by the CEO and the executive team. Question the CEO and executive team on what are their business challenges? Some may or may not translate into Talent problems, and some may be burning platforms. In my experience there are often burning platforms, which give you the engagement of the right people. Get sponsors on the executive board to own and define the problem, the outputs and the process of designing, building, implementing and maintaining the program.
- Built by the business. The middle managers and team leaders should be involved in the design and build of the programme. They will know what will work for them, what is practical and the collaboration increases the success of the program. You can also engage employees in a pilot, which brings valuable feedback on language and cultural differences that need to be taken into account.
- Business Continuity. The responsibility of the program should remain with the business. HR should not take ownership, it will simply be seen as something that HR will manage we nominate the Talent, and then hand over to HR. This will only give a short-term success to the program.
10. HR Facilitation. HR needs to continually facilitate the process, inspiring leaders and having corridor conversations. For example, if a leader is visiting APAC they could meet up with some of those on the Talent Pool so that they have a view of their people.
11. Measure. Define the measures of success with the executive team. Measures I have implemented before are bench-strength, time to recruit, cost of attrition and numbers at risk. This facilitates regular conversations, actions and business continuity.