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We help organisations identify if they have the right people in the right jobs, with the right skills at the right time. We work with them on how to attract and retain talent and build a clear succession process. We build a picture of capability individually and across the organisation, mapping how this will grow in the future.
These pictures identify succession gaps and untapped potential which can help to then reduce costs, release the potential of individuals and improve effectiveness for organisations.
Making effective judgements in the face of increasing complexity and ambiguity is key to success. Inevitably these judgements become increasingly important at more senior levels in organisations where the uncertainties and the ambiguity increase. In addition, knowledge, skills and experience play a role in supporting the judgements that people make. (See Jigsaw of Potential diagram).
Recent surveys show that many organisations have no clear succession, or talent management processes and the criteria upon which these should be based are unclear. Succession is not seen as being in any way associated with risk for the organisation. Organisations need processes that are robust yet flexible and that take into consideration the changing nature of organisations and the context in which they operate. Talent Management needs to embrace a model that has at its core an understanding and insight around uncertainty and ambiguity and what it takes to make judgements when the known data is and will remain insufficient.
Talent Management
| What Talent Management involves: |
What it should not involve: |
- identifying the organisation's strategic thrusts and their resource implications
- establishing and supporting a development culture
- identifying the 'flow of talent' and establish a leadership pipeline
- understanding current capability and how this will grow in the future
- developing flexible replacement plans for key positions with clear time-frames
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- a strong centrally dominated process that does not involve line managers
- fixed and detailed plans based on the assumption that roles will remain the same into the future
- the creation of a company elite
- a once a year exercise
- an excuse for reactive recruitment
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bioss has a range of tools for the successful identification of potential and succession, that are based on extensive research over many years, have a proven track record across a number of business sectors and are proven to be culturally fair.
 • Capability is the central and unifying piece in the 'jigsaw of potential'.
• Whilst getting one's head around the scale of challenge is vital it is not sufficient.
• For potential to be realised all the pieces have to be in place
• To any situation, individuals bring a range of resources including knowledge, skills,
experience, style and values, which need to match the key drivers for the
organisation.
Individual career path's supports succession planning and refines development plans
Adapted from Csikszentmihalya,
M (1975)
Mapping the Top Team for example provides a clear picture of current talent, talent required for the future and identifies any gaps.
Adapted from
Csikszentmihalya, M (1975)
Supporting models and tools
Working Relationship Appreciation (WRA)
Four Journeys of Leadership
Career Path Appreciation
MCPA
IRIS
LPA
Article for download:
The individual, the organisation and the path to
mutual appreciation
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