Unleashing the potential of your workforce is a game-changer in today's competitive business landscape. Discover how linking talent to value can revolutionize your organization's performance and drive unprecedented growth.
Connecting business and talent priorities
Gaining a true understanding of who your top talent is and what your most critical roles are is a challenging task
- Executives often use hierarchy, relationships, or intuition to make these determinations
- Fortunately, there is a better way
- Companies can more closely connect their talent and their opportunities to create value by using quantifiable measures
- They can define those jobs with clarity to ensure that top performers with the appropriate skills fill the roles
- And they can put succession plans in place for each one
Match talent to roles
Rigorously assessing incumbents against value-linked role requirements typically leads a company to realize that 20 to 30 percent of those in critical roles are not well matched.
- The rigorous effort to match talent to value led the company’s top executives to a deeper understanding of their business.
Operationalize and mobilize
Linking talent to value is not a process that stops when roles are identified and matched to the appropriate top talent. Talent evaluation must be constant rather than sporadic.
- Talent management must become a frequent, agile process in which the CEO and executive-leadership team participate as actively as they do in financial-investment decisions.
Define the value agenda
Get under the hood of a company’s ambitions and targets
- The aspiration should be clearly attributable to specific territories, product areas, and business units
- Disaggregating value in this granular fashion set the table for a strategic discussion about which roles mattered most and about the skills and attributes needed by the talent who would fill those roles
Identify and clarify critical roles
Identifying and quantifying the value of the most important roles in an organization is a central step in matching talent to value
- Role identification and clarification is a process that works with any kind of organizational structure, including those based on agile principles
- In pursuit of such clarity, it is critical to think first about roles rather than people
- The initial goal is assessment of where the greatest potential value is and what skills will be necessary to realize that value-not identification of the top performers
