Organisations who are committed to becoming world-class are characterized by the highest levels of efficiency and effectiveness. To achieve this organisations require a motivated, pro-active and professional workforce with the necessary skills and experience to meet – or exceed – global standards of excellence. Human Capital is any organisation’s most valuable asset and effective management of this asset is crucial in establishing a culture of superior performance aligned to strategic objectives.
A winning talent strategy starts with the business strategy and comprehensive workforce planning. The key focus should be the attraction, deployment, retention and optimisation of talented people across the business. The talent is integrated with other HR processes, such as remuneration practices, development, culture practices, succession, change etc.
Talent practices should be enabled by technology allowing for people analytics that provide insight for strategic decision-making.
Our approach to talent management is influenced by our belief that people are central to what makes good companies great. Aligned to this, is the belief that although systems make it possible, people make it happen.
The way in which we learn at work is evolving, and there’s a growing shift towards creating a hands-on learning culture, due to the significant role that capacity and capability plays in the future of the organisation, and the prominance it has as a retention driver for talented employees.
There is a number of ways to define and develop the capability and capacity of people. We approach it from the viewpoint that Human Capital (people) should be developed against a specific framework of work and criteria for performance, that is aligned with the business strategy and key objectives for performance. Competence is therefore has both a technical knoweledge and skills, - and behaviour component. Competence potential can therefore be measured by combining a number of psychometric assessments and alternative information gathering techniques to predict to various degrees the likelihood that a person will display the technical and behavioural competencies required by a role.
The more rigorous the assessment, for example including work sample assessments over and above psychometric assessments to determine suitability, the greater the likelihood of a more accurate prediction of successful job performance.
- Succession planning / 9-box matrix (PDF)
- Talent and HIPO Pools
- People analytics (PDF)
- Performance management / balanced scorecard / annual performance plan (PDF)
- Individual / personal development plan
- Competence frameworks and competency models
- 360 assessments / reviews (PDF)
- Psychometric assessments (PDF)
- Competency based assessments
- Assessment and development centres
- English literacy skills assessment
- Coaching and mentoring