TALENT MANAGEMENT &

DEVELOPMENT
 WHAT TALENT MANAGEMENT IS

Talent management is best understood as a thinking shift around the hiring,

training, and retention of great employees.
It changes the focus from is this person a good fit for this role? To is this person
not only a good fit for this role, but also for the company as a whole, and for future
roles they may inhabit?
Talent management thus is an organization-wide, holistic strategy for hiring,
training, and retaining top performing employees.
Put this way it sounds kind of fluffy and mushy-headed. Buzzword-speak.
But thats because, while its a paradigm shift, its a subtle one, and to fully grok it,
it helps to understand what talent management is not.
 TALENT BENCH
LEGEND
The performance level WHAT the employee does and HOW they do it
rate each employee relative to the following criteria:
Weak performer
Solid performer
Strong performer
 POTENTIAL & READINESS

Ultimate potential level the job level the individual is capable of attaining, provided continued
performance and development (under best possible conditions)
Consider raw ability, motivation to succeed, and commitment to group or organization.
Current role only or possible bad fit
Good fit at current level, lateral move, or upward 1 level
Upward mobility more than 1 level

Readiness consider the individual's learning needs and potential when making this judgment
Needs greater than 12 months to develop to next move
Should develop in current role for more than 12 months before next move
Can take next development step within next 12 months
 Readiness
Direct Ultimate
Performa (check mark)
report potential
nce level
name level
I II III

John
1. III II
Smith

2.

3.

4.
X-Axis Under Effective Outstanding
(Performance) Performance Performance Performance
>>>
Y-Axis
(Potential)

High Potential Box 5 Box 2 Box 1

Seasoned Does extremely Consistently
professional well at current job performs well in a
capable of with potential to do variety of
expanded role, but more; give stretch assignments;
may be assignments to help superstar
experiencing prepare for next employee. Big
problems that level. picture thinker;
require coaching problem solver;
and mentoring. self motivated.

X-Axis Under Effective Outstanding

(Performance) Performance Performance Performance
Medium Potential Box 8 Box 6 Box 3
With coaching, could May be considered Current role may still
progress within level; for job enlargement at provide opportunity
focus on stretch goals the same level, but for
for this employee. may need coaching in growth/development;
several areas, focused on tactical;
including people focus should be on
management. helping improve
strategic thinking .

X-Axis Under Effective Outstanding

(Performance) Performance Performance Performance
Low Potential Box 9 Box 7 Box 4
Consider reassignment, Effective performer, Experienced high
reclassification to a but may have reached performer but has
lower level or exit career potential; try to reached limit of career
from the organization. coach employee on potential. Still a
becoming more valuable employee
innovative, focus on and can be
lateral thinking. encouraged to
develop
communications and
delegation skills.

X-Axis Under Effective Outstanding

(Performance) Performance Performance Performance
Who is High Potential
 High potential
High potential employees, aka hipos, are that illustrious group of individuals who
are the rising stars in your organization.
While your organization may have a defined process for identifying high-
potential employees, what may be missing is a defined process for keeping them
engaged so you can retain them.
Because if you assume your hipo employees are engaged, you risk
underperformance and turnover. The key is to create a well-managed talent
pipeline where hipos see a future for themselves in your organization.
And frankly, a well-managed talent pipeline can give your organization a
competitive edge, so understanding what makes an employee a hipo and the
special tactics you need to keep them engaged matters.
What is a hipo anyway?
 So how would these attributes be demonstrated in the workplace? Lets look at an
example with an imaginary high-potential employee Emily.

Aspiration is the desire to take on responsibilities, challenges and rewards

typically demonstrated by those in more senior roles.
To demonstrate aspiration, Emily might proactively meet with her manager and ask
to take on a new assignment that is more challenging than those she typically works
on, or one that requires more personal responsibility, accountability or decision
making. Whats key is that Emily takes the initiative and identifies herself to her
manager as someone ready and willing for more complex challenges.
Ability is a combination of innate characteristics and learned skills

Emily has a very easy-going personality that makes her a natural when it
comes to dealing with customers. Over the years, shes augmented this
innate characteristic with learned skills, so shes become adept at
managing difficult conversations with customers. Emily is now able to
handle customer complaints and difficulties in a calm, responsive
manner, and deliver exceptional customer service.
Engagement is the employees emotional and rational commitment,
discretionary effort and intent to stay.
Emily is a high performer. Shes been with her employer for two years and
always goes out of her way to ensure customers are happy. Emily enjoys her
work, but she also has ambitions. She recently informed her manager that she
wants to apply for a role in a different part of the company; one that will
challenge her and help her develop further.
Her manager recognizes that Emily wants to expand her skills and grow. Shes
ready for new challenges in her career and sees opportunities to pursue them in
the company. As a good people manager , hell support emily in moving on (and
eventually up) in her career.
The risk keeping them engaged
Because of their unique characteristics, keeping high-
potential employees engaged is more important, but also a
bit more challenging. They can be easily disillusioned by
poor management and a lack of opportunities for growth.
And they can also more easily find employment elsewhere
should they decide to jump ship.
Here are 4 things you must do engage and retain your high potential employees.

1. Equip your managers to surface critical engagement risks. For example,

many managers dont understand the vast range of reasons that can affect
turnover risk. Train your managers on the importance of maintaining a regular,
ongoing dialog with employees (and especially high-potential employees), so
they can proactively identify and address those risks.

2. Require hipos to commit to the organization. Simply telling someone they

are a hipo may not be enough to engage and retain them. Establish a talent deal
that provides them with a variety of special opportunities, benefits and
commitments, but expect organization-defined commitments or responsibilities
from them in return.
 Here are 4 things you must do engage and retain your high potential employees.

3. Align hipo and senior leader expectations for compelling hipo career paths. Hipos value
fair, diverse and structured career paths, so a standard process to help facilitate their movement
across the business may be warranted. Ensure senior leader buy-in to high-potential development
programs so they dont get derailed.

4. Provide high-risk opportunities in a supportive environment. Hipos need highly

challenging development opportunities that allow them advance their career. But these
opportunities need to be carefully managed. Hipos also need a supportive work environment to
mitigate their risks and drive success.
Nurture your high potential employees and maximize corporate potential
How you develop, reward and retain your high-potential employees can have a huge impact on
your ability to groom future leaders, and increase or sustain high productivity.