Agile talent management
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Transcript of Agile talent management
the vast majority of employee development programs and talent
management are not working
the vast majority of employee development programs and talent
management are not working
...this has created a feeling that talent management, employee assessments,
career plans, etc... do not reach the targets
...this has created a feeling that talent management, employee assessments,
career plans, etc... do not reach the targets
...but it has been shown that the problem is not to be found on talent
management programs by themselves, but
how to apply them all...
...but it has been shown that the problem is not to be found on talent
management programs by themselves, but
how to apply them all...
" While most companies still have annual reviews, more than 80% (Deloitte Human Capital Trends 2014) reveal they are not worth the time people spend on them. Today companies want programs that focus on real-time feedback, coaching, development, and agile approaches to goal management. This means reshaping performance management to be more agile, developmental, and transparent. "Josh Bersin
Principal and Founder, Bersin by DeloitteRead the complete article here: Top Ten disruptions in HR technology
methodology
1 Short employee development cycles prone to continuous
long employee development cycles1
VS
2 use of the job position catalog for conducting assessments
use of multipurpose assessment questionnaires for different job
positions2VS
3 maintain an up-to-date job catalog, to behavior level
not to have a job position catalog according to daily
reality of positions3VS
?4 Identify and assess only observable,
objective and unique behavior for every job position
subjective and difficult to interpret criteria when
evaluating behavior4VS
ACTIVE
STOPPED
DRAFT
5 Activate and deactivate the assessment of behavior depending on company
strategic goals
assess always the same behavior for a given position5
VS
6 integrate quantitative targets with an appropriate weight in the employee’s
assessment
not associate the quantitative numerical goals of every
employee with his assessment6VS
7 design specific algorithms for each job position based on their key
points and company goals
give the same importance to each of the areas of competence or behavior7
VS
8 the employee drives his assessment & development aligned with the interests
of the company
the employee is outside his assessment & development8
VS
9 different assessments depending on the relationship between evaluator
and evaluated person
believe that the solution lies on 360º assessments to get
objective results9VS
automate the entire process and integrate all information in
a unique front end
to use manual processes and several tools in the process
VS
10
10
11to use fresh, easy an intuitive tools that convey agility and
modernity
to use complex tools that require specific training which are not suitable for low level profiles11
VS
automatically generate personalized action plans for each employee
not generate an individual action plan for every employee
VS
12
12
associate training programs, mentoring, articles and content that allows the employee
to self-improve weak aspects
not associate weakness found in assessments to specific and personalized
training activities for improvement
VS
13
13
14 automated processes easy to configure and maintain
laborious processes for the HR Department14VS
14 always recognize top performers
not recognizing the best in class employees14VS
15 collect in real time overall measurements and evolution indicators per competence, behavior,
goal, etc... for every employee
not collect measurements of employee changes15
VS
16 collect real time aggregated data and evolution for every level of the organization
not collect analytical aggregated data at the different levels of the company16
VS
RESULTADOS
>10%
INCREASEPRODUCTIVITY
RESULTS
OTHER BENEFITS
Average ticket Product losses Learning
Customersatisfaction
Motivation Staff turnover
RESULTS
Agile Talent Management
9.9
Agile Talent Management
Competency assessment
Quantitative goals
Assessment and goals indicators, evolution, employee valueActions for continuous improvement
Personalizedalgorithm for every
job position
Employee´sdashboard
Agile Talent Management
• In Intalligent there is no need for an organization chart. Instead, we use the term “perspectives” to refer to who evaluates whom.
Organization charts?
• 360º, 180º, 90º assessments? Yes, but not based on fixed organization charts. Perspectives are fully flexible to allow you to design your own performance assessment matrix
Agile Talent Management
Department´s dashboard,
unit, brand, office, etc...
...every level of the organization has his
own dashboard
Intuitive questionnaires
with color codes
Matrix questionnaires to
streamline theprocess,
evaluating several employeesat the same time
Agile Talent Management
Personalizedaction plans for every employee
Agile Talent Management
Rewards best employeeswith badges
TOPPERFORMER
2015
The result: broad recognition of 21st century skills and experiences.
Hermes Romero
[email protected]@hermeromerohttps://www.linkedin.com/pub/hermes-romero
Agile Talent Management
