If prioritizing the deployment is an important success factor, determining which population to address first is also something to consider. Indeed, restricting talent management to a targeted population initially, is a recommended way of starting small and gaining momentum once the processes are in place and have been properly proven. It is the key to a quick win.
A large European manufacturer in the aeronautical industry sought to launch a talent planning initiative to identify skills required in the future and to measure the gaps with respect to current resources. For a population of over 60,000 employees, it was a vast undertaking. The skills of tomorrow had to be identified, common competence catalogues produced and current skills assessed. In addition, managers had to be convinced.
Define key competencies
Where to begin? The human resource department started with key competencies that were determined based on the company’s strategic orientations. Local human resource practitioners and managers in departments where these skills were found were taken on board a key competencies program that started to create a general buzz within the organization. The positive results included new recruits, better development programs, mobility actions, greater job security, etc.
These results were championed to the company by local managers. Year after year, the key competencies were enlarged to include more of the population until the initiative could be…
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