Talent Mapping
for Executive Positions
Most organizations are reactive about recruiting their
management talent. When a key position suddenly becomes open and
the phrase "we need to fill this position today" is heard, many
companies go into a mode of crisis to fill it. They scramble to
start the recruiting process with whoever seems easily available
and too often hiring decisions are made in haste.
Since the process has to be started from scratch, months can be
required with many dead-ends along the way. When a possibly
suitable candidate is finally found, salary negotiations can be
one-sided since the employer is desperate to complete the
process.
Most people would agree that a better approach is to assess the
candidate market ahead of time and on an on-going basis.
Departures of senior managers are not uncommon occurrences in
most organizations and plans need to be in place to anticipate
the inevitable. Supply chain managers, production planners and
procurement people all ensure they have adequate supplies of
crucial goods and raw materials as a regular part of their job.
Why is it acceptable for HR managers not to do the same thing?
The advantages of pre-planning are that months of time can be
saved, disruptions are minimized and costs reduced. Most
importantly, the employer can choose from the best people across
relevant industries, rather than just those few who happen to be
currently on the market.
Talent Mapping
Explained
Talent Mapping (or Industry Mapping) enables organisations to
proactively recognize and track the progress of key management
talent who could be suitable for their positions in the future. The process
allows a candidate pipeline to be created so positions can be
filled with high performers quickly and becomes a key tool in
succession planning.
Talent Mapping charts the positions, skills and experience of
key individuals across entire industries. For each target company, an organizational chart is created and
comprehensive career information is collected for each
manager. The purpose is to create a list of all possible
candidates who are relevant to be considered for future
positions within an organization.
Where to
Target?
Since many senior positions will be filled from within the
company's own industry or related ones such as suppliers or
clients, the Talent Map should include the key managers in all
relevant organizations that may reasonably yield candidates.
Revenue creating roles related to sales and delivery can be
particularly costly while they are vacant and so should be given
special attention. Similarly, many technical positions are
highly specialized and critical to day-to-day operations, and
often can only be filled from a narrow subset of source
organizations. Positions such as finance, HR, IT and
legal are certainly highly important but the skills required are often
more generic and transferrable from outside the industry.
As much information as possible should be collected
about each person and updated
regularly so recruitment options can be quickly
assessed when replacements are required.
Talent Mapping:
3-Step Process
Step 1:
Populate the Charts
The initial structure of the Talent Map can be assigned to a
senior HR manager or market research expert. A list of all
competitors and relevant source companies is first created. The
names of as many key managers as possible are collected to populate
the empty organization charts for each organization. Much of this
information is widely available from various sources such as
social media, HR databases, internet search, internal senior
managers, etc. Direct calls to industry insiders and the
companies themselves will be necessary to fill in the blanks.
Include everyone, even those who show no interest in
leaving their current employers or who might be overly expensive.
Personal situations can change regularly and tremendously. It is
common that people out of reach today can become available
suddenly when
they are most needed.
Step 2:
Collect Background Information
For each manager on the populated organizational charts, basic
career information needs to be compiled. Some of this
information can be acquired from on-line sources such as
regulatory reporting documents, social media (LinkedIn), newspaper announcements, and so forth. The goal is to
create resume information for each person. For many people, it
is necessary to contact individuals directly and ask for their
career history and resumes. This stage is time-consuming
but not as much as the final stage.
Step 3:
Assess Candidates
As a result of the information gathered in step 2, it will
become apparent that some candidates stand out as possible high performers. More attention should be given
these people. Brief informal interviews should be set up with
appropriate senior managers to further appraise candidates
and form initial relationships with them.
It should be made clear to such
prospective candidates that
while no urgent position currently exists, they are
well thought of by the senior management team who would
like to consider them for positions that will certainly come up
in the future. Notes should be created by interviewing managers
that become part of the permanent Talent Mapping records. Most
candidates will be impressed with such a forward-thinking approach
to relationship building and talent management.
Note:
There are specialist firms that provide Talent Mapping services
although the industry is a still a young one and there are many
wild-west operators. Beware that the same information that you
paid for does not end up being offered to competitors a few
months later.
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Media organizations
throughout the world call upon the Principals of Chalre Associates for thought leadership.
Below are some examples of published material written by our
consultants or international journalists who refer to them. For a complete list of published work,
Click Here.
Getting Ready For The
Deluge: Outsourcing in Philippines
by
Chalre Associates senior staff
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[PDF
file, 62KB]
The
Economist Intelligence Unit of the Economist magazine
asked Chalre Associates' Chairman, Richard Mills,
to write a chapter about the Philippine outsourcing sector
in its annual Business Guide Book. The material
provides a Executive Briefing on the progress and major
issues facing this industry that is certainly one of most
significant growth stories in the world.
more
Asia Pacific Mining
Conference 2007 - Report
by
Chalre Associates senior staff
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[PDF
file, 28KB]
The 7th Asia Pacific Mining Conference put on by the Asean
Federation of Mining Associations was perhaps the largest
such event in the region. Richard Mills, Chairman of Chalre Associates
gave this report on what was said by the prominent mining
people who presented.
more
The
State of BPO in Philippines: Dan Reyes Speaks
by
Chalre Associates senior staff
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[PDF
file, 31KB]
Richard
Mills, Chairman of Chalre Associates,
interviewed Dan Reyes of Sitel for ComputerWorld (US) recently to get
his views on the state of the BPO industry in Philippines. Dan
presented US readers with compelling information to support his view
that Philippines is currently seen as the "Number 1" option by global
companies sending BPO work to offshore destinations.
Dan Reyes is easily one of most experienced Business Process
Outsourcing (BPO) managers in the Asia Pacific region and the world. He
is head of the extremely successful Philippine operations of Sitel, the
world's largest call center organization. Among other things, he is a
founder and former president of the Business Processing Association of
the Philippines. more
