Purple has developed a very common sense
approach to Talent Management.
At the very outset it is very important for any organization to define ‘What is good Talent?’ in the context of that organization. This necessarily has to be done by the Leadership Team sitting together and arriving at not more than 5 – 6 attributes. Each attribute must have its origin / source in empirical data respect of an employee. The empirical data can come from the performance appraisal system, development centre reports, outcome of professional skills mapping, critical incidence reporting and judgement of atleast of 2 senior persons in the Leadership team who have a close enough interaction with the concerned employee.
The above enables an organization to classify employees as A, B, C players.
A similar exercise needs to be done for identification of A, B, C jobs / positions within the organization. A valid set of criteria needs to be agreed upon for classifying A, B, C positions. The criteria can be based on intensity of involvement in strategy creation, impact the decisions made by the position has on the balance sheet / profit and loss account and / or employees at large, responsibility for regulatory matters and so on.
Thus it becomes very visually clear to see mismatch between position holder and position requirement.
There can be no career planning without first there being succession planning. And lastly, all senior positions are not necessarily A level positions. But all positions contributing to or driving strategy are A level positions.