Talent Management
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.