During my recent discussion with a senior person in talent acquisition at a consulting IT company, the topic of Talent Mapping (Project/Designation wise) came up.
Challenges in Talent Mapping
My point of view is that it is difficult to map talent in a technology company at the junior level compared to the middle and senior levels.
I would like to discuss and understand your point of view. Also, if someone can share a format of a mapping sheet for a technology company, it would be appreciated.
Regards,
Sachin M
From India, Mumbai
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Challenges in Talent Mapping
My point of view is that it is difficult to map talent in a technology company at the junior level compared to the middle and senior levels.
I would like to discuss and understand your point of view. Also, if someone can share a format of a mapping sheet for a technology company, it would be appreciated.
Regards,
Sachin M
From India, Mumbai
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Talent Mapping and Job Success
Talent mapping should be done before the job offer is made to ensure the new hire has the talent for job success.
Employers have three choices:
Choice 1. Hire/promote competent applicants (or train them to become competent).
Choice 2. Hire/promote competent applicants (or train them to become competent) who fit the culture.
Choice 3. Hire/promote competent applicants (or train them to become competent) who fit the culture and who have the talent for job success.
All three choices give us competent employees.
Choice 2 gives us competent employees who are not misfits in the culture.
Choice 3 gives us competent employees who are not misfits in the culture and who have the talent for job success.
Identifying the talent required for each job seems to be missing from talent and management discussions.
If we ignore any of the three criteria, our workforce will be less successful with higher turnover than if we do not ignore any of the three criteria.
1. Competence
2. Cultural Fit
3. Talent
There are many factors to consider when hiring and managing talent, but first, we need to define talent unless "hiring talent" means "hiring employees." Everyone wants to hire for and manage talent, but if we can't answer the five questions below with specificity, we can't hire or manage talent effectively.
1. How do we define talent?
2. How do we measure talent?
3. How do we know a candidate's talent?
4. How do we know what talent is required for each job?
5. How do we match a candidate's talent to the talent demanded by the job?
Most people cannot answer the five questions with specificity, but the answers provide the framework for hiring successful employees and creating an engaged workforce.
Talent is not found in resumes, interviews, background checks, or college transcripts. Talent must be hired since it cannot be acquired or imparted after the hire.
Regards
From United States, Chelsea
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45Talent mapping should be done before the job offer is made to ensure the new hire has the talent for job success.
Employers have three choices:
Choice 1. Hire/promote competent applicants (or train them to become competent).
Choice 2. Hire/promote competent applicants (or train them to become competent) who fit the culture.
Choice 3. Hire/promote competent applicants (or train them to become competent) who fit the culture and who have the talent for job success.
All three choices give us competent employees.
Choice 2 gives us competent employees who are not misfits in the culture.
Choice 3 gives us competent employees who are not misfits in the culture and who have the talent for job success.
Identifying the talent required for each job seems to be missing from talent and management discussions.
If we ignore any of the three criteria, our workforce will be less successful with higher turnover than if we do not ignore any of the three criteria.
1. Competence
2. Cultural Fit
3. Talent
There are many factors to consider when hiring and managing talent, but first, we need to define talent unless "hiring talent" means "hiring employees." Everyone wants to hire for and manage talent, but if we can't answer the five questions below with specificity, we can't hire or manage talent effectively.
1. How do we define talent?
2. How do we measure talent?
3. How do we know a candidate's talent?
4. How do we know what talent is required for each job?
5. How do we match a candidate's talent to the talent demanded by the job?
Most people cannot answer the five questions with specificity, but the answers provide the framework for hiring successful employees and creating an engaged workforce.
Talent is not found in resumes, interviews, background checks, or college transcripts. Talent must be hired since it cannot be acquired or imparted after the hire.
Regards
From United States, Chelsea
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Innovative Hiring Metrics for Talent Acquisition.pdf