Talent Management
In most organizations, the infrastructure of human resources systems and processes is a jumble of unconnected, incomplete, and inconsistent methodologies.
1.Identifying, selecting and cultivating Superkeepers. Superkeepers are employees who have demonstrated superior performance, who have inspired others to achieve superior performance, and who embody the core competencies of the organization. They are role models for success and the organization can neither afford to lose them nor fail to take advantage of their ability to contribute to organization excellence. Their loss or absence severely retards organization growth because of their disproportionately powerful impact on current and future organization performance. Bill Gates once said, “Take our twenty best people away from us and I can tell you that Microsoft would be an unimportant company. Typically, no more than 3% to 5% of an organization’s workforce are classified as Superkeepers.
2.finding, developing, and positioning highly qualified backups for key positions. Key positions are critical to organization continuity. They cannot be vacant for any length of time nor can they have less than a highly qualified, readily available backup. Gaps in replacement activity for key positions are highly disruptive, costly and distracting to the organization. Typically, no more than 8% to 12% of an organization’s positions are classified as key.
3.Allocating resources(compensation, training coaching,etc) to employees based on their actual and /or potential contribution to organization excellence. An organization will not accomplish anything if it invests in everything. Therefore, an organization must invest in employees based on a clear hierarchy of contribution. Poor allocation of compensation and training and development resources can lead to unwanted turnover and morale and performance problems, particularly in Superkeepers and Keepers. After superkeepers, the hierarchy of investment includes Keepers. These employees exceed performance expectations, help others to improve their performance, and exceed expectations in demonstrating organization core competencies. They represent between 20% and 25% of an organization’s workforce. Large investments should be made in this group.
4.Solid Citizens represents about 70% of the workforce. They meet expectations for performance, enhance the work of others, and meet expectations in demonstrating organization competencies. Organizations invest in enhancing this group to ensure that Solid Citizens continue to contribute to organization success. They must not invest at the same level per employee as they do for Superkeepers and Keepers.
5.Last, there are Misfits. This group contains employees who do not meet organization expectations for performance, working with others, an/or organization competencies. Some remedial investments might be made with this group, but unless a Misfit rapidly becomes a Solid Citizen, the “plug” should be pulled on all investments and the employee should be terminated. Typically no more than 5% of an organization’s employees are designated as Misfits.