Talent Management

Talent Management

Ann believes in the value an individual or group of individuals can add, and is passionate about creating self-insight and commitment to growth amongst employees – hence her motto:

Grow. Don't stop!

home1Making decisions about people should be based on integrated, holistic information and a uniform backdrop of what is required in your organisation.
This will enable you to make more effective decisions in areas such as:

  • Attraction/recruitment & selection
  • Assessment/appraisal
  • Induction/orientation/on-boarding
  • Performance management & discipline
  • Succession planning
  • Retention & Engagement
  • Training and development

I can assist you to

  • Identify the criteria that are key to successful job performance and to your organisation as a whole
  • Establish a common “language”/ terminology to be used in various areas of Human Resources
  • Share these success criteria with employees, getting their buy-in and empowering them to take charge of their own development
  • Assess talent and/or potential within your organisation and provide input on organisational and individual strengths and potential weaknesses/development needs
  • Compile plans for the development of your employees
  • Coach and monitor individual progress against development plans
  • Identify and develop a Hi-Po (high potential) pool of employees to be “fast-tracked”/considered for promotion.

In order to do this, I can assist you to compile a competency map, job descriptions, person specifications and/or organisational charts (organograms) to reflect the success criteria in all jobs.  These success criteria are more than just the qualifications and number of years’ work experience required, and may include behavioural indicators/ competencies, such as:

  • Planning & organising
  • Leading & directing
  • Thinking strategically
  • Problem solving & analysis
  • Compliance & following instructions/ procedures

Assessments of talent and/or potential could include some or all of the following:

  • Levels and areas of individual interest
  • Levels and areas of individual motivation
  • reasoning abilities
  • learning potential
  • Personality – preferred ways of approaching others and tasks
  • Simulated behaviour – for example, through inboxes/ in-trays, role-plays, presentation exercises and group discussions
  • Actual work performance – for example, through performance reviews and/or 360 degree performance ratings.