How to Create a Powerful Talent Mapping Strategy

A company’s skills and human resources are one of the most significant assets. And there is no better time than now to get started.

Talent mapping is an excellent approach to ensure that your company strategy supports fresh talents. It is also an important means through which the organization can recruit (and maintain) the proper talent. This is particularly true during moments of expansion.

Effective talent mapping necessitates careful planning

Deliberate and purposeful talent mapping involves proactivity to ask and answer as many questions as possible in advance. If we want to expand a headcount at Talentnet or relocate someone within, we must pose these questions:

– What are the behavioral demands of the job?

– What is the new hiring going to do for team balance? ((E.g., behavioral attributes, diversity, distribution of work, etc.)

– What are the anticipated needs for the new hire?

– How, if at all, will the new hire’s pay affect equity across the team?

The talent mapping process can continue once these questions are addressed and answered. Unintentionally a well-meaning HR staff might shoot itself in the foot without sufficient preparation.

For example, an applicant might succeed in the interview process, but it has been revealed during the offer phase that nobody mentioned a budget and this perfect applicant now is outside of the salary range that the enterprise can afford. This makes the business uncomfortable and generates a terrible experience for the candidate. With the correct communication and preparation effort this may easily be prevented.

The distinction between proactive strategies and reactive actions is communication.

Talent mapping demands a lot of effort behind the scenes, but it doesn’t mean living in the shadows. When people don’t understand a process or the reasoning behind a decision, they make their own assumptions, which aren’t always correct.

At Talentent we appreciate transparency, and hence our procedures have been developed to take this into account. We actively speak about various job options when it comes to talent mapping. We make sure internal applicants interested in joining a new team realize that they have to undertake the same recruitment procedure as an external candidate. Hiring managers are made to understand this, too.

There is a danger of misunderstanding without communication and process openness.

If an inside applicant moved through the process discreetly and was suddenly engaged in a different unknown function in a new team, this may be misread as a nomination. While everyone knew the labor that went into that transition, the human resources staff, the employee manager and applicant saw it to be merely the prize at a bureau popularity contest. This leads to cultural turmoil and misconception about HR. 

Talent mapping is crucial in the establishment and preservation of culture. 

Talent with the hard skills required to achieve a good job would be easy to employ, but it would entail ignoring one important part of talent development: culture.

There is a reason why Peter Drucker’s remark, “Culture eats strategy for breakfast,” is so popular among leaders across industries and functions. A strategy is only as good as the people that drive it – and these people form the culture that characterizes the company. 

The ideal culture arises when talent mapping has been done correctly and employees feel empowered to produce real outcomes for the implementation of your company plan. 

With the firm growing and continuing to employ, redefining current positions and communicating advances, your culture will be strengthened. It may possibly become more than you could think.

Talent mapping is constantly on pace with the company it serves. More prospects for advancement will arise from a high performance culture. A difference from a defined corporate strategy to satisfy new business demands is an unissue for strategic HR teams which are agile and proactive.

Talentnet is continually 50/50 divided between recruiting positions foreseen for the previous year to opening new opportunities for company demands throughout the past six months. You may build evangelists and leaders to push your plan through talent mapping. 

Effective talent mapping is created at all levels by evangelists and leaders. When workers play the correct role—while they are more likely to engage and remain with them—and may combine their performance with real outcomes that directly affect their company plan. You will notice your corporate performance is stronger when you commit to and keep top talents.

And occasionally elite talent emerges in another way than you may anticipate. This is why talent mapping should be seen not only as individual hiring for single jobs as a chess board.

Recommending a correct talent is crucial and therefore it is important to assess whether the applicant will develop any prospects for leadership if he or she is interviewed and possibly regarded as overqualified for that particular post. If so, spend a few months examining the possibility of leadership. Encouraging evangelism from inside does not mean that it may be discounted, particularly in an expanding firm like PI.

Talent mapping is not a one-time process. It should be part of the yearly strategy cycle of your firm instead. Effectiveness should also at least periodically be assessed.

Only modern, changing business will need talented mapping capabilities. Because personnel are a critical factor in every expanding organization.

Call Talentnet for recruitment concerns and make sure that you have a stable and professional staff.

Talentnet, the top human resources advisor in Vietnam, uses its payroll framework with the newest technology with a high degree of protection, a good grasp of labor legislation and suitable human resources solutions. Email us to find out how Talentnet can save you time, resources and highly qualified people ready to carry out your business.

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