The Definitive Guide to Talent Mapping for Recruiters

When was your last job description revised? Job descriptions are static documents that are seldom examined in many organisations. We outline a seven-step method called skills mapping in which organizational leaders take the effort to map their talent to strategic goals. Here are steps needed:

The value of talent mapping

The following advantages should come from this exercise:

– Enhanced rate of retention

– No important roles go unfulfilled

– The bank is reinforced

– Enhanced satisfaction for employees

– Improved performance (in the appropriate position with the right people)

– Implementing a well-thinking employee development strategy via talent mapping gives employees a career path. It also increases the human capital component of your firm and improves its performance and profitability.

How to build a talent map

Before you begin talent mapping, make sure to cover the following topics:

– What is our increased budget?

– How can we leverage monetary or non-monetary incentives?

– What’s our external training budget?

– Should our internal mentorship program start/improve?

– What are some of our main industry networking groups?

– Who are our internal training superusers?

– Are there academic fellowships, bursaries or awards that we ought to profit from?

– Will we provide financial assistance for college?

Step 1: Understanding competencies

Organizations need to understand the talents that employees and volunteers need to have in order to achieve your organization’s strategic objectives (knowledge, capabilities, skills and other qualities). My co-author and I have been reading material for several months to develop a range of 10 essential competences which should be owned by Non-Profit personnel and volunteers. The ten core competencies can be used as a starting point for organizations to identify the knowledge, skills, abilities, and other characteristics required to achieve strategic goals. The 10 basic competencies do not include all, thus businesses need to define sub competences particular to the company, departments and jobs.

Step 2: Describe skills for strategic objectives

Organizations identify competencies that are critical to achieving their strategic goals by using the 10 core competencies as a guide. For example, in order to reach this strategic aim an organization wishing to raise its yearly budget by 10% next year will need to identify its development expertise. Organizations should not, however, confine their powers to funding development only. Other skills such as financial management, leadership and communication should also be taken into consideration in reaching the strategic objective of expanding its yearly fund by 10%.

Step 3: Analyze Jobs & develop job descriptions

After the skills are established, firms examine and adjust job descriptions to integrate required skills. My co-author and I have written an essay about job descriptions being created and revised. This article highlights the necessity of breaking work duties into skill categories and of determining whether skills are lacking. The job descriptions are reviewed to determine the degrees of competence. We employ the levels of expertise developed by the National Health Institute.

Step 4: Evaluate your team

In the following phase in the process of skills mapping, employees and volunteers evaluate their skills and degree of expertise within each field. The Individual Professional Development Assessment (IPDA) was developed and completed by employees and volunteers.

Step 5: Finding gaps

Organizations compare the degree of skill and competence of work and self-assessment of workers to identify lacunae. The employees and volunteers at advanced or expert levels may act as mentors in a field of competence. The fundamental awareness or novice of the employees or volunteers may require professional growth within a field of competence. If there is a gap between the area of skills description and the employee or volunteer area the staff or volunteer has to be developed professionally. There might also be gaps in teams, departments and organizations.

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