Assess Your Organization’s Talent Management 10 Critical Questions

    April 27, 2006

What makes your organization tick? What will make it standout in the sea of similar organizations and stand the test of time, over the years?

It is the quality of the people you have been able to attract and retain over the years. I know you heard this before. Hear it again from me. Your people are not only the most expensive asset of your organization, but also the core of it. The quality of your service, the total image of your organization, … everything is the direct result of the effectiveness and efficiency of your people.

So if you are looking to give your organization the competitive edge, begin to take a critical look at the results you are achieving from your talent management efforts. The following ten questions are intended to help you assess all areas of your talent management.

1. Is your HR or Personnel Department organized and staffed for efficiency and effectiveness? Your HR Department is charged with Human Talent Management function. The effectiveness will affect every facet of your organization. Consider outsourcing if you think there is some serious deficiencies.

2. Does your HR function use the most effective technology and software to management your HR function? There is a lot of software out there that can help simplify and improve the efficiency of your recruitment, and development and other HR practices. Take a look at them once in a while even if you believe the system you have now is sufficient. Check out for what’s out there.

3. Do you have an HR strategy? Is it tied to your organization’s long-range plans? No matter how good your organization’s planning processes, nothing can be achieved without an effective HR strategy that is forward looking, and tied to your plans. The plans once made must be implemented otherwise you get nothing.

4. Are you attracting the right kind of personnel that will help your organization grow and retain a good market share? The most effective vehicle for this is your employees, more than your clients, your funders/supporters. If they consider your organization a good place to work, they will be your evangelists.

5. Is your organization loosing good employees to the competition? If your attrition rate is higher than the market rate, look at why your employees are leaving, and take what they say in the exit interviews seriously. Not acting on exit interview data, can only make the situation worse and send the signal that your don’t care.

6. Are you using competency-based recruitment practices (competency identification and behavioral assessment) to hire the right staff? The standard process of recruitment is hit-or miss. Using competency based recruitment practices ensures that you hire for the right skills and abilities, attitude and behavior.

7. Do you have a system in place to identify and groom high potential employees for higher future roles in the organization? This doesn’t need a comment. Your high potential employees are the most likely ones to leave for better opportunities elsewhere unless they find it in your organization. You organization needs to groom this group to ensure availability of capable talent in future roles.

8. Do you have organization-wide and individualized employee development plans? Employees need to be trained and have their skills upgraded not only to improve their performance in their job but also to keep them up to date with developments in their fields. If you have not paid adequate attention to this either because of money, or the workload, your performance will stagnate (at best) or worse still regress.

9. Does your compensation system pass internal equity and external competitiveness test? Simply put, is there serious disparity in compensation between roles within your organizations. How do stack up against ruling market structure? A sense of internal inequity will drag down morale, and employees will leave for better pay elsewhere if your compensation package is not competitive.

10. What do you need to begin to focus on to ensure that your have a future oriented talent management system in place? What resources do you need? Where and how can you get them? What will it take? Have a pow-wow with executive staff, do a compensation study, and Have your Board look at your needs. Do something!

2006 VIPCG, Inc. We Transform the Way Leaders Lead.

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Vicky is the President and CEO of VIPCG, Inc.


She specializes in leadership development, executive coaching, and using innovative technologies to transform entire systems in organizations. Vicky also specializes in emotional competence, and developing collaborative work cultures and is an expert in cross-cultural development.