Building Talent Pipeline

The Client:

Our client is an MNC offering information services.

The Challenge:

Our client was concerned with the quality and quantity of ‘talent’ identified.With a weak talent pipeline and inadequate bench strength, growing the business was becoming a challenge.

The regional Managing Director recognized the critical linkage between effective talent management and business success. He asked the regional HR team to address these issues.

The Solution:

Our premise:

For effective talent management the HR initiatives need to be aligned and there needs to be rigour in implementation. Line management needs to be held accountable for talent development.

What we did:

Tier 1: Aligning HR initiatives

  • Identified the misalignment between various HR initiatives that were developed over a period of time.
  • Refined and redesigned the HR initiatives to ensure alignment. This included :
    • rewriting the competencies to align with strategic direction of the organisation.
    • redesigning the performance management process to ensure it feeds into the talent identification process.

Tier 2: Building skills and accountability

  • Conducted extensive training sessions for all managers to set the standards and benchmarks for talent reviews and development.
  • Assisted with the implementation by facilitating two talent review meetings.
  • Developed talent analytics to measure the effectiveness and track the quality of talent.
  • The Managing Director held the line directors responsible for talent assessment and development.

The Result:

This exercise improved the level of engagement to the talent process. Over time, the quality and quantity of ‘talent’ improved.