Talent for the Future
Do you know which competences will be needed for your
organisation to achieve its strategy? Can your existing people grow
to meet this need – or must you add to your talent pool?
Potentia can help you forecast the kind of talent that will be
required to fill key roles by analysing future requirements against
current human resources.
We use role profiling to assess demands made by a role in terms
of the same qualities used to define individual potential. This
allows a direct and highly accurate comparison to be made between a
person’s learning capacity and the demands of a role, as well as
determining the means to develop people to meet the new
requirements. Role profiling also looks at the relationships
between roles in a team or structure, highlighting areas where
roles either ‘interfere’ with or support each other.
We achieve this through a series of steps:
Step 1: The Potentia approach starts by
interpreting strategic and tactical plans in terms of the patterns
of behaviour and standards of performance necessary to achieve
them. It makes clear how the demand for talent will change in size
and shape as the organisation progresses towards its longer-term
goals. What are the human implications of change?
Step 2: The second phase is to clarify the
values that are driving the vision for change and make these
explicit. The Potentia approach identifies the steps needed to
prepare for culture change, so that people are not disaffected and
the climate remains conducive to performance and growth. How do we
integrate disparate work cultures to enable people to work together
effectievly during mergers and acquisitions?
Step 3: We then consider the detail of the
change that is desired. With organisation design each step has to
be consolidated before the next can be taken: steps that are missed
out will show up as unresolved issues later.
Step 4: Next, role profiling is used to define
the structures and roles needed to support the organisation’s
vision. Necessary competences are defined for the key roles. What
are the top leadership positions? What roles are vulnerable?
Step 5: This leads to the creation of an
‘inventory’ of the talent available, covering the potential and
existing competences of the people. A first comparison of talent
supply and demand can be made; gaps can be identified; and career
paths and coaching are planned to equip staff for new roles. Who
are the people? What are their strengths? What will be their
development plans?
This process can be adopted in a number of scenarios:
- Who are the next generation of leaders?
- Who will be the new team members in an unknown management
environment?
- Can you trust an unknown management team?
- When change projects go wrong, is it the external consultants
or the internal influencers?
- How do we ensure the quality of board membership?
If you would like any further information regarding Potentia
Prelude, please contact us on +44 (0)20 7865 2180 or email potentia@gtuk.com.