You may believe that the talent mapping process is simply another byword for recruitment. You assess that there is a need for hiring, and the business case supports it. The budget is then planned, and the hiring process begins.
But did you realize that talent mapping entails more than just acquiring people? Consider it a motivator for talent optimization.
What is that, you ask? It is the point at which talent and business strategy come together to provide optimal business results. It is the primary focus of the majority of growth hacking firms.
Today, talent mapping is a buzzword for a variety of activities that aren’t typical in classic HR processes. It transforms HR’s steely reputation into something more people-friendly.
So let’s talk about talent mapping. How can your business benefit from it?
When you consider the influence that both excellent and bad management can have on your employees, it’s astonishing that less than 30% of organizations give regular supervisory and management training. This was according to the poll results by Betterworks.
This is only one of several insights emphasizing the significance of talent mapping.
The primary goal of talent mapping is to find skilled employees and place them in job positions. Not only that but also ensuring these employees are retained for a longer period of time in order to coincide with the organization’s priorities.
When the mapping is vertical, lateral, and cross functional, the intricacy of the mapping is revealed. Talent mapping evolves in tandem with enterprises, and it does so in a cyclic pattern.
There are three steps to talent mapping:
When observable outcomes are the consequence of talent mapping, your company strategy is catapulted to the next level. Even better if the mapping is more transparent
Before you chart a course with talent mapping, it’s important to consider use cases in business and address how challenges will be dealt with. If you’re new to talent mapping, here are some things that should be part of your consideration before adding new workers or mobilizing in-house talents.
If these concerns are properly well-thought-of in advance, it leads to successful talent mapping; else, it could prove disastrous.
For example, in a flawed talent mapping process, candidates jump through hoops but then back out when pay is discussed because their expectations exceed the real budget. This not only demonstrates a lack of planning but also degrades the candidate’s experience. This is where it is ever-important for firms to pay more heed to talent mapping.
A good talent mapping process necessitates backend labor, but when individuals are unaware of its significance, they make assumptions that lead to incorrect conclusions. As a result, we come at transparency once more.
Communication openness provides for the pursuit of job chances. Candidates who want to move into different jobs within the company must recognize that the hurdles are the same as those faced by an external applicant, and they will have no choice but to accept them.
Consider this. An employee is quietly promoted to a new role. Other workers view the change as an official appointment, however, this may not be the case. Because a few members saw this as blatant partisanship, the players—employee, HR staff, and management—may have accidentally opened Pandora’s box, replacing harmony with discord. Not to add that people’s faith in the HR department will no longer be the same.
Culture is at the heart of talent mapping, and it’s a compromise organization would have to make by weighing skillset alone.
Every company’s success is dependent on the culture it has fostered. Bad culture breeds contempt. This is why considering how the culture is protected and developed throughout the organization’s network is crucial.
When people are inspired and enabled to achieve deliverables, this is a sign of the culture done right. They don’t need any further nudges to keep up their efforts.
To maintain the authenticity of culture, reevaluate opportunities for pre-existing workers as you conduct talent mapping. Gamify opportunities to increase competitive behavior while culture binds workers to the organization’s value. Culture may sometimes open doors to previously unseen opportunities.
Talent mapping that is in tune with business is not a new concept. A tight culture of excellence will attract the types of opportunities that provide revenue to businesses. It is seldom a worry for HR teams who function strategically to deviate from strict human resource figures in order to fill the gap in the organization’s requirement for resources.
Many forward-thinking firms are considering a hybrid model in which the talent mapping strategy focuses on filling posts that were forecasted in the previous year as well as unplanned openings that are no more than a few months old.
If you’ve devised an effective talent mapping plan, it will produce future leaders and advocates across the board. When a recruit is appropriately mapped into jobs in which they excel, it syncs with the corporate goal – to provide demonstrable outcomes.
Furthermore, these employees are more likely to stay than those who depart after a short stint. The only way to get more juice out of your firm’s machinery is to do whatever it takes to attract and retain high-quality employees.
Some of the finest performers typically appear from unexpected settings. As a result, talent mapping should be viewed as a masterstroke rather than an ancillary activity. They are not to be regarded as a standard recruiting procedure.
While we’ve already stated that hiring critical employees is the key to resolving attrition concerns, hold your decision if you’re on the verge of disqualifying someone overqualified. They may still have other potential, such as leadership talents, which might benefit you later.
When you hire from inside the business, you have a fantastic chance to promote people who have a higher proclivity to become brand champions.
Do you believe talent mapping is a one-time only? You’re wrong if you nodded yes
Nothing is more continuous in the HR department than talent mapping. It pertains to your business strategy, and it is one of several factors that determine how effective you may be with recruitment. All you have to do is figure out who will be assigned to which positions, and the culture will tie everything together. Meanwhile, talent mapping is critical in honing certain attributes in job seekers, transforming them into brand champions and prospective leaders.
Here are the top three reasons why talent mapping is a high priority for modern businesses:
Talent mapping is an art, and there is a way for producing optimum outcomes that produce positive ROI while saving a great deal of time and resources that would otherwise be wasted.
Here are three simple steps to do it the right way:
Collaborate closely with your company’s management to provide a fuller explanation of how recruiting will align with the company’s goal. More often it begins with these set of questions –
Whether you have an answer for these questions, it’s time to dig further into the organizational rungs and ask executives if they sense a gap in the current staffing scenario. Source their comments to determine where the company stands in the midst of the crisis and whether talent mapping is the key to unlocking the majority of the closed doors.
If your grasp of these areas of concern is apparent, apply statistics to the study data to create a picture of your organization’s structure, indicating where you are now and where you will go in a few years.
The findings may not be completely true for obvious reasons, since things are sure to change. But, at the very least, writing down the facts allows you to identify where the problems are and what has to be handled as quickly as possible.
After the first step, you’ll have the abstract of the future staffing needs. Use the intel to find suitors with the most capability for bringing the organization’s strategic priorities together.
Look into the manager’s quarterly report for people with outstanding performance. In the world of talent management, managers use the 9-box grid to meter workers’ performance and potential.
For instance, hard workers are serious team players but lack growth capabilities meanwhile underperformers need constant hand holding. The ideal workers are those who show potential and performance in fine balance.
Analyze a competitor’s camp to observe how their talent mapping is set up. Make a side-by-side comparison to identify where or what you fall short. Then, utilizing recruitment intelligence tools, you may project the hierarchy and position voids. This is a sound method of analyzing and addressing gaps.
For example, the CEO may anticipate completing the branding effort in 5 years. To tackle this task, you must first identify an industry player who is dealing with an audience of the same size or greater engagement.
Study their business landscape and who their go-to connections are for getting outstanding people. If you know what kind of applicants they like, look at their unique skill set that leaves your team under-equipped. If you find the gap increasing, strive to fill it with someone of comparable caliber.
Although the current talent pool is always the first place to explore, the individual with the exact skills sought for the post may not be found there. The inclusion of the passive database in the search for major industry participants becomes unavoidable.
You’ll need to reach out ahead of time, assess the candidate’s potential, and keep them on standby to bring them on board when the need comes.