Analysis of Talent Management practices of ABC Telecommunication in Sri Lanka

1. I
Bachelor of Science in Human Resource Management
Talent Management (HRM 3004L)
IMPLEMENTING A TALENT
MANAGEMENT SYSTEM FOR ABC
TELECOMMUNICATION
Submitted by:
E.Hemal Weerasingha
K.C. Nandika Perera
Nimesh M Sandaruwan Vithanage
Lecturer: Dr. Eva Lee
Submission Date: 3rd March 2018

2. II
Table of Contents
List of Figures and Appendix................................................................................................III
1. Introduction....................................................................................................................... 1
1.1 Introduction to talent management.........................................................................1
1.2 Organisational background & issues.....................................................................2
1.3 Objectives of the report............................................................................................ 2
1.4 Arguments of the report........................................................................................... 2
2. Rationale for Talent Management....................................................................................... 3
3. Main Components of Talent Management...........................................................................5
3.1 Applying talent management strategy to fill the role of telecom technical
supervisor........................................................................................................................... 10
4. Role of the different level of managers in implementing talent management
system..................................................................................................................................... 11
4.1 Critical factors for success of Talent Management............................................ 14
4.2 How the individual and organization might benefit from a more strategic
approach to talent management ...................................................................................... 15
5. Conclusion ...................................................................................................................... 16
6. References....................................................................................................................... 17
7. Appendix.......................................................................................................................... 19
Appendix 1................................................................................................................................. 19
Developingandimplementinganeffective talentmanagement strategy........................................ 19
Step1:identify organizational goals/priorities............................................................................... 21
Step2:identify organizational drivers andchallenges .................................................................... 21
Step3:conduct agapanalysis...................................................................................................... 22
Step6:measure the results andcommunicate successes/contributions.......................................... 29

3. III
List of Figures and Appendix
Figure 1 Integrated Talent Management System.................................................................6
Figure 2Critical factors for success of Talent Management............................................. 14
Appendix 1 –Development and implementing an effective talent management strategy
.................................................................................................................................................. 19
Appendix 2 –Succession plan template.............................................................................. 31
Appendix 3 –Using a 9 –Box Grid in Succession planning.............................................. 32

4. 1
1. Introduction
1.1 Introduction to talent management
What is Talent?
According to (CIPD, 2017), “Talent consists of those individuals who can make a
difference to organizational performance either through their immediate contribution
or, in the longer-term, by demonstrating the highest levels of potential”.
What is talent Management?
According to (ATD,2018) “A holistic approach to optimizing human capital, which
enables an organization to drive short- and long-term results by building culture,
engagement, capability, and capacity through integrated talent acquisition,
development, and deployment processes that are aligned to business goals”.
Talent management practices and processes
Best practices (refer appendix 1 for more details)
 Align talent management with business goals and objectives also with the
business strategy
 Talent management professionals, senior managers and other manager should
take part in designing a talent management strategy
 Identifying what skills, competencies organization need
 Making a talent pipe line talent pool and a succession plan
 Be responsible for professional development opportunities
 Use distinctive performance appraisals to the organization
 Measure the success of talent management strategy using analytics

5. 2
1.2 Organisational background & issues
Selected company is the one of the leading telecommunication companies in Sri
Lanka. Its name is ABC Telecom PLC. They provides the information communication
technology solutions through comprehensively for the customers as telephony
services, comprise of provision of internet services, television broadcasting and media
related services, internet of things as new investment in field.
1.3 Objectives of the report
• Implementing a talent management system through rationale.
• Identify the main core objectives in the ABC Tele Communication Company.
• Measure the how much new system helpful the company activities.
• Solving problems through an integrated talent management framework
• Applying best practices of talent management
1.4 Arguments of the report
Specific segment of employees are aimed by the exclusive talent management. Talent
management policy for the every employee of the organization is included by the
inclusive talent management. A lot of employees have to nurture their talents to
achieve the individual and organizational goals. For this talent management strategy
HRD unit uses a mix approach which means combination of inclusive approach and
exclusive approach (CIPD, 2017) for talent management strategy

6. 3
2. Rationale for Talent Management
HRD team has analyzed the prevailing HRM procedures, policies and practices in-
depth. Through that analysis HRD team has identified several critical issues with
company’s prevailing HRM Process.in this report will elaborate the issues HRD team
has investigated. Organization uses an ad hoc approach to address human resource
related issues.ad hoc approach is not suitable for the company to achieve its
objectives and goals to succeed in a hypercompetitive and more and more complex
economy. The telecommunication sector is a dynamic sector and evolves very quickly
based on investigations HRD team has identified following issues in prevailing HRM
Practices. (Anon, 2018)
Poor HR Policies
In Current Context organization only hire new employees when there is only a vacant
and this method of sourcing is not make sure that Company attract and hire talented
employees and company don’t maintain a pool of talent either. Many metrics shows
that current HRM procedure is not up to date. Company doesn’t have a process to
retain high quality employee. Knowledge employees are very much important for an
organization to keep their competitive advantage. There is no methodology to forecast
talent needs and to identify talent gaps. Exit interviews haven’t been held for years.
Lack of career development and Learning opportunities
Employers must balance company goals with employees’ personal goals (Harvard
Business Review, 2011). Lack of career progression has been a one reason for
turnover of employees. Furthermore telecommunication industry is always changing
with new technology. New knowledge and skills should be acquired by employees to
work with competitors. There is no methodology to verify that employees are aware of
these new emerging technologies and there is no defined carrier development path.
ABC Company hasn’t conduct a training need analysis or training programs for more
than two years. This has been a reason for lowering the performance of employee and
also a reason for increase of turnover rates.

7. 4
Lack of a succession plan
When a key employee retired or left the company where there is no methodology to
fill that position as soon as possible. Recently company has faced such problems
several times.
Reward strategy (compensation issues)
Work load pressure and the reward they get when the job done do not match when
rewards bench mark against other competitor. This also has been a cause for lowering
performance and to increase of turnover rate (Forbes.com, 2015).
Culture and communication issues
There is no proper on boarding process for new employees. This has been a cause
to disengage novel employee right at the beginning of their new career and eventually
it has become a reason for turnover .no welfare programs have been held for years.
Senior management rarely comes to contact with the employees so they are much
away from the management. Poor communication of company means that all level of
employees do not receive values, vision, mission, norms and objectives of the
organization properly which also has created a belief that leaders do not hear the voice
of employee and they are daunted to speak up. This has grown the fear more than the
respect. Lacks of transparency and morality, Resistance to embrace change, retaining
a poor performance staffs have weaken the culture of organization.
Because of all these reasons company need a comprehensive talent management
strategy. This talent management strategy should answer all the weaknesses and
draw backs successfully. Rivals can overcome us in many ways but replicating a high
quality, highly engaged work force is almost impossible. The capability of effectively
hire, retain, deploy and engage talent at all level is a very strong competitive advantage
that organization should possess (Smart Telecom, Smarter Leadership Talent
Strategies for the Age of Better, 2012).

8. 5
3. Main Components of TalentManagement
Talent management strategy is very important for the organization to make sure that
organization hire right employees at right time and deploying them at right places.
Moreover it makes sure that employees are fully engaged through learning and
development (Armstrong, 2014). Every step of strategy helps to nurture and shape a
high performance organization culture which ultimately helps to retain high performing
employees and this strategy helps to face labor shortage in key position through a
succession plan. The steps and the way an organization apply Talent management
strategy may be vary according to their talent needs and business objectives (The Key
to Organizational Success, 2011). Talent management strategy should be aligned and
integrated with organizations short long term business goals and with the business
strategy. In this process organization has to form a talent management team and chief
of this team is chief talent officer (CTO).
Main components of Talent management strategy
1. talent strategy planning
2. Sourcing and Recruiting
3. Performance management
4. Learning and development
5. Succession planning
6. Leader ship development
7. compensation

9. 6
Figure 1 Integrated Talent Management System
In this report HRD team only consider about key components of integrated talent
management strategy which is relevant to ABC organizations not all the elements of
a talent management strategy.
Planning process
In the planning process talent management team should identify organizational goals
and priorities, identify organizational drivers and challenges, identify talent gaps,
define HR priorities and Goals, inventory organization’s talent management process
functions and gaps(refer appendix 1).talent audit will helps to identify talents gaps,
forecast future talents need for the organization. Talent management team should
carefully analyze labor markets and make agreements with education institutes to
provide internships to students and it will make a source of skilled employees. Beside
all these things talent management team should carefully design a strategy to attract
suitable skillful employees. The most important thing is maintain a pool of talent and
talent pipeline.
Image source:http://blog.bersin.com,(Bersin, 2018)

10. 7
HRD team has identified three main steps that should use to recruit, hire, and to build
a strong talent pipe line
1. Building a workplace plan
 How many people we need
 The types of roles need to be filled
 What type of skills and experiences are needed to work in those roles
2. Building a recruiting plan for each role
 Prepare and analyses job descriptions
. 3. Build a talent pipe line
 Make sure that talent continuously flow in to company. This will cut the cost of
recruitment process when company need to recruit new employees.
Acquiring talent (sourcing)
This comprises of several steps such as attracting talent, recruiting talent, selecting
talent and employing. Attracting talent is very difficult because originations long time
appearance (employee brand) significantly effect on this. Organization should
carefully design a strategy to promote its brand. Ex-1.make connections with
universities as an employer 2.carefully design and reshape the culture of organization
which is friendly and more attractive.
Recruiting
Recruiting strategy should be designed very carefully. Build a recruiting plan for each
role and work with business leaders to update and validate the plan and make sure
that having right job descriptions for the roles to be filled. In this process talent
management team should be aware of which source would provide us best talented
candidates. Ex-employee talent scouts, pre-employee programs.
Selecting talent
Selecting talent is a one of very crucial step in talent management process in this
process candidates should be carefully studied to identify do they have right skills and
competencies need for the organization. This could happen in two ways 1.promoting
from within the organization and it would lead to long term employee retention2.ousite
candidates who will bring new knowledge to the organization.

11. 8
Employing talent
Employing talent is important as it possible make unpleasant impressions. To avoid
that administration should act effectively and efficiently and start on boarding process
as quickly as possible because negative feeling would hurt the organization image
latter on.
Developing talent
This comprises of several other staeps.in tis process talent management team have
to design employee development plans very carefully which will help organization to,
 Help the company to keep up with change
 Know the latest technology
 Stay ahead of competition
 Increase job satisfaction
 Attract new talents
Talent management team has identified three fundamental learning and development
programs that company should use to develop employees while meeting business
needs.
1. Leadership development(on boarding)
In this scenario employees will
 Teaches common leadership skills
 Evaluate strengths and development areas
 Create customized training
2. Skilled based training programs (Preparing new)
In this scenario employees will
 Train for specific skills
 Offer programs to meet critical business need
3. Career development programs(developing talent and Career development)
 Formal training

12. 9
 Hands on experiences(to help employee to grow in their current job)
Talent management team has to plan a special Career development training program
for current employees due to high turnover rate through that hope to lower the turn
over because lack of training and development cause to turnover (NOE, 2017).
In this training they will learn
 How to have effective Career conversations
 How to set up personnel career development goals
Succession planning
New succession planning is a process to identify employee who are ready or will be
ready to step in when and where organization need them. If someone in a key position
leave the organization or if there is a new role to be filled, succession plan ensure
organization can fill the role quickly with a great person. Steps to take succession plan
to be success as follows
1.Identify critical position (senior leadership, mid-level management, positions
requiring unique skills and positions requiring specific knowledge. succession plan is
just about finding a replacement for leadership roles. succession plan should include
all the roles won’t easy to fill but critical to the business. When identifying critical
position it should include new roles that organization may need within next few months
to support business goals.
2. Identify qualified employees. this step is to identify current employees and to
determine how ready they are to take on the job in this step identifying strengths,
development areas, applicable experiences they had should be identified (use
template in appendix2).in this process to asses talent for succession planning talent
management team uses a method called talent review (use nine box grids in
appendix3).
3. Build individual development plan for identified successors. This plan should be
robust one to address individual’s skill gaps and this plan should consider their past
experiences and this should be included training, mentoring coaching and new
experiences.

13. 10
Engagement and retention
The best place to start building engagement is with the on boarding proces1. On the
on boarding process, employs should make aware of company mission, culture, vision
and goals. Share customer stories, explain how they fit in, set expectations and HRM
unit should provide everything what new employee should be aware of to perform their
duties effectively.2. Focus on career development (this was previously explained) with
all these methods HRM unit should provide new employees opportunity to grow and
advanced., HRM unit should begin Career development process immediately, outline
available training and development, create an action plans to meet their goals
3.1 Applying talent management strategy to fill the role of telecom technical
supervisor
The problem is high turnover among technical supervisors. Organization has tried to
handle the problem but problem continues. HRM unit has identified a pattern of turn
over which is this turn over occurs normally after three years of employment. This is
the time that they become more mature and productive. So their rewards and other
benefits receive on that stage. Frist of all we have to attract and suitable candidate
according to the well-defined job description and then hire and recruit most talented
employees and maintain talent pool as well (HRD team has to have a closer examine
on the complete procedure of hiring, training and retraining and set goals for advance
in each stage of the course).new employee send through on boarding process and
help new technical supervisors to become productive faster so they will be reward
faster. The success of new employment can be checked using performance
appraisals, turnover rate and ROI.

14. 11
4. Role of the different level of managers in implementing talent management
system
Considering the responsibility of implementing above mentioned talent management
policy, responsibility divide among all category of employees like HR manager, line
managers and finally senior management of the company responsible for
implementing the new talent management policy. Not only that careful attention needs
to be paid to involving the right stakeholders in developing the talent management
strategy and associated activities.
Currently company haven’t proper HR policy. So HR manager fully responsible for
implementing the new policy. Considering main components of talent management
strategy first priority given to HR department and manager. In their attracting talent
and talent identification need to be done by the HR manager & department. Before
attracting talent need, analyzing the talent gap is a must condition and for that talent
audit uses. Ability of attracting external talents depends on the picture of the
organization in the society and employer branding get a critical factor when attracting
new talents from the outside (Weeks, A., 2017).
Developing the talent linked with formal and informal learning interventions like value
coaching, mentoring and other learning activities helps for developing talent and
performance review as well as performance management get great impotency in
organization. Introduction of 3600 feed-back evaluations and other evaluations helps
to identify each employee’s performance, productivity and attendance for these
activities HR manager is fully responsible. Considering managing talent is very
important for company, because in current situation in proper development and
managing talent plans practices and so employees get resigned from the positions.
So HR manager need to Investing in leadership development and management get
positive relationship with talent retention.
Final duty of the HR manger is to Tracking and evaluating talent management systems
success. As an example employee turnover data and retention data of participating
for learning and development programs of managerial level can be used for
identification of the success factors of implementation the system (Weeks, A., 2017).

15. 12
Considering line managers role in talent management system is very important.
Because they are the close supervisory person deal with employees. So they achieve
key duties like,
 Identify the talent gap among current workers by conducting talent audit /HR
audit {Try to fix them with development activities in their own areas, but need
to see talent as a corporate rather than a local resource and (Weeks, A., 2017)}.
 Actively participate in onboarding and socialization process among lower level
employees and other category employees.
 Buildup two way communication path among employees and employer (open
communication environment).
 Actively participate in on the job training programs as well as off job training
programs
 Identify employee’s strengths and weakness through performance evaluations
/appraisals.
 Support senior managers and HR manager for conducting succession planning
to identify future promotions and gap filling situations among top and lower
talent categories.
Also Considering senior managers in the company their role is to identifying critical
positions and non-critical positions within company and develop internal succession
planning through role-based academies & individual development plans with
collaboration with HR department. Not only that liable for engaging & retaining talent
with special focus on top talent (Iimjobs.com, 2018), develop learning culture through
coaching & mentorship programs with focus on key talent, Tally talent management
strategy with the corporate strategy and leadership teams among organization and
conducting workshops for personnel manager capability building for mid-level and first
line managers (Iimjobs.com, 2018).Review performance improvement plans connect
with creating opportunities for accelerating careers. Also develop talent pipe line and
talent pool cannot get success without their contribution. As major competitor have
talent pipe line of Telecommunication University or vocational training center. So
implementing this system organization wish to establish that type of center for
maintaining talent pipeline and talent pool.

16. 13
Organisational culture take place critical role in implementing a new talent
management system at ABC telecom. Considering company current culture is not
familiar for new system as well as current situation get verse. Considering six elements
of culture (Coleman, 2013), vision of the company is too lengthy and cannot
understand to employees so need to change it. Considering values of the company
become match with the company status. But considering practices are not
collaborative activities. Mangers work lonely and not considering team work. People
not work as group and work independently. Considering narrative and place currently
people only work in cabins and not team work and no open doors to communicate with
superiors.
So here need to develop open learning culture for implementing new talent
management system. Need to have open two way communication among all level
managers. People need to change according to the situation and work as teams.
People work as groups in open situation. Having open work spaces for both
managerial and non-managerial staff. Analyzing culture need to introduce fully
renewable culture to implementing the new talent management system.
.

17. 14
4.1 Critical factors for success of Talent Management
Figure 2Critical factors for success of Talent Management
Source - (Success Factors Performance & Talent Management, 2008)
There are many critical factors can be identified as (Success Factors Performance &
Talent Management, 2008),
 Develop top talent by identifying high potential employees and developing them
with attractive reward strategy to retain them.
 Enhance on workforce investment (Always allocate talent resources to gain results
and take necessary actions in filling talent gaps, every time try to fill critical
positions).
 Need to having proper recruitment and selection procedure (In here need to recruit
the right talent to fill the short comings based on identifying needed performance).
 Proper path to learning and development (Motivate employees to acquire more
KSA to perform their duties and enhance their KSA to develop proper career path).
 Implementing succession plan/management (Develop performance evaluation mix
with learning and development with talent audit to develop the plans for filling future
leadership gaps within the organization).
 Implement suitable performance management system match with organizational
goals and objectives (Try to identify, engage, motivate and retain high target
achievers and uses 3600 degree feedback and easily identify talent gaps and
identify development needs).

18. 15
 Compensation management (performance and talent based reward strategy is
must to retain highly motivated and talented people within the organization by
providing financial & non-financial rewards).
 Employee profile/branding (Identify each every employee and connect them with a
corporate social network and try to promote relationship and knowledge sharing
among employees).
4.2 How the individual and organization might benefit from a more strategic
approach to talent management
Organisations mainly consider on invest on talent management due to various
reasons. They are ( Momtazian, 2018),
 Attract top talent to organization and develop talent pool and talent pipeline to
organization.
Oorganisation can reduce recruitment cost as well as reduce the time gap which
having for position vacant. Also having talent pipe line helps to identify requires talent
acquiring and then organisation can develop them according to the company culture.
 Retain top talent (due to learning and development activities with clear career path)
 Increase employee motivation
Due to development of learning culture, succession plan and performance evaluation
based pay helps to motivate employees).
 Continuously cover critical roles
Introduction of proper succession planning can fill critical job positions immediately by
promoting top talent within company and this helps to increase overall business
performance).
 Align Individual Goals with Corporate Strategy
Best talent management system closely aligned with organizational strategic plan and
business needs. Goal alignment clarifies job roles for individual employees and then
develop an employee ownership culture and achieve high performance.
Individuals benefits from talent management system
 Develop individual talent by learning and development activities.

19. 16
 Gain better career development path/ career ladder.
 Getting a good reward system.
 Increase individual performance and productivity.
 Getting the right job suits to talents
 Opportunity to maximize individual potential
 Dignity(self-esteem) of working for a good company
5. Conclusion
Talent management has obtained a significant importance in business world as many
of the fortune companies’ practices this. Managing high talented employees to achieve
organizational goals and objectives can be simply defined as talent management.
Talent management process is unique for a certain organization. Better talent
management strategy will produce better leaders and more engage engaged
employees. ABC Company can use this report to measure the success of talent
management strategy and how to apply talent management strategy and through that
company can gain a competitive advantage in long run.

20. 17
6. References
 4 Talent Acquisition Strategies that Can Help Your Business Grow. [online]
Available at: https://www.paychex.com/articles/human-resources/4-talent-
acquisition-strategies-to-help-businesses-grow [Accessed 26 Feb. 2018].
 Anon, (2018). Nine Best Practices of Effective Talent Management. [online]
Available at: https://www.ddiworld.com/resources/library/white-papers-
monographs/nine-best-practices-of-effective-talent-management [Accessed 26
Feb. 2018].
 Armstrong, M. and Taylor, S. (2014). Armstrong's Handbook of Human Resource
Management Practice, 14th Edition. 13th ed. p.579.
 Bersin, J. (2018). A New Talent Management Framework - Bersin by Deloitte.
[online] Bersin by Deloitte. Available at: http://blog.bersin.com/a-new-talent-
management-framework [Accessed 25 Feb. 2018].
 Development, T. A. f. T., 2018. Talent Management Defination. [Online] Available
at: www.td.org [Accessed 15th February 2018].
 Forbes.com. (2015). How Lack of Motivation is Killing Your Company. [online]
Available at: https://www.saba.com/blog/how-lack-of-motivation-is-killing-your-
company [Accessed 24 Feb. 2018].
 Harvard Business Review. (2018). Making Sure Your Employees Succeed. [online]
Available at: https://hbr.org/2011/02/making-sure-your-employees-suc [Accessed
27 Feb. 2018].
 Issues Related to Employees at Telecommunication Companies in Yemen and the
Role of Management Information Systems in Solving It. (2015). International
Journal of Hybrid Information Technology, Vol.8(No.12), pp.377-390.
 Lemay, R. (2012). Selecting a Competent CEO: Succession Planning is the Key.
Ontario : Valoria
 Manager/Senior Manager - Talent Management - Telecom (4-10 yrs), Jaipur,
Talent Management,HR Jobs in Telecom, Talent Development, Performance
Management, IIM MBA Jobs - iimjobs.com. [online] Available at:
https://www.iimjobs.com/j/manager-senior-manager-talent-management-telecom-
4-10-yrs-541202.html?ref=cl [Accessed 27 Feb. 2018].

21. 18
 NOE, R. (2017). FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT.
[S.l.]: MCGRAW-HILL EDUCATION.
 Six Components of a Great Corporate Culture. Harvard Business Review. [Online]
Available at: https://hbr.org/2013/05/six-components-of-culture [Accessed 25 Feb.
2018].
 Smart Telecom, Smarter Leadership Talent Strategies for the Age of Better.
(2012). Egon Zehnder International, pp.2-12
 Success Factors Performance & Talent Management. (2008). [ebook] SAP
Success Factors, Inc, pp.1-2. Available at:
https://www.successfactors.com/static/docs/SF_FullSuiteOverview_v2.pdf
[Accessed 22 Feb. 2018].
 Take aim talent management whitepaper lowres. (2011). Hay Group, pp.2-16.
 Talent Management Overview | Factsheets | CIPD. [online] CIPD. Available at:
https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet [Accessed
23 Feb. 2018]..
 Talent Management Strategy & Challenges | Reports | CIPD. [online] Available at:
https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-forward-report
[Accessed 26 Feb. 2018].
 Talent Management. (2017). [DVD}Kathrine Sharon;Leadership; Development
Consultant],linkedin.
 The Role of HR in Talent Management. [online] Paychex. Available at:
https://www.paychex.com/articles/hcm/role-of-hr-in-talent-management
[Accessed 25 Feb. 2018].
 What Is Talent Management And Why Is It Important?. [Blog] Expert360.. Available
at: https://expert360.com/blog/talent-management-important/ [Accessed 27 Feb.
2018].

22. 19
7. Appendix
Appendix 1
Developing and implementing an effective talent management
strategy
Talent management strategy that maps out goals and priorities for the year and ties these to
organization’s strategic plan and goals. The reasons why are varied, but without a talent
management strategy and plan, the results are usually the same – the HR team is not seen as
playing a strategic role in their organization, and talent management activities aren't given the
organizational importance they should have. Often the hardest part is getting started with the right
framework for the strategy and plan.
Appendix 1 –Development and implementing an effective talent management strategy

23. 20

24. 21
Step 1: identify organizational goals/priorities
What are organization’s strategic high-level goals or priorities? Are there any upcoming changes or
new directions/initiatives for the organization? Start by listing each one of them.
Goal Description Timing
1.
2.
3.
4.
5.
Step 2: identify organizational drivers and challenges
Identify and consider the key drivers and challenges that could impact organization’s ability to achieve
its goals. Consider both internal and external challenges. These could include things like a highly
competitive job market, new or changed legislation/regulations, results from an employee satisfaction
survey, new technology, etc.
Drivers and challenges
1.
2.
3.
4.
5.

25. 22
Step 3: conduct a gap analysis
Compare where the organization is today with where it wants to be, and identify any gaps that it needs
to address in order toachieve its goals. In identifying each gap, consider also the risk of not addressing
the gap.
For example, if organization has a goal to rank #1 in the industry for customer satisfaction, need to
identify current customer satisfaction rating and the rating required to rank #1 in the industry, then
identify the gap between these two. The risk of not improving customer satisfaction ratings by this
degree could include a drop in market share or in sales.
Gap analysis template
Goal Gap Risk
1.
2.
3.
4.
5.
Step 4: define HR priorities and goals
Based on the goals, challenges and gaps identified in steps 1–3, identify HR goals for the coming
y e a r to support the organization in achieving its goals. Should typically identify 3–5 goals. Don’t
forget to make them SMART (specific, measurable, achievable, realistic/relevant, and time-bound)
and link them to the applicable corporate goals.
When defining measures of success, make sure to include ways to measure both the implementation
and effectiveness that is, was the initiative executed as planned, as well as did the initiative have the
desired effect.

26. 23
Example
Title: Coordinate training in customer service competencies for Support
organization.
Description: Source training courses in customer focus, communication and analytical
thinking for the support organization to help improve individual and overall
ratings for these competencies.
Due date: Courses/activities must be identified by end of Q2. All courses/activities must
be offered/conducted before end of Q4.
Measures of success: Relevant training courses are sourced by end of Q2.
Courses are scheduled and held before end of Q4.
90% of support staff complete the training by end of Q4.
Priority: High
Dependencies: Budget for training courses needs to be approved before end of Q1.
Resources: None other than regular HR staff.
Costs: Goal is to not exceed $1000/ employee for training.
Corporate goal
supported:
Rank #1 in the industry for customer satisfaction
HR goal template
Title:
Description:
Due date:
Measures of success:
Priority:
Dependencies:
Resources:
Costs:
Corporate goal
supported:

27. 24
Step 5:inventory organizations talent management processes/functions
Next, do an inventory of current HR management processes to determine if needed to make any
changes to existing process or add new process to support organizations goals. Where gaps or
needed changes are identified, put plans in place to address them.
Talentmanagement function
Have in
place
Need to
add
Need to
improve
Recruiting
Talent inventory reporting
Requisition creation
Requisition approval
Job postings
Resume management
Interview management
Candidate assessment
Candidate selection
Offer creation
Offer approval
Offer extension
Job description management
Role specific job descriptions
Job codes assigned for job descriptions
Job description assignment to all employees
Job description maintenance/update process
Job descriptions linked to performance appraisal
Review of job codes and job description
assignments for all employees
On-boarding
On-boarding program definition

28. 25
Talentmanagement function
Have in
place
Need to
add
Need to
improve
New hire on-boarding checklists
New hire training requirements
New hire training completion tracking
New hire goal creation/assignment
New hire goal alignment
Probationary/new hire reviews
Progress reports for new hires
Orientation compliance reporting
New hire survey
Goal management
Organizational goal definition
Organizational goal communication
Employee goal definition
SMART goals
Goal alignment
Goal progress/status reporting (organization and
employee)
Goal alignment reporting
Development planning
Development plans to address current
performance gaps
Development plans to address professional
development (current role)
Development plans to address career
development (future roles)
Reporting on overall training requirements
Reporting on development plan progress

29. 26
Talentmanagement function
Have in
place
Need to
add
Need to
improve
Reporting on development history and impact on
performance
Reporting on existence of development plans to
address poor performance
Competency assessment
Definition of organizational competencies
Organizational competency assessment
Definition of job specific competencies
Job specific competency assessment
Definition of leadership competencies
Leadership competency assessment
Competency assessments by others (not
manager)
Reporting on competency ratings
Reporting on competency gaps
Addressing of competency gaps
Performance review
Annual performance review
Quarterly performance review
Ongoing feedback and coaching
Performance improvement plans (corrective
action)
Performance improvement plan progress
reporting
Detailed review status reporting
On time completion reporting
Reporting on individual, group and organizational
scores

30. 27
Talentmanagement function
Have in
place
Need to
add
Need to
improve
360 degree feedback
HR initiated
Manager initiated
Employee initiated
Management/leadership assessment
Employee assessment
Report on 360 feedback
Report on results by rater
Reporting of results by relationship group
Compensation management
Pay for performance
Salary scaleestablishment
Compensation budget allocation
Merit increase allocations
Bonus criteria
Bonus allocation
Stock option allocation
Process status reporting
Budget allocation reporting
Compensation adjustment/payout reporting
Succession planning
Identification of high potentials
Identification of retention risks
Assessment of workforce potential
Identification of needed talent pools

31. 28
Talentmanagement function
Have in
place
Need to
add
Need to
improve
Creation of talent pools
Talent pool development plans
Reassessment of talent pool members
Reporting on status of development activities for
talent pool
Identification of succession candidates
Reporting on talent assessment process status
Reporting on talent assessment results
Comparing/ranking of employees based on
performance and succession data
Development/learning management
Learning catalog
Scheduling of session based learning
Use of e-learning
Tracking of scores, pass/fail
Certification management
Tracking of certification expiries
Measurement of training effectiveness
Competency gap reporting
Development needs/plans reporting
Course attendance reporting
Off-boarding
Manager checklist
Exit Interview
Trends for departures reporting
Attrition by manager reporting

32. 29
Talentmanagement function
Have in
place
Need to
add
Need to
improve
Departures by performance rating reporting
Other (specify)
Step 6: measure the results and communicate successes/contributions
With organizations HR goals and priorities in place, it’s important to assess and measure their
effectiveness and communicate the results to the organization. As HRM team work on achieving each
goal, make sure to track relevant metrics so it help to report on progress and success, or take
corrective action as needed. This is important to help to determine if the goal or associated initiative
was effective and is worth retaining.
Again, make sure to measure both the implementation and effectiveness. That is, was the initiative
executed as planned, as well as did the initiative have the desired effect.
For eachHR goal, definethe methodsHRMunitwillusetocommunicateresults
Example
HR goal Results Audience Method Frequency
Coordinate training
in customer service
competencies for
Support
organization
Relevant course identification All managers in
customer
support, VP of
operations
Email Monthly update
Schedule and conduct
courses before the end of Q4
Monthly
communication re
course schedule/
availability
Customer support staff
completion of required
courses on customer service
competencies
Quarterly update of
course completion
rates by staff
HR goal Results Audience Method Frequency
1.
2.
3.
4.

33. 30
Conclusion
Establishing a talent management strategy, and executing it, is not an easy task, but definitely one that
will deliver benefits to both HR and your organization overall. With talent management best practices
in place, ABC telecom can build a world-class workforce that is aligned, inspired and delivering
exceptional results - and most importantly, helping organization to achieve its strategic goals..

34. 31
Appendix 2 –Succession plan template
Talent Management
Succession Plan Template
Identify the key leadership roles and critical positions in the organization. For each role, indicate
individuals across the organization that would be ready to replace the current individual now, in 6 to
12 months, 1 to 2 years, or 2 to 3 years. For each leadership and critical position, it is important to
have at least one successor who is currently ready to take on the position in case of vacancy.
Position Location Incumbent Replacement
Ready Now
Replacement
Ready in 6 to
12 Months
Replacement
Ready 1 to 2
Years
Replacement
Ready 2 to 3
Years

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Appendix 3 –Using a 9 –Box Grid in Succession planning
Talent Management
Usinga 9-BoxGridinSuccession Planning
In succession planning, the starting point is assessing talented individuals to determine if they have the
performance and potential to step into leadership roles. There are three characteristics that enable an
individual to have high potential—ambition, ability, and commitment. When HRM unit plot
organizations talented individuals in the 9-box grid according to both their performance and their
potential, identify the development actions needed to prepare them to move into new roles. Those
individuals placed in the High Potential and Exceeds Expectations box in the top right are most likely
those you will select to be successors, or next in line for higher-level roles. Note the actions to take for
each category of individual.
Potential
High
Potential
Develop
Focus on coaching to
develop skills and increase
performance. Ensurea
solid development plan is
in place.
Stretch/Develop
A valuable individual.
Help him/her increase
performance
contribution and give
greater scope of work.
Stretch/Promote
Future leader of the
company.Has
mastered current role
and is ready
For a new challenge, which
may include promotion.
Retention is critical.
Medium
Potential
Observe
Performanceneeds focus
even though the individual
shows some potential.
Focus on why performance
is lower and take action to
improve it.
Develop
Give increased
responsibility and focus on
performance expectations.
Stretching assignments
and providing a broader
scope may challenge this
individual to increase
performance.
Stretch/Develop
This is a good candidate for
growth and development.
Focus on developing
specific skill gaps. Get this
individual ready for a
broadened
Scope of role and new
responsibilities.
Low
Potential
Observe/Exit
This individual is not
meeting expectations
and has limited potential.
Focus should be on
significant improvement,
Finding a better fitting
role, or moving this
individual out of the
organization.
Observe
This individual shows
consistent contribution,
but has limited potential.
Focus on maximizing
performance. This may
require moving into a
different role. Review
retention.
Develop
This is a strong performer
who you may not move
into a higher role. Focus
on this individual’s
continued
Motivation and
commitment. Consider
using this individual to
develop others.
Performance Does Not Meet
Expectations
Meets Expectations Exceeds Expectations

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