TM - October 2007 - (Page 51) Top 22 Best Practices 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Coaching: Formal or well-established coaching programs for employees Consolidating staffing requirements across the organization Ability of current workforce planning process to identify current and future talent gaps Competencies maintained through annual maintenance process Staffing metrics: Measuring time to hire, cost to hire, and quality of hire Cascading goals: Aligning goals to manager or corporate goals Development planning: Creating consistent development plans across the organization Establishing goals: Establishing clear and measurable goals for all employees in organization Job functional competencies well-established and used throughout the organization Competencies used in recruiting process for assessment and interviewing Managed recruiting process: Carefully monitoring and tracking interview process Assessing performance: Delivering an annual performance appraisal and evaluation Internal sourcing: Internal job postings, career planning, and promotion to recruit from within Leadership competencies well-established and used across the organization Performance-based compensation: Consistently linking compensation to performance ratings Competencies used in performance management for assessment, review, and development Development training: Training tied to development goals of individuals and organization Competencies used in leadership development programs for training Impact 48% 42% 38% 34% 33% 33% 33% 32% 32% 32% 31% 30% 29% 29% 27% 27% 27% 24% 23% 22% 22% 21% Area Performance Management Sourcing & Recruiting Workforce Planning Competency Management Sourcing & Recruiting Performance Management Performance Management Performance Management Competency Management Competency Management Sourcing & Recruiting Performance Management Sourcing & Recruiting Competency Management Performance Management Performance Management Learning & Development Competency Management Competency Management Sourcing & Recruiting Sourcing & Recruiting Leadership Development Pre-hire assessment: Assessing candidates against competencies for a position Employer brand: Using Web, collateral and marketing to position well for recruiting University recruiting: Working with educational institutions to obtain qualified candidates Maturity level of leadership development: Strategic leadership development 2. Take a skills-based approach to workforce planning. Skills-based workforce planning processes are ranked second and third on the Top 22. But although most organizations have workforce planning processes, many do little more than collect target head count requirements for each business unit. In today’s tight talent market, organizations must thoroughly understand and address current and future workforce skills gaps. One company we work with embarked on a ninemonth study of workforce skills gaps and factored in retirements, attrition, new project demands and known demographic shifts. Analysis revealed that to achieve targets set in the five-year busi- talent management magazine www.TalentMgt.com 51 October 2007 http://www.TalentMgt.com
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