Audits and Surveys
A capability audit (also referred to as an organisational X-ray, layered talent review, or a human capital due diligence) is a comprehensive audit of capability at all levels of leaders and managers.
A top-down process, an audit of this nature is usually triggered by concerns about succession (What does our leader pipeline look like? In which areas are we vulnerable, or at risk?), or organisational restructuring | strategy re-direction (What capabilities do we have to execute a new mandate, or strategy?).
This scalable, robust, diagnostic intervention (executed by a team of psychologists) produces powerful risk intelligence, which fuels executive debate, and serves as a critical input into executive decision-making and re-engineered talent management practice.
Aligned to Drotter and Charan's Leadership Pipeline-model, the audit employs assessment centre methodology and sophisticated psychometric measures.
Capability audits have replaced conventional skills audits.
Talent Management Practice Review
A talent management audit is a scalable, diagnostic intervention, which is designed to help HR-professionals and business leaders evaluate their organisation's talent management practice against global good practice.
Armed with data, the organisational leadership is able to implement specific actions to close gaps and realign processes, thereby reducing the organisation's vulnerability and exposure to risk.
The audit process covers all aspects of talent management practice. The output is an audit report, which in turn is an essential input to the design of a talent management strategy.
Multi-rater (or 360-degree) Survey
These diagnostic surveys, which provide a 360 degree view of an individual's performance at a particular point in time, are typically used in the context of development or performance management.
Individuals rate themselves and also nominate managers, peers, subordinates, and customers (internal | external) to evaluate their performance on a range of critical competencies. These could include leadership, communication, innovation, results orientation, and business acumen.
Results are presented in graphic format and provide detailed risk intelligence on the individuals being evaluated: their perceived strengths, development areas, and how this may differ from the perception of others. The results are used to guide and personalise development interventions, but can also provide information on potential broader cultural issues in particular layers | sectors of a business.
Multi-rater surveys, delivered online, should not be used in isolation. It provides the most objective information when used as part of a broader assessment intervention.
An engagement survey measures the level of employee engagement and strategic alignment within an organisation.
These Surveys are usually triggered by concerns about productivity, morale, or retention. As such, engagement survey data serves as a critical input into the design of segmented retention strategies, and improved talent management practice.
In collaboration with strategic partners, we provide the assessment infrastructure, analytical tools, and expert advice to help you understand what matters most to your employees, and to identify what you need to do to increase employee engagement and reduce avoidable turnover.
Talent Risk Assessment
A talent risk assessment is a facilitated process that specifically probes an organisation's possible exposure to human capital risk against the backdrop of a chosen strategy. A principal consultant facilitates an audit about human capital from a risk perspective.
Areas probed include:
- Business growth strategy
- Future talent needs
- Perceptions about current leader capability
- Selection practice
- Succession management
- Talent development
- Talent management metrics
Audits of this nature are usually triggered by concerns about attraction, loss of talent, ROI, and talent management practice in general, and guides executive action.
TALENT MANAGEMENT SERVICES
Talent management is essentially about making informed choices as to where to invest time, effort and money in driving organisational outcomes. It is also about having the right people intelligence about how the organisation is performing in relation to the various talent and risk management processes.
Strategy ConsultingSuccessful and growing companies not only need to develop the talent capacity to deal with their business today, and the likely business shape of tomorrow, but they also need to develop capacity that will enable the business to tackle challenges that will develop in the future, but which are not yet apparent.
Talent MeasurementHigh potential employees increase revenue and profit by developing effective ideas and strategies, winning support for them, and inspiring others to get them implemented. They cut through bureaucracy and complexity, bring ideas to market quickly, meet commitments, and reduce costs.
Process Re-engineeringFor a company to exploit its employer brand effectively when it fishes for talent, it must think of recruits as customers, use sophisticated marketing analyses to identify its key rivals, determine which corporate attributes matter most to specific types of recruits, and understand how best to reach them.
SolutionsThe Talent Institute provides specific solutions that compliment our core services, from strategy design to talent development, risk intelligence, transition coaching and executive conversations.
Audits and SurveysA capability audit (also referred to as an organisational X-ray, layered talent review, or a human capital due diligence) is a comprehensive audit of capability at all levels of leaders and managers.
WorkshopsCareer planning and development workshops coupled with workshops on how to conduct conversations about performance and development for managers are very powerful tools in the talent management arenas.
TALENT MANAGEMENT PRODUCTS
Talent Management Master Class
Succession Planning and Leader Development
Talent Management Strategy
Selecting the next CEO
About Assessment and Development Centres
Establishing and Operating an Assessment Centre Unit
Leader Capability Audit