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1. TM System Four-Step Process Step 1 —Develop assessment tools and scales. a. Develop competency definitions and measurement scales. b. Establish a performance appraisal definition and measurement scale. c. Establish a “talent potential forecast” definition and measurement scale . d. Apply the measurement scales to each job. Step 2 —Develop training and development application tools. a. Create a coaching guide. b. Assemble a directory of the best training and development programs organized by competency. c. Create a directory of top books associated with each competency . Step 3 —Evaluate each employee using assessment tools . Step 4 —Prepare action reports . a. Create a “bench strength” summary. b. Create individual talent competency development forms.

2. TM System Four-Step Process Step 1—Develop a List of Your Organization’s Core Competencies and Assessment Tools for Measuring Them The development of an organizational talent management plan requires the assessment of each employee based on a framework of accepted definitions and measures of competency performance and potential. These core/institutional competencies are expectations of behaviors/skills/values that are crucial to the success of each employee and, therefore, to the success of the entire organization .

3. TM System Four-Step Process There are no more than 30 core institutional competencies and most organizations use between nine and 11 competencies in their talent assessment process.

4. TM System Four-Step Process Each competency can be described and scored based on its relative contribution to an organization. A representative scale, six levels of communication are described and assigned a number from 1 to 6, indicating the contribution to the organization. For every competency measurement scale developed, every organization position must be assessed for the minimal competency level for doing the job.

5. TM System Four-Step Process The six levels of communication are described and assigned a number from 1 to 6, indicating the contribution to the organization. For every competency measurement scale developed, every organization position must be assessed for the minimal competency level for doing the job. The Competency Grid based on each position in the organization is rated using the measurement scale as to the necessary contribution to the organization that position requires. For example, the EVP contributes the most to the organization, as that position has the highest ratings in each competency. Worksheet 2-3. Sample competency grid

6. TM System Four-Step Process Now that the core competencies have been determined and defined, a performance appraisal and “potential forecast” worksheet should be developed . A performance appraisal is a measurement of actual results achieved within those areas where the employee is held accountable and/or the com petencies deemed critical to job and organization success. The scale most commonly used by organizations for performance measurement is greatly exceeds expectations (5), exceeds expectations (4), meets expectations ( 3), below expectations (2), greatly below expectations (1). A potential forecast is a prediction of how many levels ( organization/job) an employee can reach within the organization based on his/her past/current performance appraisals, training and development needs, career preferences, and actual and projected competency levels. The most common scale used by organizations for potential assessment is high potential (5), promotable (4 ), lateral (3), marginal (2), none (1).

7. Worksheet 2-4. Performance appraisal and “potential forecast ” worksheet

8. TM System Four-Step Process Step 2—Develop Training and Development Solutions That Support Your Organization’s Core Competencies In order to create an improvement program for individual employees, the organization must map a set of appropriate training and development options for each selected competency . When a gap exists between an employee’s demonstrated proficiency in a competency and an organization requirement , a supervisor can use training and development to help eliminate the gap.

9. TM System Four-Step Process Step 3 — Assess Each Employee’s Core Competencies and “Potential Forecast ” The assessment tools, based on your company’s core competencies created in the first step, provide the framework for employee assessment, which is now the task at hand. The sample worksheet provided in Step 1 can be customized to assess each employee. Substitute your organization’s competencies and definitions for the sample competencies.

10. TM System Four-Step Process Step 4—Prepare Action Plans After each employee is assessed using the assessment tools in Step 3, organization and individual action plans can be prepared. There are an unlimited number of approaches to action plans . The key elements organizations must consider to initiate action plans to identify and address key strategic issues involving: The cultivation of Superkeepers (a very small group of individuals who have demonstrated superior accomplishments, have inspired others to attain superior accomplishments, and who embody the core competencies and values of the organization) Backups for key positions (jobs critical to organizational current and future success) Allocation of resources based on employee contribution ( performance and potential)

11. TM System - Four-Step Process

12. TM System - Four-Step Process Worksheet 2-6. Sample Bench Strength Summary Potential: P (Potential); U (Unlimited Potential); LR (Lateral Rotation); NP (No Potential) Performance: GEE (Greatly Exceeds Expectations): EE (Exceeds Expectations); ME (Meets Expectations); BE (Below Expectations); GBE (Greatly Below Expectations) The Bench Strength Summary captures the key elements for aligning people with organization needs. Five action items with recommendations are identified: Void: Positions with no replacements. 1. Select from talent pool. 2. Add to talent pool and accelerate development. 3. Identify backups. 4. Begin external recruitment. 5. For key positions accelerate the process. Surpluses: Positions with more than one replacement. 1. Redirect career paths. 2. Move high potentials quickly. 3. Job rotation inside unit. 4. Task force assignments. Blocking: Non-promotable managers with promotable subordinates. 1. Move incumbent or backup within one year. 2. Job rotation outside unit. 3. Special projects. Performance Problems: Employees not meeting expectations. 1. One more accomplishment review. 2.Focus on results and competency improvement. 3. Terminate (consult HR department). Superkeeper : Very accelerated career paths and compensation growth, high development investment. Formal mentor and sponsor arrangement .

13. TM System - Four-Step Process The next form (Worksheet 2-7) provides greater detail about each individual than is possible in the summary above and allows supervisors to target “best practices” coaching, training, and development to specific competency deficiencies. For all competencies that are below expectations or greatly below expectations, the supervisor should apply the corresponding competency develop ment guide created. Worksheet 2-7. Representative competency assessment

14. TM System - Four-Step Process Worksheet 2-8. Sample competency assessment worksheet I n Step 2 to generate an individual development plan (Worksheet 2-8 ). By customizing and using the tools provided in this chapter, an organization can take a disciplined and proactive approach to talent management. In our experience, this can significantly impact employee performance throughout the organization .