Most leaders face difficulties in aligning their business and talent priorities. The process has several disconnects—e.g., between talent and value—that proves quite costly. The identification of critical roles in the company can get the executives to overlook some key positions that are vital for growth but are not so obvious in the organization. The leaders often do not track roles that require a high degree of responsibility, strong interpersonal and technical capabilities, and skills to promptly respond to customers’ changing needs. They are unaware of any growing discontent in employee ranks with their jobs and there aren’t any succession plans in place for mission critical roles that are not so eminent.
Identifying the true key talent and mission critical roles is a strenuous undertaking where most leaders predominantly rely on their instincts to decide this. They mistakenly assume that most critical roles are always within the top team rather than in the lower ranks. In reality, critical positions and people are present across the organization.
Dawgen Global Talent management Team embraces a 4-step Talent-to-Value Management approach which includes :
1. Define the Value Agenda
2. Clarify Critical Roles
3. Identify Talent for Roles
4. Operationalize and Mobilize
The approach necessitates the leaders to link their talent with potential opportunities to create value. Utilizing quantifiable metrics, the approach warrants the leaders to evaluate their entire organizations to uncover the most critical roles in order for the top talent with suitable skills to fill the roles.
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