The Consumerisation of Talent – hosted by Head Light

In these times of increasing employee choice and the ‘portfolio career’, do we think about the talent in our organisations as consumers?  And do our Managers? Do we segment our workforce to tailor our engagement programs, to develop career and succession plans which reflect their needs, to make feedback, growth and performance conversations a way of life and an offer that appeals to ‘top talent’? Recent research by the Henley Business School…

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Use data in Succession Planning

How do you use data in succession planning and talent review activities within your organisation?  Are you able to cut and slice the data to make informed succession planning decisions? Our recent article in HR Magazine has clearly given food for thought. In it, we look at how, one of the challenges we face in succession planning is identifying potential or rather, defining potential at the outset. And because it is so tricky…

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Are line managers failing to identify talent?

When you identify talent, you’re deciding who are offered accelerated promotion opportunities or development programmes. But what if you’re identifying the wrong people? In Talent Review meetings and conversations, line managers typically use a performance-potential matrix, often called a ‘9-box grid’, to review each member of their team. But the tricky part is to articulate what is meant by ‘potential’, and often it’s left to the manager’s gut feel whether or…

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Management bias can hold back talent if data insights are not used effectively

HR teams need to use and interpret data more effectively if they want to overcome management bias and spot who really has talent and potential in their organisation, according to talent management software specialist Head Light. “Organisations rightly want to identify which employees have the capability and potential to add real value in the future, so they can nurture, engage and retain them,” said Debbie Hance, Head of Business Psychology…

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Helping line managers spot High Potential

Spotting future high potential can be tricky for line managers. At Head Light, we know that even when organisations know what ‘high potential’ looks like, it is difficult to then assess for it and find ways to spot it. Traditionally this has been done by gut feel (“I know it when I see it!”), line manager evaluation or performance appraisal – although assessment centres and some psychometric tests are starting…

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Making Talent Reviews more effective

As an HR Business Partner, you need to know where the pipeline of future talent is going to come from within your area of the company. Do you have sufficient internal talent to drive the future growth of the business, as set out in your strategy? What are the gaps between the resources you have and what the company will need in the next 2-5 years? What are managers doing…

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