Succession Planning – 7 of 8

April 13th, 2011

Getting lost teaches us to read a map. What will teach us to do a better job at matching the right people to the right jobs?

Introduction

The basic job book is complete and you have created the job template. Step Three – Assessing Current Talent is done for two reasons: one, assess the incumbent either as a basis for professional development and or two, assess potential candidates (internal and/or external) to determine best matches.

Step Three: Assess Current Talent and do a Comparison and Gap Analysis

I know of no better way to do this than to use Target Training International’s online talent assessments and compare the results with the job template. The assessment takes about 40 minutes and you have the results immediately.

The resulting information can save countless hours and cost in training, turnover, and frustration.

Click below for a sample of the talent report and gap report (comparing the incumbent/candidate talent report with the job report). The color coding – Blue (exact match), Green (good match), yellow (fair match), red (poor match) and white (over focus) makes it crystal clear what needs ramping up and toning down.

Talent report.

Gap report.

Generally, of most import are the top eight talent attributes, the top three job motivators, and the top three behavioral preferences (see last page of the gap report)

Next

The professional development plan is a logical next step. And this can be used in two ways: to design professional development plan for the incumbent or for identification of a potential candidate for the position and preparation of that candidate to assume the role.

Entry Filed under: Succession Planning