The first step in developing a talent pipeline is setting a goal 3-5 years in the future of how you want the company to be perceived, both internally and externally. With that vision, a model can be built to determine what is needed in terms of talent.
The current pool of talent can then be assessed to determine if they have the skills and abilities to get you to that vision. For the high potentials, you then must accelerate their progression through coaching, benchmarking or other means.
Eventually, this desired state would be established down the ranks so that all employees are working towards a common vision and talent can be identified rapidly. When a “diamond in the rough” is discovered that can make a multiple step jump in position, the person should be moved up even though it may break the historical paradigm. This approach to promotion assures that available internal talent is retained and developed to its fullest
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“We were able to realize almost immediate value—in terms of definitively quantifiable savings—by implementing the concepts introduced during this [Art of Negotiation] program.”Ken MurphyEVP of Sales and Operations, Mattress Firm
“In my particular case, I certainly care about the HR functions, but that’s not why I wake up every day. I care about advancing the ball down the field with our people’s professional development skills and knowledge. You guys focus 100% on the learning piece, and that’s what I like.”Jim StewartCLO, Teradata