Organizational Talent Pools: 4 Steps to Developing Employees

When the economy is better, unemployment goes down and the number of people trying to get into a company logically gets much smaller. Under such circumstances, it’s sound policy fiscally, and also in a managerial and HR sense to start grooming the workers you already have to take on greater, different, and more varied responsibilities. Businesses can accomplish this through talent pools. Talent pools are groups of targeted individuals. Logically, they are likely to be go-getters, folks with acumen, scope of vision and skills. But, in truth a talent pool isn’t merely about talent. Such a grouping is a way to cull a carefully select group of individuals that see eye-to-eye with the goals and values of the business. In this way, such a pool also addresses concerns about succession, even while its busy finding people to fill various job slots right now. If your company lacks a talent pool, devise one by using the intake data culled for each employee upon entry. Use that data to find those individuals that fit the skill-set specific to the organizational needs, which should be clearly set out in the company manifest. Look for gaps, that is skills and know-how not already noted in the talent available and then set up scholastic modules and peer-to-peer mentoring sessions. This will ensure that the right individuals get the skills and education they need.

Reflect on these key points:

  • 1When the economy takes a turn for the better and employment level remains high, the possibility of new talent grows smaller and companies need to start seriously mining what they already have.
  • 2To find good candidates for a talent pool make use of the intake data culled for each employee by HR upon his, or her, arrival.
  • 3If a review of the data shows a dearth of certain skills, or knowledge, create educational modules and peer-to-peer mentoring groups to fill in the needed skills and education.

“Talent pools allow organizations to develop employees in areas that align with company competencies and values instead of focusing on developing specific position skills. This allows a talent pool to address the biggest challenge with succession planning, which is telling individuals they’re part of the plan.”

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