Capability Models are aligned to business objectives, goals and strategies and they describe the high potential behaviours that add the most value for the organisation.
In part Seven of this series of blogs summarising our 2012 findings into the Future of Talent Management.
In the majority of cases, Competency and Capability Models (CCM) form the basis of a Talent Model. 85% of Leaders said that their CCM is aligned to business objectives, goals and strategies. A similar percentage of Leaders (86%) claimed that their CCM describes the behaviours that add the most value for the organisation and 63% of Leaders said that there is a relationship between their employer brand and their TM strategy. See figure 2 for a breakdown according to Talent, HR and the Business.
In support of this the qualitative data reveals that TM strategies are linked to performance management of employees including reward, appraisal, development, resourcing and salary review processes. These results suggest that the CCM models, which are often at the core of TM strategies, are indeed aligned to business objectives, goals and strategies.
The design of these models however focus more on what the business needs today, rather than considering what the talent needs to meet the future business challenges and changes. Only 56% of organisations have a future focused element in their CCM and only 52% measure both high potential and high performance behaviours.
Although more than half of organisations have a future focused element in their CCM, there is still a considerable number of organisations that are not focusing on what is required in the future when assessing talent. This supports The RSA Group 2011 research which found “7 out of 10 companies do not currently assess their employees’ competence and potential against the business long-term skills requirements” (The RSA Group, 2011).
Organisations therefore need to ensure that their CCM is sustainable and will meet future business challenges.
Look out next week for Part 8: There are multiple definitions of talent, however most Talent Models consist of Values, Capabilities, Potential and Aspirations.
For further information please contact: Dr Amanda Potter 01737 555 862. email@example.com Reference: Talent Management. Copyright © 2012 Zircon Management Consulting Limited. All rights reserved