Talent Management Diagnostic First Edition

Copyright © 2023 by Will Bachman
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First Edition
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ISBN: 978-1-961779-17-4
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Table of Contents
Introduction 4 II. RECRUITMENT:
5. Talent Acquisition 32
Section 1: Data Request 7 6. Onboarding 33
7. Engagement of Independent Professionals 34
Section 2: Diagnostic Checklists 9 8. Adapting to Local Talent Needs 35
§ Talent Strategy 11 III. DEVELOPMENT:
§ Recruitment 12 9. Learning & Development 36
§ Development 13 10.Leadership Development 37
§ Performance Management 14 11.Succession Planning 38
§ Retention 15 IV. PERFORMANCE MANAGEMENT:
§ Former Employees 16 12.Performance Management 39
13.Talent Analytics 40
Section 3: Interview Guides 17 14.Change Management 41
§ Chief Human Resources Officer 19 15.Stakeholder Communication 42
§ Chief Operating Officer 20 V. RETENTION:
§ Head of Talent Acquisition 21 16.Retention Strategies 43
§ Head of Learning and Development 22 17.Compensation and Rewards 44
§ Head of DEI 23 18.Employee Engagement 45
19.Employee Well-being 46
Section 4: Scorecards 24 20.Organizational Culture 47
Summary Scorecard 25 21.Talent Mobility 48
I. TALENT STRATEGY: 22.Promotion 49
1. Talent Strategy 28 VI. FORMER EMPLOYEES:
2. Workforce Planning 29 23.Retirement Process 50
3. Diversity, Equity, and Inclusion 30 24.Alumni Engagement 51
4. Technology and Systems 31
Section 5: Next Steps 52
TALENT MANAGEMENT DIAGNOSTIC
Introduction
Contents
1. Data
Information to gather before starting the diagnostic
Requests
2. Checklists Six checklists to make sure you cover everything
3. Interview
Questions to ask COO and heads of human resources, talent, learning, and DEI
Guides
4. Scorecards Scorecards for 24 aspects of talent management
5. Next Steps Designing the future state and making the transition happen
How to Use This Guidebook

1. Familiarize yourself with the guidebook
2. Gather data, following the data request
3. Conduct interviews of employees at each level
4. Complete the checklists and document observations
5. Synthesize patterns, strengths, weaknesses, and opportunities for the organization
6. Fill out the scorecards
7. Formulate recommendations
8. Present findings, get alignment on recommendations
9. Implement recommendations
10. Iterative assessment: Periodically (annually or bi-annually) revisit the diagnostic and re-assess
Section 1: Data Request

TALENT MANAGEMENT DIAGNOSTIC—SECTION 1: DATA REQUEST
Data Request
Item
q Strategic Documents: Current and past talent strategy documents, including goals, objectives, and alignment with overall business strategy.
1. Talent Strategy q Workforce Planning: Forecasting of future workforce needs, including skills gap analysis.
q Stakeholders: Summaries of involvement and feedback from key stakeholders regarding effectiveness and impact of the talent strategy.
q Metrics: Metrics or KPIs used to evaluate the success of the talent strategy, as well as data on the diversity of the candidate pool and hires.
q Talent Acquisition: Reports of recruitment activities and practices, including time-to-fill, sourcing strategies, demographics, and onboarding.
2. Recruitment q Talent Needs: Data on the engagement of independent professionals and integration of global-local talent.
q Candidate Experience Surveys: Results of candidate experience surveys or feedback.
q Recruitment Costs: Information on recruitment costs, including agency fees, advertising, and staff time.
q Training Programs: Detailed descriptions of existing learning and development programs, including participation rates and budgets.
3. Development q Employee Development Plans: Sample employee development plans, if available.
q Program Evaluation Reports: Reports on effectiveness of development programs, including employee feedback and post-training metrics.
q Leadership Development Data: Information on leadership development initiatives, including succession planning strategies and outcomes.
q Performance Review Processes: Documentation of the performance review process, including tools, frequency, and criteria used.
4. Performance q Analytics: Aggregate talent-related data as well as data from recent performance evaluations.
Management q Feedback Mechanisms: Description of feedback mechanisms in place for performance management, including that from stakeholders.
q Performance Improvement: Examples of performance improvement plans and their outcomes as well as change management strategies.
q Retention Strategies Documentation: Details of retention strategies and talent mobility, along with their alignment to business objectives.
5. Retention q Compensation: Compensation policies and strategies including non-monetary rewards, employee well-being, and performance linkage.
q Employee Engagement Surveys: Results of recent employee engagement surveys and employee feedback on organizational culture.
q Turnover and Exit Interviews: Employee turnover data and summaries or trends from exit interviews.
q Retirement Processes and Policies: Documentation on retirement processes, policies, and support programs.
6. Former q Retirement Data: Data on recent retirements, including roles, departments, and any succession planning outcomes.
Employees q Alumni Engagement Programs: Information on alumni engagement programs, if any, including participation rates and activities.
q Post-Retirement Surveys: Results of any surveys or feedback collected from retired employees.
Section 2: Checklists
TALENT MANAGEMENT DIAGNOSTIC—SECTION 2: CHECKLISTS
Diagnostic Checklists
1. Talent Strategy
2. Recruitment
3. Development
4. Performance Management
5. Retention
6. Former Employees
TALENT MANAGEMENT DIAGNOSTIC—SECTION 2: CHECKLISTS 1. Talent Strategy
2. Recruitment
1. Talent Strategy 3.
4.
Development
Performance Management
5. Retention
Item 6. Former Employees
1. Strategic Alignment & q Review alignment between talent strategy and overall business strategy.
Policy q Assess how the talent strategy aligns with business objectives.
2. Policy & Framework q Examine existing talent management policies and frameworks.
Review q Assess the clarity and comprehensiveness of talent management policies and guidelines.
q Ensure policies are updated and in line with current organizational needs.
3. Talent Acquisition q Review integration of talent acquisition with overall talent strategy.
Integration q Assess alignment of workforce planning with strategic talent needs.
q Evaluate stakeholder involvement in developing and implementing talent strategy.

4. Stakeholders
q Assess effectiveness of internal communication regarding talent strategy.
5. Performance q Review the alignment of the performance management system with talent strategy.
Management Alignment q Assess how performance metrics and reviews support talent objectives.
6. Development & q Evaluate how learning and development initiatives support strategic talent goals.
Training Alignment q Check for the alignment of training programs with future skill requirements.
7. Communications q Evaluate the effectiveness of internal communication regarding talent strategy.

q Check for consistency of strategy communication across departments.
q Review integration and effectiveness of DEI initiatives within the talent strategy.
8. DEI
q Assess initiatives and programs focused on promoting DEI within the workforce.
9. Measurement & q Assess metrics and tools used for measuring talent strategy effectiveness.
Analytics q Review any recent evaluations or audits of the talent strategy.
q Assess strategies for adapting the talent approach to organizational changes.

10. Change Management
q Evaluate preparedness for future talent challenges and trends.
2. Recruitment
2. Recruitment 3.
4.
Development
5. Retention
1. Recruitment Strategy q Review the recruitment strategy and its alignment with organizational goals.
q Assess how recruitment approaches support the broader talent strategy.
2. Candidate Sourcing & q Evaluate the effectiveness of candidate sourcing channels and methods.
Diversity q Assess initiatives and success in attracting a diverse candidate pool.
q Review the overall recruitment process for efficiency and effectiveness.

3. Recruitment Processes
q Assess the use of technology and tools in streamlining the recruitment process.
q Evaluate the strength and clarity of the employer brand in the market.
4. Employer Positioning
q Assess strategies for employer branding and their impact on attracting talent.
5. Candidate Experience & q Review the candidate experience throughout the recruitment process.
Engagement q Assess feedback mechanisms and improvements in candidate engagement.
6. Interviewing & q Evaluate the structure and effectiveness of interview processes.

Selection q Assess the fairness and objectivity of candidate selection criteria and decisions.
7. Onboarding & q Review the onboarding process for new hires.

Integration q Assess the effectiveness of integration practices for new employees.
q Evaluate key recruitment metrics, such as time-to-fill, cost-per-hire, and turnover rates.
8. Recruitment Metrics
q Assess the use of analytics in improving recruitment processes and decisions.
9. Compliance & Legal q Review recruitment practices for compliance with relevant laws and regulations.
q Assess how the organization mitigates risks in the recruitment process.
10. Improvement & q Evaluate processes for gathering and acting on feedback from candidates and hiring managers.
Feedback q Assess how continuous improvement is embedded in the recruitment process.
2. Recruitment
3. Development 3.
4.
Development
5. Retention
1. Learning & q Review the overall learning and development (L&D) strategy and its alignment with business objectives.
Development Strategy q Assess how L&D initiatives support specific talent development needs.
2. Program Design q Evaluate the range and relevance of L&D programs offered.
q Assess how well these programs are tailored to different employee levels and roles.
3. Employee Access & q Review processes ensuring equitable access to L&D opportunities.
Participation q Assess employee participation rates in development programs.
4. Leadership q Evaluate the structure and effectiveness of leadership development programs.

Development q Assess leadership development programs and their alignment with talent strategy.
q Review processes for identifying and addressing current and future skill gaps.
5. Skill Gap Analysis
q Assess how agile the development programs are in response to changing skill needs.
6. Training Methods & q Evaluate the effectiveness of training methods and tools used (e.g., e-learning, workshops, on-the-job training).
Tools q Assess the integration of technology and innovation in learning methods.
7. ROI Measurement q Evaluate how the impact and ROI of L&D programs are measured.
q Assess the use of metrics and analytics in L&D decision-making.
q Review how L&D initiatives align with and support career progression within the organization.
8. Career Progression
q Assess the clarity and effectiveness of career pathing guidance provided to employees.
9. Cultural & DEI q Evaluate the integration of organizational culture and DEI principles in L&D programs.
q Assess how L&D initiatives contribute to fostering an inclusive environment for learning and development.
10. Improvement & q Review mechanisms for collecting and implementing feedback on L&D programs.
Feedback q Assess how continuous improvement is pursued in development initiatives.
2. Recruitment
4. Performance Management 3.
4.
Development
5. Retention
1. Performance q Review the overall performance management framework and its alignment with talent strategy and organizational goals.
Management Framework q Assess clarity in performance expectations and objectives set for employees.
q Assess how performance metrics and reviews support talent objectives.
2. Evaluation Processes q Evaluate the fairness and objectivity of performance evaluation criteria and processes.
q Assess the consistency of performance evaluations across different departments and teams.
q Review the mechanisms for providing and receiving feedback (e.g., 360-degree feedback, manager reviews).
3. Feedback
q Assess how feedback is integrated into performance management and development plans.
4. Goal Setting & q Evaluate the process for setting and tracking performance goals.
Alignment q Assess the alignment of individual performance goals with team and organizational objectives.
5. Performance q Review the structure and effectiveness of performance improvement plans for underperforming employees.
Improvement q Assess the support provided to employees on performance improvement plans.
6. Technology & Tools q Evaluate the effectiveness of technology and tools used in the performance management process.
q Assess the integration of performance management systems with other HR systems.
7. Training for q Review training provided to managers and employees on effective performance management practices.
Performance Management q Assess the understanding and capability of managers in conducting effective performance evaluations.
q Evaluate how performance outcomes are linked to rewards and recognition within the organization.
8. Rewards & Recognition
q Assess the impact of the rewards system on employee motivation and performance.
9. Compliance & Legal q Review performance management processes for compliance with relevant employment laws and regulations.
q Assess how the organization mitigates risks in the performance evaluation process.
10. Improvement & q Evaluate processes for gathering and implementing feedback on the performance management system.
Adaptation q Assess how the organization adapts its performance management practices to changing business needs.
2. Recruitment
5. Retention 3.
4.
Development
5. Retention
1. Retention Strategy & q Review the overall retention strategy and policies.
Policy q Assess how retention strategies align with broader organizational goals.
2. Employee Engagement q Evaluate mechanisms for measuring employee engagement and satisfaction.
q Assess results from recent employee surveys or feedback sessions.
q Evaluate mechanisms for measuring employee engagement and satisfaction.

3. Metrics & Data Analysis
q Review turnover rates and trends, analyzing voluntary and involuntary separations.
4. Compensation & q Evaluate the competitiveness and fairness of compensation and benefits.
Benefits q Assess how compensation and benefits contribute to employee retention.
q Evaluate policies and practices related to work-life balance and workplace flexibility.
5. Work-Life Balance
q Assess employee feedback and satisfaction regarding these aspects.
6. Recognition & Reward q Review the structure and effectiveness of employee recognition and reward programs.
q Assess the impact of these programs on employee morale and retention.
7. Employee Well-being q Evaluate initiatives focused on employee physical, mental, and emotional well-being.
q Assess the utilization and perceived value of these well-being initiatives.
8. Managerial q Review the role of managers in supporting and retaining staff.

Effectiveness & Support q Assess training and resources provided to managers for effective team management.
9. DEI q Review how DEI initiatives impact retention, particularly among underrepresented groups.
q Assess the inclusiveness of the organizational culture and its effect on retention.
10. Exit Interviews & q Evaluate the process and utilization of exit interviews.
Feedback q Assess how feedback from departing employees is used for retention improvement.
2. Recruitment
6. Former Employees 3.
4.
Development
5. Retention
1. Retirement Planning q Review the availability and quality of retirement planning services offered to employees.
q Assess support provided to employees in transitioning to retirement, including financial and lifestyle planning.
2. Succession Planning q Evaluate the process for succession planning, especially for critical roles and senior positions, and its effectiveness.
q Assess how the organization identifies and prepares successors for key positions.
q Review mechanisms for knowledge transfer from retiring or departing employees to their successors or teams.
3. Knowledge Transfer
q Assess the effectiveness of mentorship and training programs in capturing institutional knowledge.
4. Retiree & Alumni q Evaluate the structure and effectiveness of retiree engagement and alumni programs.
Engagement q Assess how the organization maintains connections with former employees and leverages their expertise.
5. Retirement q Review communication strategies for retirement policies and processes.

Communication q Assess feedback mechanisms for retirees and how their insights are utilized.
6. Retirement Benefits q Evaluate the retirement benefits offered, including pension plans and other retirement-related benefits.
q Assess the management and administration of retirement benefits for compliance and effectiveness.
7. Departure Processes q Review the process and effectiveness of exit interviews for retiring and departing employees.
q Assess how the organization uses exit interview data to improve practices and policies.
8. Post-Retirement q Evaluate opportunities provided to retirees for ongoing engagement, such as consulting roles or part-time projects.
Opportunities q Assess how the organization facilitates continued professional involvement for interested retirees.
9. Cultural & Emotional q Review support mechanisms for the cultural and emotional aspects of retirement.
Support q Assess initiatives aimed at easing the transition for employees entering retirement.
q Evaluate retirement policies for compliance with legal and regulatory requirements.
10. Legal Compliance
q Assess how the organization stays updated and compliant with changes in retirement-related laws and standards.
Section 3: Interview Guides

TALENT MANAGEMENT DIAGNOSTIC—SECTION 3: INTERVIEW GUIDES
Interview Guides
1. Chief Human Resources Officer / Head of HR
2. Chief Operating Officer
3. Head of Talent Acquisition
4. Head of Learning and Development
5. Head of Diversity, Equity, and Inclusion (DEI)

Chief Human Resources Officer / Head of HR

q How do you align the organization's talent strategy with its overall business objectives and goals?
1. Talent Strategy q How does the organization anticipate and plan for future workforce needs and changes in the labor market?
q How do you ensure that the talent strategy is adaptable and responsive to the dynamic needs of the business?
q How is DEI embedded within the organization’s talent strategy, and what specific initiatives have been implemented to promote it?
q Can you walk me through the organization's current recruitment process? How do you ensure it attracts the best talent?
2. Recruitment q What strategies are used to attract and acquire top talent, and how are these strategies evaluated for effectiveness?
q How does the organization incorporate diversity, equity, and inclusion into its recruiting practices?
q What are some of the biggest challenges you face in talent acquisition, and how are you addressing them?
q How does the organization identify and foster high-potential employees?

3. Development q What types of development and training opportunities does the company offer? How do you assess their effectiveness?
q Can you provide examples of how the company has successfully developed and promoted internal talent?
q How does the organization approach succession planning for critical roles?
q How does your performance management system support and align with the organization's objectives?
4. Performance q Can you describe the feedback mechanisms in place for performance evaluations? How are they received by employees?
Management q How is underperformance identified and managed within the organization?
q How does HR facilitate effective communication between management and employees, especially regarding talent management?
q What strategies does the organization employ to retain key talent?

5. Retention q How does the company assess employee satisfaction and engagement, and how are these insights acted upon?
q Can you describe a situation where the company successfully retained a valuable employee who was considering leaving? What
were the key factors in their decision to stay?
q How does the organization plan for and manage the retirement of its employees?
6. Retirement q What kind of support or programs does the company offer to employees approaching retirement?
q Can you discuss how succession planning is integrated into the retirement process for key roles?
q How does the organization maintain relationships with former employees?
Chief Operating Officer

q How does the talent strategy align with the operational objectives and challenges of the organization from your perspective?
1. Talent Strategy q Can you describe any operational decisions or changes that were significantly influenced by the organization's talent strategy?
q How do you ensure collaboration between operations and HR in developing and implementing the talent strategy?
q From an operational standpoint, what are the key qualities you look for in new hires, and how do you ensure these qualities are
2. Recruitment prioritized in the recruitment process?
q How do you assess the effectiveness of the organization's recruitment strategy in meeting operational needs?
q Can you share an example of a recruitment challenge your department faced and how it was resolved?
q How do you identify and support the development needs of your team members in alignment with operational goals?
3. Development q What role do you play in the planning and execution of learning and development initiatives within your department?
q Can you provide an example of a development program that had a significant impact on operational performance?
4. Performance q How is performance management integrated into daily operations, and how do you ensure its effectiveness?
Management q What challenges have you faced with performance management, and how have they influenced operational decisions?
q How do you align team and individual performance metrics with broader organizational goals?
q What retention strategies have you found most effective in maintaining a stable and skilled operational team?
5. Retention q How do you balance operational needs with employee satisfaction to enhance retention?
q Can you share a success story where your intervention or strategy significantly improved a key team member's retention?
q How does the retirement process of senior team members impact operations, and how do you manage this transition?
6. Retirement q What strategies are in place to leverage the expertise of retiring employees for knowledge transfer or mentoring?
q How do you view the role of former employees, particularly retirees, in supporting operational goals or as part of the
alumni network?
Head of Talent Acquisition

q How does the talent acquisition strategy align with and support the broader talent strategy of the organization?
1. Talent Strategy q Can you describe how changes in the organization's strategic direction have influenced your talent acquisition strategies?
q How do you ensure that the talent acquisition strategy remains flexible and adaptable to changing business needs?
q What role does talent acquisition play in shaping the organization's workforce planning?
q What are the key challenges you face in the recruitment process, and how do you address them?
2. Recruitment q How do you ensure that the recruitment process aligns with the organization's diversity and inclusion goals?
q Can you describe a particularly innovative or effective recruitment campaign your team has implemented?
q How do you measure the success of your recruitment strategies, and what metrics are most important?
q How is the talent acquisition team involved in the learning and development of new hires?
3. Development q In what ways do you ensure that new recruits have opportunities for professional growth and development within the organization?
q How do you balance the immediate skill needs of the organization with long-term development prospects in your recruitment efforts?
4. Performance q How does the talent acquisition process contribute to the overall performance management strategy of the organization?
Management q Can you share how feedback from performance evaluations is used to refine recruitment strategies?
q What role does talent acquisition play in identifying and attracting high-performing individuals?
q How do you ensure that the recruitment process contributes to higher retention rates?
5. Retention q What strategies do you employ to understand and reduce turnover within the first year of employment?
q How does your team work with other HR functions to address retention challenges?
q How does the impending retirement of key personnel influence your recruitment planning?
6. Retirement q What strategies are in place to capture and transfer knowledge from retiring employees to new hires or existing staff?
q How does your team engage with former employees, and how does this engagement feed back into your talent acquisition strategy?
Head of Learning and Development

q How does your learning and development strategy align with the broader talent strategy of the organization?
1. Talent Strategy q In what ways have you had to adapt your learning and development initiatives to support the organization's evolving strategic goals?
q Can you describe how learning and development initiatives contribute to the overall workforce planning of the organization?
q How do you ensure that your learning and development strategy remains forward-thinking and adaptable to industry changes?
q How does the learning and development department contribute to the organization's recruitment process?
2. Recruitment q Can you share examples of how learning and development opportunities are leveraged as a tool for attracting top talent?
q What role does learning and development play in the onboarding process for new hires?
q How do you communicate the value of learning and development programs to potential candidates?
q How do you identify and prioritize development needs within the organization?
3. Development q Can you share a success story where a learning and development initiative had a significant impact on an employee's career progression?
q What methods or technologies are you currently using to enhance the learning experience within the organization?
q How do you measure the effectiveness of your learning and development programs?
q How are learning and development initiatives integrated into the organization’s performance management strategy?
4. Performance q Can you describe how employee performance data informs the development of new learning programs?
Management q What role does learning and development play in addressing performance gaps within the organization?
q How do you ensure that performance management insights are effectively translated into actionable learning opportunities?
q How do you tailor learning and development programs to aid in employee retention?
5. Retention q Can you discuss how employee feedback has shaped your approach to learning and development in the context of retention?
q What strategies have been most effective in using learning and development as a tool for employee engagement and retention?
q How do you assess the impact of learning and development on long-term employee retention?
q How does the learning and development department prepare employees for retirement?
6. Retirement q Are there specific programs or initiatives aimed at leveraging the expertise of retiring employees for knowledge transfer?
q How do you engage with former employees, particularly in the context of learning and development (e.g., as trainers, mentors)?
q Can you share how learning and development strategies are adjusted in response to senior employees’ retirement and succession planning?
Head of Diversity, Equity, and Inclusion (DEI)

q How is DEI integrated into the overall talent strategy of the organization?
1. Talent Strategy q Can you describe any challenges you've faced in aligning DEI initiatives with the organization's broader strategic goals?
q How do you measure the impact of DEI on the organization's talent strategy?
q What steps have you taken to ensure that DEI principles are consistently applied across all levels and departments?
q How do you ensure that DEI principles are incorporated into the organization's recruitment processes?
2. Recruitment q Can you share examples of how changes in recruitment strategies have improved diversity outcomes?
q What role does DEI play in employer branding and candidate attraction?
q How is success in DEI-focused recruitment measured and evaluated?
q How are DEI considerations integrated into employee development and training programs?
3. Development q Can you discuss any specific development initiatives aimed at promoting diversity and inclusion within the workforce?
q What challenges have you encountered in embedding DEI into development programs, and how have you addressed them?
q How do you ensure equitable access to development and growth opportunities for all employees?
q How does DEI influence the organization's approach to performance management?

4. Performance q Can you describe how you ensure fair and unbiased performance evaluations, particularly for underrepresented groups?
Management q What measures are in place to prevent bias in performance management and feedback processes?
q How is feedback from performance reviews used to inform DEI strategies and initiatives?
q How do you leverage DEI initiatives to improve employee retention?

5. Retention q What strategies are in place to ensure an inclusive environment that supports retention of diverse talent?
q Can you share a success story where DEI efforts significantly impacted employee retention positively?
q How do you track and address DEI-related issues that might affect employee satisfaction and retention?
q How are DEI considerations managed in the context of retirement and transitioning employees?
q What role does DEI play in engaging with and leveraging the skills of retired employees or alumni?
6. Retirement q Can you discuss any initiatives aimed at ensuring inclusive practices in succession planning for retiring employees?
q How do you approach knowledge transfer and mentorship programs considering DEI, especially concerning retiring
employees?
Section 4: Scorecards
TALENT MANAGEMENT DIAGNOSTIC—SECTION 4: SCORECARDS
Summary: Talent Management Diagnostic for [ORGANIZATION NAME]

Topic Item Nascent Developing Mature Optimized Comments
xx
I. TALENT STRATEGY 1. Talent Strategy
xx
2. Workforce Planning
xx
3. Diversity, Equity, and Inclusion
xx
4. Technology and Systems
xx
II. RECRUITMENT 5. Talent Acquisition
xx
6. Onboarding
7. Engagement of Independent xx
Professionals
xx
8. Adapting to Local Talent Needs
xx
III. DEVELOPMENT 9. Learning & Development
xx
10. Leadership Development
xx
11. Succession Planning

IV. PERFORMANCE xx
12. Performance Management
MANAGEMENT
xx
13. Talent Analytics
xx
14. Change Management
xx
15. Stakeholder Communication
xx
V. RETENTION 16. Compensation and Rewards
xx
17. Employee Engagement
xx
18. Employee Well-being
xx
19. Organizational Culture
xx
20. Retention Strategies
xx
21. Talent Mobility
xx
22. Promotion

xx
VI. FORMER EMPLOYEES 23. Retirement Process
xx
24. Alumni Engagement
TALENT MANAGEMENT DIAGNOSTIC—SECTION 4: SCORECARDS I. Talent Strategy
II. Recruitment
1. Talent Strategy III.
IV.
Development
V. Retention
LEVEL CHARACTERISTICS VI. Former Employees
q Strategy Definition: No clear talent strategy is defined or documented.

q Alignment with Business Objectives: Talent processes seem ad hoc, with no evident alignment to the company's broader business goals.
Stakeholder Involvement: Minimal to no engagement of key stakeholders in defining or understanding the talent strategy.
1. Nascent q
q Review and Iteration: No regular reviews of the strategy, leading to a static approach despite changing business needs.
q Strategy Definition: A basic talent strategy is defined but may lack depth or breadth.
q Alignment with Business Objectives: Some efforts to align talent processes with business goals, but they are inconsistent or not fully realized.
q Stakeholder Involvement: Some key stakeholders are engaged in talent strategy discussions, but not all relevant parties are included.
2. Developing q Review and Iteration: Infrequent reviews of the talent strategy, and changes are made reactively rather than proactively.
q Strategy Definition: A clear and comprehensive talent strategy is documented, understood, and referenced in decision-making.
q Alignment with Business Objectives: Systematic alignment of talent processes and programs with the company's business goals is evident.
q Stakeholder Involvement: Key stakeholders, including top management, are actively engaged and invested in the talent strategy.
3. Mature q Review and Iteration: Regular reviews of the talent strategy are conducted, with iterative improvements made based on business needs and
feedback.
q Strategy Definition: The talent strategy is not only defined but also serves as a benchmark for peers in the industry.
q Alignment with Business Objectives: Seamless integration of talent strategy with business objectives, driving clear and measurable outcomes.
q Stakeholder Involvement: All relevant stakeholders are proactively involved, and their feedback is actively sought to refine the talent strategy.
4. Optimized q Review and Iteration: Continuous improvement processes are embedded, ensuring the talent strategy remains dynamic, responsive, and ahead
of industry trends.
II. Recruitment
2. Workforce Planning III.
IV.
Development
V. Retention
q Forecasting: Minimal or no efforts to predict future workforce needs; decisions made reactively.
q Alignment with Business Strategy: Workforce decisions made in isolation without considering broader business objectives or market conditions.
q Skills Gap Analysis: No systematic process to identify skills shortages or surpluses.
1. Nascent q Stakeholder Collaboration: Limited or no collaboration between HR, leadership, and other departments in workforce-related decisions.
q Flexibility & Responsiveness: Inability to adapt to sudden changes in workforce needs or external factors.
q Forecasting: Some basic attempts to predict future talent needs, but may lack accuracy or comprehensiveness.
q Alignment with Business Strategy: Initial steps to align workforce decisions with business goals, but not consistently applied.
q Skills Gap Analysis: Periodic efforts to identify skills gaps, but actions based on findings may be limited.
2. Developing q Stakeholder Collaboration: Occasional collaboration between departments, but it might be ad hoc or not fully integrated.
q Flexibility & Responsiveness: Some capability to adjust to workforce changes, but reactions might be delayed.
q Forecasting: Robust forecasting mechanisms in place, leveraging both internal data and external market trends.
q Alignment with Business Strategy: Systematic alignment of workforce plans with strategic business objectives, ensuring the right talent is in
place to achieve goals.
3. Mature q Skills Gap Analysis: Regular, comprehensive analysis of skills gaps with clear strategies to address identified shortages or surpluses.
q Stakeholder Collaboration: Continuous collaboration and communication between HR, leadership, and other key stakeholders.
q Flexibility & Responsiveness: Proactive mechanisms in place to adapt to shifts in workforce needs, leveraging insights from analytics and market.
q Forecasting: Advanced predictive modeling and AI-driven tools to anticipate future workforce challenges and opportunities.
q Alignment with Business Strategy: Seamless integration of workforce planning with overall business strategy, ensuring agility and
competitiveness.
4. Optimized q Skills Gap Analysis: Advanced tools and platforms for real-time skills assessment, allowing for immediate interventions.
q Stakeholder Collaboration: A culture of cross-functional collaboration, ensuring that all workforce decisions are informed by diverse
perspectives.
q Flexibility & Responsiveness: High agility in responding to both anticipated and unexpected workforce changes, ensuring organizational
resilience.
II. Recruitment
3. Diversity, Equity, and Inclusion III.
IV.
Development
V. Retention
q Policy and Framework: Absence or minimal presence of formal DEI policies or frameworks.
q Measurement and Tracking: No consistent metrics or tracking mechanisms in place to evaluate DEI efforts.
q Training and Awareness: Minimal or no training provided to employees on DEI topics.
1. Nascent q Leadership Commitment: Limited visibility or involvement of leadership in DEI initiatives.
q Integration with Talent Strategy: DEI considerations are not integrated into broader talent management or organizational strategies.
q Policy and Framework: Basic DEI policies exist but may lack depth or comprehensive coverage.
q Measurement and Tracking: Initial efforts to measure diversity metrics, but they may be infrequent or lack comprehensiveness.
q Training and Awareness: Occasional training or workshops on DEI, but they might not be systematic or tailored.
2. Developing q Leadership Commitment: Some leadership acknowledgment of DEI, but inconsistent commitment or action.
q Integration with Talent Strategy: Some attempts to consider DEI in talent processes, but integration is not comprehensive or consistent.
q Policy and Framework: Clear and comprehensive DEI policies and frameworks that are communicated and understood organization-wide.
q Measurement and Tracking: Regularly tracked diversity metrics, with transparent reporting and clear action plans based on insights.
q Training and Awareness: Systematic DEI training programs that are updated regularly and cater to different levels within the organization.
3. Mature q Leadership Commitment: Active leadership involvement in DEI, with visible champions and consistent communication about its importance.
q Integration with Talent Strategy: DEI is integrated into talent acquisition, development, promotion, and other key talent processes.
q Policy and Framework: Best-in-class DEI policies that are comprehensive as well as benchmarked and adapted based on global best practices.
q Measurement and Tracking: Advanced analytics and tools to measure DEI impact, predict challenges, and offer actionable insights in real-time.
q Training and Awareness: Innovative training methodologies, including simulations, role-playing, and external expert sessions, tailored to
4. Optimized individual and team needs.
q Leadership Commitment: Leadership champions DEI as a core organizational value, fostering a culture where DEI is everyone's responsibility.
q Integration with Talent Strategy: Seamless integration of DEI considerations into all facets of talent strategy, influencing organizational culture,
performance, and business outcomes.
II. Recruitment
4. Technology and Systems III.
IV.
Development
V. Retention
q Infrastructure: Outdated or minimal technological infrastructure, with limited digital tools and systems in place.
q Integration and Efficiency: Lack of integration between different systems, leading to inefficiencies and data silos.
q User Adoption and Training: Low levels of user adoption, with minimal or no training provided to employees on technology use.
1. Nascent q Support and Maintenance: Limited IT support available, with slow response times and inadequate maintenance of systems.
q Strategic Alignment: Technology and systems are not aligned with the organization's broader strategic goals and needs.
q Infrastructure: Basic technology infrastructure in place, but it may not be modern or fully capable of meeting current needs.
q Integration and Efficiency: Some efforts at integration, but systems often operate in isolation, and data sharing is limited.
q User Adoption and Training: Occasional training on technology use, but it might not be comprehensive or ongoing.
2. Developing q Support and Maintenance: IT support is available, but it may not be proactive or fully equipped to handle all issues efficiently.
q Strategic Alignment: Initial attempts to align technology with organizational strategy, but this alignment is not yet fully realized or effective.
q Infrastructure: Robust and modern technological infrastructure that supports the majority of organizational needs.
q Integration and Efficiency: Good integration across systems, facilitating efficient data sharing and process automation.
q User Adoption and Training: High levels of user adoption with regular, structured training programs to ensure effective use of technology.
3. Mature q Support and Maintenance: Reliable IT support with timely responses and proactive system maintenance.
q Strategic Alignment: Technology and systems are largely aligned with the organization's strategic goals, enhancing operational effectiveness.
q Infrastructure: State-of-the-art technology infrastructure, leveraging the latest innovations to drive business advantage.
q Integration and Efficiency: Seamless integration across all systems, with advanced data analytics capabilities and highly efficient processes.
q User Adoption and Training: Exceptional user adoption, supported by ongoing, dynamic training and user support systems.
4. Optimized q Support and Maintenance: Cutting-edge IT support and maintenance processes, utilizing predictive analytics and AI to preempt issues.
q Strategic Alignment: Full alignment of technology and systems with organizational strategy, enabling and driving key business initiatives and
innovation.
II. Recruitment
5. Talent Acquisition III.
IV.
Development
V. Retention
q Recruitment Processes: Recruitment is largely reactive, with no structured process in place.

q Employer Branding: Little to no conscious effort to develop or communicate an employer brand.
Sourcing Strategies: Reliance mainly on basic channels like job boards; limited or no use of proactive sourcing or networking.
1. Nascent q
q Candidate Experience: No formalized candidate experience strategy; inconsistent communication with applicants.
q Onboarding: Minimal or ad hoc onboarding processes, leading to longer time for new hires to become productive.
q Recruitment Processes: Some structure in recruitment processes, but they lack consistency or efficiency.
q Employer Branding: Beginning stages of employer branding, but not effectively communicated or consistently portrayed.
q Sourcing Strategies: Use of a few advanced channels or methods like referrals, but not fully diversified.
2. Developing q Candidate Experience: Recognized importance of candidate experience, but execution is inconsistent or lacks feedback mechanisms.
q Onboarding: Basic onboarding procedures in place, but they may not cover all the aspects necessary for seamless integration.
q Recruitment Processes: Structured and consistent recruitment processes, integrated with technology for efficiency.
q Employer Branding: Clear employer value proposition which is integrated into recruitment materials and messages.
q Sourcing Strategies: Multi-channel approach, including proactive sourcing, leveraging networks, and targeted recruitment campaigns.
3. Mature q Candidate Experience: Consistently positive candidate experience, with feedback mechanisms in place to ensure continuous improvement.
q Onboarding: Comprehensive onboarding processes that ensure new hires are productive and integrated quickly, with relevant training modules.
q Recruitment Processes: Industry-leading practices in recruitment, using advanced technology (like AI or predictive analytics) to drive decisions
and enhance efficiency.
q Employer Branding: Recognized as an employer of choice in the industry; branding efforts yield tangible benefits in attracting top talent.
4. Optimized q Sourcing Strategies: Advanced and adaptive sourcing strategies that are regularly refined based on data and analytics.
q Candidate Experience: Exceptional and memorable candidate experience that positions the organization as a top choice for talent; feedback is
continuously used for refinement.
q Onboarding: Best-in-class onboarding with personalized paths for different roles, continuous feedback loops, and integration of latest tools and
methods for rapid assimilation.
II. Recruitment
6. Onboarding III.
IV.
Development
V. Retention
q Program Structure: Onboarding process is ad hoc, with no standardized or formal program in place.
q Orientation Content: Limited orientation provided, focusing mainly on paperwork and basic rules, with little to no job-specific training.
Employee Integration: Minimal efforts to integrate new hires into the team or company culture.
1. Nascent q
q Feedback and Adjustment: Lack of mechanisms to collect feedback from new hires or adjust onboarding process based on their experiences.
q Performance Impact: New employees often take a long time to reach full productivity, with high initial turnover rates.
q Program Structure: Basic onboarding program exists, but it may lack consistency or depth across different departments.
q Orientation Content: Orientation covers essential information but lacks engagement or personalization for different roles.
q Employee Integration: Some attempts to help new hires integrate, but these are not systematic or fully effective.
2. Developing q Feedback and Adjustment: Occasional collection of feedback on the onboarding experience, with sporadic adjustments made.
q Performance Impact: New hires gradually adapt to their roles, but the time to reach full productivity is still longer than ideal.
q Program Structure: Structured onboarding program with a clear timeline and checkpoints.
q Orientation Content: Comprehensive orientation covering company policies, culture, and specific job training.
q Employee Integration: Systematic efforts to integrate new hires, including team introductions and culture assimilation activities.
3. Mature q Feedback and Adjustment: Regular feedback is solicited from new hires, and the program is adjusted based on this input.
q Performance Impact: New employees are able to become productive more quickly, and early turnover rates are reduced.
q Program Structure: Dynamic, best-in-class onboarding program that is regularly updated based on latest best practices.
q Orientation Content: Highly engaging and personalized orientation content, tailored to different roles and individual learning styles.
q Employee Integration: Strong focus on integration, with mentorship programs, cultural immersion, and team-building activities.
4. Optimized q Feedback and Adjustment: Continuous feedback loop with real-time adjustments to the onboarding process.
q Performance Impact: New hires rapidly reach productivity, with high levels of satisfaction and low initial turnover.
II. Recruitment
7. Engagement of Independent Professionals III.
IV.
Development
V. Retention
q Strategy: No formal strategy for engaging independent professionals. Engagements might be ad hoc and reactive.
q Awareness: Little to no awareness among executives about the advantages of hiring independent professionals. Most might lean towards
traditional hiring.
1. Nascent q Contracting: No standardized contracting process in place; potential legal and compliance risks with every engagement.
q Onboarding: Inconsistent onboarding processes; independent professionals might face delays or confusion in starting work, limiting their
effectiveness.
q Strategy: Initial steps towards creating a strategy for engaging independent professionals but might be limited in scope or application.
q Awareness: Some executives recognize the value of independent professionals, but this mindset might not be widespread or deeply ingrained.
q Contracting: Basic contracting processes in place, but might be cumbersome or lack flexibility. Independent professionals could face long wait
2. Developing times or bureaucratic hurdles.
q Onboarding: Some standard procedures exist for onboarding, but they might not be consistently applied, causing varying experiences for
independent professionals.
q Strategy: Defined strategy for engaging independent professionals that aligns with organizational talent needs, though it might need regular
updates or refinements.
q Awareness: Most executives understand and support the engagement of independent professionals, but there might be room to strengthen this
3. Mature buy-in across the board.
q Contracting: Efficient and compliant contracting processes, but occasional bottlenecks or challenges might still occur.
q Onboarding: Streamlined onboarding processes that ensure independent professionals can start work effectively; may need minor improvement.
q Strategy: Formal strategy in place to guide the engagement of independent professionals to meet specialized, short-term talent needs across
the organization.
q Awareness: Executives are aware of the benefits of engaging independent professionals and the process for doing so.
4. Optimized q Contracting: Procurement team has a streamlined process, roadblocks have been identified and removed.
q Onboarding: Optimized processes to onboard independent professionals efficiently with laptop, building access, or other system access as
required.
II. Recruitment
8. Adapting to Local Talent Needs III.
IV.
Development
V. Retention
q Global-Local Integration: Minimal or no efforts to align global talent strategies with local needs.
q Localization: Limited understanding or consideration of local cultural, legal, or market differences in talent strategies.
q Communication: Inconsistent or unclear communication between global headquarters and local offices regarding talent strategies.
1. Nascent q Scalability: No clear processes to scale successful local initiatives to a global level or vice versa.
q Talent Mobility: Limited or no programs to facilitate talent movement between regions or countries.
q Global-Local Integration: Some attempts to balance global and local talent needs, but may lack depth or effectiveness.
q Localization: Basic consideration of local nuances in talent strategies, but may not cover all key aspects.
q Communication: Occasional dialogues between global and local teams, but they might be reactive rather than strategic.
2. Developing q Scalability: Initial steps to identify and scale successful initiatives, but processes may not be streamlined.
q Talent Mobility: Some programs in place to move talent across borders, but they might be limited in scope.
q Global-Local Integration: Systematic approach to ensuring that global talent strategies account for and support local needs.
q Localization: Comprehensive understanding and integration of local cultural, legal, and market nuances in global talent initiatives.
q Communication: Regular, structured communication channels between global and local teams, fostering mutual understanding and alignment.
3. Mature q Scalability: Efficient mechanisms to identify, adapt, and scale successful talent initiatives across regions.
q Talent Mobility: Robust programs facilitating talent movement, including cross-training, shadowing, and short-term assignments across
geographies.
q Global-Local Integration: Seamless fusion of global strategies with local expertise, ensuring agility and responsiveness to regional nuances.
q Localization: Advanced tools and methodologies to continually assess and adapt to local needs in real-time, driving competitive advantage.
q Communication: Proactive and predictive communication models, ensuring global and local teams are always aligned and informed.
4. Optimized q Scalability: Cutting-edge platforms and processes to rapidly scale innovations and best practices across the global organization.
q Talent Mobility: Comprehensive talent mobility programs with clear paths for growth, fostering a truly global talent mindset and capability.
II. Recruitment
9. Learning & Development III.
IV.
Development
V. Retention
q Training Curriculum: Ad hoc training sessions, lacking a structured curriculum or clear learning pathways.
q Delivery Methods: Reliance primarily on traditional, instructor-led training without variation.
Needs Assessment: Little to no assessment of employee skill gaps or learning needs.
1. Nascent q
q Feedback and Iteration: No consistent feedback mechanisms or evaluation of training effectiveness.
q Technological Integration: Minimal or no use of digital tools or platforms in the delivery of training.
q Training Curriculum: Basic training curriculum in place but might be outdated or not comprehensive.
q Delivery Methods: Experimentation with a few different training delivery methods, but not consistently or strategically applied.
q Needs Assessment: Periodic assessment of learning needs but not integrated into a systematic L&D strategy.
2. Developing q Feedback and Iteration: Some feedback collected post-training, but not consistently analyzed or used for improvement.
q Technological Integration: Beginning to integrate digital platforms or tools, but usage might be sporadic or not fully optimized.
q Training Curriculum: Well-defined training curriculum that caters to a broad spectrum of roles and skills within the organization.
q Delivery Methods: Blended learning approaches combining traditional training with e-learning, workshops, and other methods.
q Needs Assessment: Regular assessments conducted to identify skill gaps, and L&D strategies are aligned accordingly.
3. Mature q Feedback and Iteration: Structured feedback mechanisms in place, with regular reviews to iterate and enhance training modules.
q Technological Integration: Robust integration of Learning Management Systems (LMS) or other digital platforms to facilitate and track learning.
q Training Curriculum: State-of-the-art curriculum that is industry-leading and adaptable to rapid changes in skill demands.
q Delivery Methods: Advanced, diversified methods like micro-learning, gamification, virtual reality, or augmented reality training modules.
q Needs Assessment: Proactive and predictive assessment using data analytics to forecast future learning needs and adapt accordingly.
4. Optimized q Feedback and Iteration: Continuous feedback loops, using advanced analytics to measure training ROI and effectiveness, leading to agile
curriculum refinements.
q Technological Integration: Seamless integration of cutting-edge technology, AI-driven personalization, and adaptive learning pathways tailored
to individual learners.
II. Recruitment
10. Leadership Development III.
IV.
Development
V. Retention
q Identification Process: No systematic approach to identify leadership potential; decisions are often ad hoc or based on tenure.
q Development Curriculum: Lack of structured leadership development programs or initiatives.
Mentoring and Coaching: Minimal or no emphasis on mentoring or coaching for emerging leaders.
1. Nascent q
q Feedback and Assessment: Absence of regular feedback mechanisms or leadership competency assessments.
q Alignment with Organizational Goals: Leadership development, if any, is not aligned with the strategic goals or needs of the organization.
q Identification Process: Initial efforts to spot leadership potential, but criteria might be vague or inconsistently applied.
q Development Curriculum: Basic leadership training in place, but it might not be comprehensive or tailored to individual needs.
q Mentoring and Coaching: Some mentoring or coaching initiatives, but they may lack depth or structure.
2. Developing q Feedback and Assessment: Occasional feedback provided to potential leaders, but not in a structured or actionable manner.
q Alignment with Organizational Goals: Some alignment of leadership development with organizational objectives, but not fully integrated.
q Identification Process: Clear and objective criteria for identifying high-potential leaders, often backed by assessments or data-driven insights.
q Development Curriculum: Structured leadership development programs that address various leadership competencies and levels.
q Mentoring and Coaching: Robust mentoring and coaching frameworks, pairing emerging leaders with seasoned executives or external experts.
3. Mature q Feedback and Assessment: Regular and structured feedback sessions, complemented by leadership assessments to gauge progress and areas of
improvement.
q Alignment with Organizational Goals: Strong alignment of leadership development initiatives with the strategic direction and organization needs.
q Identification Process: Proactive use of analytics and predictive modeling to spot and nurture leadership potential from early career stages.
q Development Curriculum: Best-in-class, adaptive leadership programs incorporating diverse learning modalities like simulations, experiential
learning, and cross-functional rotations.
4. Optimized q Mentoring and Coaching: Advanced mentoring programs leveraging both internal and external networks, complemented by executive coaching
tailored to individual needs.
q Feedback and Assessment: Continuous 360-degree feedback systems for leaders, integrated with advanced assessment tools that offer real-
time development insights.
q Alignment with Organizational Goals: Seamless integration of leadership development with business strategy, ensuring a continuous pipeline of
leaders ready to drive organizational success.
II. Recruitment
11. Succession Planning III.
IV.
Development
V. Retention
q Identification Process: No formal process for identifying key roles or potential successors.
q Development Initiatives: No targeted development programs for potential successors.
Documentation: Lack of written succession plans or clear guidelines.
1. Nascent q
q Stakeholder Engagement: Minimal involvement of leadership or key stakeholders in the succession planning process.
q Review and Iteration: Absence of regular reviews or updates to succession plans.
q Identification Process: Initial efforts to identify critical roles but may lack a consistent methodology for identifying potential successors.
q Development Initiatives: Some training or development programs in place but might not be tailored to the unique needs of successors.
q Documentation: Basic succession plans exist but may be too generic or lack depth.
2. Developing q Stakeholder Engagement: Limited engagement of leadership in the process, and decisions might be made in silos.
q Review and Iteration: Infrequent reviews of succession plans, leading to potential misalignment with current organizational needs.
q Identification Process: Clear criteria for identifying critical roles and a systematic approach to spotting potential successors based on skills,
performance, and potential.
q Development Initiatives: Tailored development paths for potential successors, including mentoring, coaching, and specific training modules.
3. Mature q Documentation: Comprehensive succession plans that are well-documented, communicated, and understood by relevant stakeholders.
q Stakeholder Engagement: Active involvement of leadership and key stakeholders, ensuring alignment with strategic business goals.
q Review and Iteration: Regular reviews of succession plans with periodic updates to ensure alignment with business and talent landscapes.
q Identification Process: Proactive and predictive analytics used to identify potential succession gaps before they emerge and to spotlight high-
potential individuals for succession early in their careers.
q Development Initiatives: Best-in-class development initiatives, including cross-functional rotations, leadership incubators, and external
4. Optimized exposures for potential successors.
q Documentation: Dynamic, digital succession maps that offer real-time insights and can be integrated with other HR systems.
q Stakeholder Engagement: Full integration of succession planning with business strategy, with proactive collaboration between HR, leadership,
and other key stakeholders.
q Review and Iteration: Continuous feedback loops and agile methodologies applied to succession planning, ensuring adaptability and
responsiveness to rapid organizational changes.
II. Recruitment
12. Performance Management III.
IV.
Development
V. Retention
q Goal Setting: No clear or consistent process for setting performance objectives or aligning them with broader organizational goals.
q Feedback Mechanisms: Feedback, if any, is sporadic and lacks structure. Little to no emphasis on continuous feedback.
Evaluation Processes: Absence of a standardized evaluation process; assessments might be subjective or inconsistent.
1. Nascent q
q Development Integration: No linkage between performance results and individual development plans.
q Review Frequency: No regular performance review cycles, or they occur too infrequently to be meaningful.
q Goal Setting: Initial efforts to set performance objectives, but they might lack clarity or alignment with departmental or organizational goals.
q Feedback Mechanisms: Some feedback mechanisms in place, but they may not be universally applied or might lack depth.
q Evaluation Processes: Basic evaluation processes established, but they might be overly simplistic or not fully objective.
2. Developing q Development Integration: Some effort to tie performance results to training or development, but it's not systematized or fully effective.
q Review Frequency: Infrequent performance review cycles, which may not provide timely insights.
q Goal Setting: Clear performance objectives set for employees, aligned with team and organizational objectives.
q Feedback Mechanisms: Regular feedback sessions, including manager reviews and peer feedback, fostering a culture of continuous improvement.
q Evaluation Processes: Standardized, objective, and transparent evaluation processes that are understood and accepted by employees.
3. Mature q Development Integration: Direct linkage between performance results and individual development plans, ensuring performance insights lead to
growth opportunities.
q Review Frequency: Established and consistent performance review cycles, ensuring timely insights and adjustments.
q Goal Setting: Dynamic goal setting processes that are agile and can be adapted based on real-time organizational shifts or changes in strategic
direction.
q Feedback Mechanisms: Comprehensive 360-degree feedback systems, supplemented by real-time feedback tools and technologies.
4. Optimized q Evaluation Processes: Advanced analytics and tools used to evaluate performance, reducing biases and enhancing objectivity.
q Development Integration: Seamless integration between performance insights and tailored development pathways, facilitated by advanced L&D
platforms.
q Review Frequency: Continuous performance management practices, moving beyond traditional cycles to real-time, ongoing dialogues and
adjustments.
II. Recruitment
13. Talent Analytics III.
IV.
Development
V. Retention
q Data Collection: Minimal or no systematic collection of talent-related data.

q Analytical Tools & Infrastructure: Absence of dedicated tools or platforms for analyzing talent data.
q Insight Generation: Limited capability to derive actionable insights from available data.
1. Nascent q Decision-making Integration: Decisions largely made on intuition or ad hoc information rather than data-driven insights.
q Skill Development: No focused efforts on building analytical skills within the HR team.
q Data Collection: Basic data collection mechanisms in place, but they might not cover all key talent metrics or may lack accuracy.
q Analytical Tools & Infrastructure: Some use of basic analytical tools, but they might lack advanced functionalities or integrations.
q Insight Generation: Occasional derivation of insights, but they might be superficial or not tied to strategic objectives.
2. Developing q Decision-making Integration: Some decisions factor in data-derived insights, but integration is not consistent or comprehensive.
q Skill Development: Initial steps to upskill HR personnel in data analytics, but efforts might be sporadic.
q Data Collection: Comprehensive collection of talent data, including both quantitative and qualitative metrics, with regular audits for accuracy.
q Analytical Tools & Infrastructure: Adoption of specialized talent analytics platforms with the ability to handle complex analyses.
q Insight Generation: Consistent generation of actionable insights that align with broader talent and business strategies.
3. Mature q Decision-making Integration: Systematic integration of data-derived insights into most talent-related decisions, from hiring to retention.
q Skill Development: Ongoing training programs in place to ensure HR and leadership are well-versed in leveraging analytics for talent
management.
q Data Collection: Real-time and predictive data collection mechanisms that preemptively identify talent trends and challenges.
q Analytical Tools & Infrastructure: Cutting-edge platforms and tools with AI-driven analytics, predictive modeling, and seamless integrations.
q Insight Generation: Advanced insights not just descriptive but also prescriptive, suggesting clear courses of action.
4. Optimized q Decision-making Integration: Entire organization is data-informed, with analytics deeply embedded in all talent strategies and decisions.
q Skill Development: A culture of continuous learning, ensuring the HR team and leadership are always at the forefront of talent analytics best
practices.
II. Recruitment
14. Change Management III.
IV.
Development
V. Retention
q Strategy and Planning: Little to no formal strategy or planning for managing organizational changes. Reactions to change are mostly ad hoc.
q Communication: Minimal communication regarding changes, leading to confusion and resistance among stakeholders.
q Stakeholder Engagement: Limited involvement of stakeholders in the change process. Feedback and concerns are rarely solicited or addressed.
1. Nascent q Training and Support: Scarce training or support provided to employees to navigate changes, resulting in low adoption and effectiveness.
q Measurement and Adaptation: No structured approach to measure the impact of changes or to adapt strategies based on outcomes.
q Strategy and Planning: Basic change management strategy in place, but it may lack comprehensiveness or clear objectives.
q Communication: Occasional communication about changes, but it may not be timely or consistent across the organization.
q Stakeholder Engagement: Some efforts to involve stakeholders in the change process, but engagement is not deep or widespread.
2. Developing q Training and Support: Limited training and support initiatives are available, but they may not be fully effective or accessible to all employees.
q Measurement and Adaptation: Some attempts to measure the impact of change initiatives, but the process is not systematic or fully leveraged
for improvement.
q Strategy and Planning: Well-defined and structured strategy for managing change, including clear goals and action plans.
q Communication: Regular, transparent communication across the organization about changes, reasons behind them, and expected impacts.
q Stakeholder Engagement: Active involvement of stakeholders in planning and implementing changes; regular feedback sought and incorporated.
3. Mature q Training and Support: Comprehensive training and support programs are in place to help employees adapt to changes effectively.
q Measurement and Adaptation: Regular assessment of change impact with mechanisms to adapt and refine strategies based on feedback and
results.
q Strategy and Planning: Advanced, proactive change management strategies, anticipating potential disruptions and preparing accordingly.
q Communication: Ongoing communication strategies that keep all stakeholders informed and engaged throughout the change process.
q Stakeholder Engagement: Deep and ongoing engagement with stakeholders, fostering a culture of collaboration and co-ownership of change
4. Optimized initiatives.
q Training and Support: State-of-the-art training and support systems, leveraging technology and personalized approaches to facilitate change
adoption.
q Measurement and Adaptation: Sophisticated tools and metrics to continuously measure the effectiveness of change management, with agile
adaptation to insights and external shifts.
II. Recruitment
15. Stakeholder Communication III.
IV.
Development
V. Retention
q Clarity and Consistency: Communication with stakeholders is unclear, inconsistent, or infrequent, leading to misunderstandings or lack of
awareness.
q Channels and Tools: Limited or ineffective use of communication channels and tools, with a heavy reliance on informal or ad hoc methods.
1. Nascent q Feedback Mechanisms: Minimal opportunities for stakeholders to provide feedback; any feedback given is rarely acknowledged or acted upon.
q Integration with Strategy: Stakeholder communication is not aligned with or supportive of broader organizational strategies or objectives.
q Responsiveness: Slow or non-existent responses to stakeholder inquiries or concerns, leading to frustration and disengagement.
q Clarity and Consistency: Some efforts to communicate clearly with stakeholders, but messages may lack uniformity across different channels
or departments.
q Channels and Tools: Basic use of formal communication channels, but these may not be fully effective or widely adopted.
2. Developing q Feedback Mechanisms: Occasional opportunities for feedback are provided, but they may not be well-promoted or systematically integrated.
q Integration with Strategy: Attempts to align communication with organizational strategy, but integration is often superficial or inconsistent.
q Responsiveness: Responses to stakeholders are somewhat timely, but may lack consistency or fail to fully address concerns.
q Clarity and Consistency: Clear, consistent communication across various channels, ensuring stakeholders are well-informed and aligned.
q Channels and Tools: Effective use of a range of communication tools and channels, tailored to different stakeholder needs and preferences.
q Feedback Mechanisms: Regular, structured opportunities for stakeholder feedback, with clear processes for incorporation and response.
3. Mature q Integration with Strategy: Stakeholder communication is well-integrated with organizational strategies, supporting and reinforcing key
objectives.
q Responsiveness: Prompt and effective responses to stakeholder inquiries and concerns, fostering trust and engagement.
q Clarity and Consistency: Exceptional clarity and consistency in communication, setting industry standards and leading to high levels of
stakeholder understanding and alignment.
q Channels and Tools: Advanced, innovative use of communication channels and tools, leveraging technology for greater reach and impact.
4. Optimized q Feedback Mechanisms: Proactive, continuous feedback loops with stakeholders, using insights to drive improvement and innovations.
q Integration with Strategy: Seamless integration of communication with organizational strategy, reinforcing and advancing key objectives.
q Responsiveness: Rapid, thoughtful, and comprehensive responses to all stakeholder communications; strong commitment to stakeholder
engagement.
II. Recruitment
16. Retention Strategies III.
IV.
Development
V. Retention
q Retention Analysis: Absence or minimal efforts to analyze employee turnover or reasons behind it.
q Proactive Initiatives: Limited or no proactive measures to address potential retention issues before they arise.
q Feedback Mechanisms: No structured channels for employees to communicate concerns or needs that might influence their decision to stay.
1. Nascent q Tailored Programs: One-size-fits-all approach without specific programs tailored to different employee groups or roles.
q Alignment with Business Goals: Retention strategies, if any, are not aligned with the broader business objectives or culture.
q Retention Analysis: Occasional efforts to study employee turnover, but insights might be superficial or not acted upon.
q Proactive Initiatives: Some measures in place, but they might be reactive rather than preventive.
q Feedback Mechanisms: Basic channels like exit interviews, but lack of continuous feedback loops from current employees.
2. Developing q Tailored Programs: Initial efforts to differentiate retention programs, but they might not be comprehensive or effectively targeted.
q Alignment with Business Goals: Some alignment of retention strategies with business goals, but not fully integrated or emphasized.
q Retention Analysis: Systematic tracking and analysis of employee turnover, with clear insights and action plans derived from the data.
q Proactive Initiatives: Strategic measures addressing identified retention risk factors, with a focus on preventive actions.
q Feedback Mechanisms: Multiple, ongoing feedback channels, like stay interviews and regular employee surveys, ensuring a continuous dialogue.
3. Mature q Tailored Programs: Specific retention programs catering to different demographics, roles, or tenure stages, acknowledging unique needs and
motivations.
q Alignment with Business Goals: Clear alignment of retention strategies with business objectives, ensuring employees see a clear future within
the organization.
q Retention Analysis: Advanced analytics and predictive modeling to foresee potential turnover risks and proactively address them.
q Proactive Initiatives: Holistic, organization-wide retention culture, emphasizing continuous improvement and adaptability to changing
workforce needs.
4. Optimized q Feedback Mechanisms: Seamless, real-time feedback platforms, ensuring immediate response to emerging concerns or needs.
q Tailored Programs: Highly customized retention programs, leveraging data and individualized insights for maximum relevance and impact.
q Alignment with Business Goals: Full integration of retention insights into broader business strategy and talent management, driving a culture
of growth, stability, and loyalty.
II. Recruitment
17. Compensation and Rewards III.
IV.
Development
V. Retention
q Policy and Framework: Absence or minimal presence of structured compensation policies or frameworks.
q Market Benchmarking: No consistent efforts to benchmark compensation against market or industry standards.
q Performance Linkage: Compensation not clearly linked to performance or defined objectives.
1. Nascent q Non-monetary Rewards: Minimal or ad hoc non-monetary recognition and reward initiatives.
q Transparency and Communication: Lack of clarity and communication regarding compensation and reward mechanisms to employees.
q Policy and Framework: Basic compensation policies in place, but they may lack comprehensiveness or adaptability.
q Market Benchmarking: Occasional efforts to benchmark compensation, but they might not cover all roles or be up-to-date.
q Performance Linkage: Some efforts to link compensation to performance, but criteria might be vague or inconsistently applied.
2. Developing q Non-monetary Rewards: Some recognition programs in place, but they might be infrequent or not well-promoted.
q Transparency and Communication: Limited communication about compensation structures, leading to potential misunderstandings or
misalignments.
q Policy and Framework: Clear, comprehensive, and adaptive compensation policies and frameworks that align with organizational goals.
q Market Benchmarking: Regular and systematic benchmarking against market and industry standards to ensure competitiveness.
q Performance Linkage: Transparent and objective criteria for linking compensation to individual and team performance.
3. Mature q Non-monetary Rewards: Structured and varied non-monetary reward initiatives, such as recognition programs, experiential rewards, and growth
opportunities.
q Transparency and Communication: Regular communication and clarity around compensation and reward strategies, ensuring alignment and
understanding across the organization.
q Policy and Framework: Advanced, data-driven compensation strategies that adhere to best practices and adapt to market trends.
q Market Benchmarking: Real-time tools and analytics for continuous benchmarking, ensuring adjustments to maintain competitiveness.
q Performance Linkage: Sophisticated performance metrics, integrated with real-time feedback mechanisms, directly influencing compensation
4. Optimized adjustments.
q Non-monetary Rewards: Innovative, tailored non-monetary rewards that cater to individual preferences and emerging trends, ensuring
maximum motivational impact.
q Transparency and Communication: Seamless, two-way communication platforms that promote understanding, feedback, and collaboration
around compensation and rewards strategies.
II. Recruitment
18. Employee Engagement III.
IV.
Development
V. Retention
q Measurement Tools: No consistent tools or methodologies in place to measure employee engagement.

q Feedback Channels: Limited or no channels for employees to voice concerns, feedback, or suggestions.
Engagement Initiatives: Ad hoc or sporadic initiatives, with no strategic planning or clear objectives.
1. Nascent q
q Leadership Involvement: Minimal leadership visibility or involvement in engagement-related activities.
q Integration with Talent Strategy: Employee engagement is not considered in broader talent management or organizational strategies.
q Measurement Tools: Occasional surveys or tools used to gauge engagement, but they may lack depth or frequency.
q Feedback Channels: Some basic channels like suggestion boxes or infrequent town-hall meetings, but not effectively utilized.
q Engagement Initiatives: Some initiatives in place, but they might be generic or not tailored to specific employee needs or feedback.
2. Developing q Leadership Involvement: Occasional leadership participation in engagement activities but not consistently.
q Integration with Talent Strategy: Initial attempts to align engagement with talent strategy, but not fully integrated or effective.
q Measurement Tools: Regularly scheduled engagement surveys with structured methodologies, providing clear insights into engagement levels.
q Feedback Channels: Multiple channels for feedback, such as regular focus groups, town halls, and digital platforms, ensuring ongoing dialogue.
q Engagement Initiatives: Strategic and varied initiatives targeting different aspects of engagement, informed by employee feedback and
3. Mature organizational needs.
q Leadership Involvement: Active leadership participation and visibility in engagement activities with a top-down commitment to engagement.
q Integration with Talent Strategy: Clear alignment of engagement strategies with broader talent management objectives, ensuring a holistic
approach to employee well-being and satisfaction.
q Measurement Tools: Advanced tools like pulse surveys, real-time analytics, and predictive modeling to gauge and forecast engagement trends.
q Feedback Channels: Seamless, continuous feedback channels incorporating advanced technologies for instant feedback and rapid response.
q Engagement Initiatives: Best-in-class, innovative engagement programs tailored to individual and team needs, often driven by data insights.
4. Optimized q Leadership Involvement: Leadership champions engagement as a core value, with continuous involvement and communication.
q Integration with Talent Strategy: Full integration of engagement insights into all facets of talent strategy, driving organizational culture, and
performance.
II. Recruitment
19. Employee Well-being III.
IV.
Development
V. Retention
q Awareness: Minimal acknowledgment or focus on employee well-being as a priority.

q Program Availability: Absence or very limited availability of well-being initiatives or programs.
q Measurement: No consistent tools or mechanisms to assess employee well-being.
1. Nascent q Management Training: Managers lack training or awareness on recognizing or addressing well-being concerns.
q Feedback Mechanisms: No channels for employees to communicate their well-being needs or concerns.
q Awareness: Growing recognition of the importance of employee well-being but might lack strategic integration.
q Program Availability: A few basic well-being programs or initiatives, but they may not be widely accessible or tailored to diverse needs.
q Measurement: Initial steps to measure well-being, but tools might be rudimentary or infrequently applied.
2. Developing q Management Training: Occasional training or resources provided to managers but might lack depth or consistency.
q Feedback Mechanisms: Some channels available for employees to voice concerns, but feedback may not be systematically addressed.
q Awareness: Clear organizational commitment to employee well-being, with strategies integrated into broader talent and business objectives.
q Program Availability: Comprehensive suite of well-being programs addressing physical, mental, emotional, and financial aspects. Tailored to
cater to diverse needs.
3. Mature q Measurement: Regular, robust assessment of employee well-being using sophisticated tools, with insights driving program refinements.
q Management Training: Continuous training and resources provided to managers, emphasizing empathy, active listening, and proactive support.
q Feedback Mechanisms: Established channels for feedback with systematic processes to address and integrate employee input.
q Awareness: A proactive, predictive approach to well-being, with the organization staying ahead of emerging trends and challenges.
q Program Availability: Cutting-edge well-being programs, constantly refined based on data-driven insights and best practices. Highly
personalized to individual needs.
4. Optimized q Measurement: Advanced analytics and AI-driven tools used for real-time well-being assessment, predicting potential issues and preemptively
addressing them.
q Management Training: Managers are equipped with the latest skills and tools to champion well-being, fostering a culture of holistic support.
q Feedback Mechanisms: A culture of open dialogue, where feedback on well-being is actively encouraged, swiftly addressed, and integrated into
evolving strategies.
II. Recruitment
20. Organizational Culture III.
IV.
Development
V. Retention
q Culture Definition: Absence or minimal articulation of organizational values, beliefs, or practices.

q Leadership Role Modeling: Limited visibility or inconsistency of leadership embodying desired cultural values.
q Feedback and Dialogue: Lack of channels or opportunities for employees to discuss or influence cultural aspects.
1. Nascent q Training and Onboarding: Minimal or no focus on culture during employee onboarding or ongoing training sessions.
q Measurement and Adjustment: No consistent methods in place to assess cultural health or adapt based on feedback.
q Culture Definition: Some basic values or principles outlined, but they might lack depth or clarity.
q Leadership Role Modeling: Occasional displays of cultural values by leaders, but not consistent across the board.
q Feedback and Dialogue: Some avenues for cultural feedback, but they might be infrequent or underutilized.
2. Developing q Training and Onboarding: Initial attempts to integrate culture into training or onboarding, but it may not be comprehensive.
q Measurement and Adjustment: Periodic efforts to gauge cultural health, but actions based on insights might be sporadic.
q Culture Definition: Clear and comprehensive articulation of organizational values, beliefs, and practices that are widely understood.
q Leadership Role Modeling: Leaders consistently embody and champion desired cultural values, setting the tone for the organization.
q Feedback and Dialogue: Regular channels, such as town halls or focus groups, for employees to discuss, challenge, and shape cultural aspects.
3. Mature q Training and Onboarding: Systematic integration of cultural values into all training modules and a significant emphasis during onboarding.
q Measurement and Adjustment: Regular assessments of cultural health, with clear action plans to address identified gaps or areas of
improvement.
q Culture Definition: Dynamic, evolving articulation of culture that adapts to changing business needs, societal shifts, and employee feedback.
q Leadership Role Modeling: Leaders not only embody but also evolve cultural values, ensuring they remain relevant and impactful.
q Feedback and Dialogue: Real-time, two-way feedback platforms enabling continuous dialogue and co-creation of the cultural narrative.
4. Optimized q Training and Onboarding: Best-in-class cultural immersion experiences, ensuring every member is a cultural ambassador.
q Measurement and Adjustment: Advanced tools, like AI-driven sentiment analysis, to continuously measure and refine cultural strategies,
ensuring alignment with broader business and talent objectives.
II. Recruitment
21. Talent Mobility III.
IV.
Development
V. Retention
q Internal Job Postings: Limited or no formal process for advertising internal vacancies. Opportunities may not be widely communicated.
q Promotions: Promotions might be based on tenure rather than merit or potential. No clear criteria for advancement.
q Lateral Moves: Little to no opportunity for employees to move laterally. Roles and paths may be rigidly defined.
1. Nascent q International Assignments: No structured program for international assignments or opportunities.
q Mobility Culture: Minimal organizational focus or encouragement on internal mobility. Employees might feel "stuck" in their current roles.
q Internal Job Postings: Some internal roles are advertised, but the process may not be transparent or consistently applied.
q Promotions: Basic criteria for promotions, but they may lack clarity or consistency. Potential biases might influence decisions.
q Lateral Moves: Occasional opportunities for lateral movement, but not systematically promoted or facilitated.
2. Developing q International Assignments: Ad hoc opportunities for international roles, but may lack clear criteria or support structures.
q Mobility Culture: Recognition of the value of mobility, but lacks comprehensive strategies or programs to foster it.
q Internal Job Postings: Regular, transparent advertising of internal roles, ensuring a fair chance for all qualified employees.
q Promotions: Clear, merit-based criteria for promotions with mechanisms to mitigate biases. Development plans in place to prepare employees for
advancement.
3. Mature q Lateral Moves: Systematic processes for employees to explore and transition to lateral roles, fostering skill diversification.
q International Assignments: Structured programs for international roles, complete with support for transitions, cultural training, and repatriation.
q Mobility Culture: An established culture that values and promotes mobility, offering resources and guidance to employees seeking growth.
q Internal Job Postings: Advanced systems, possibly AI-driven, match employees to potential roles based on skills, aspirations, and
organizational needs.
q Promotions: Holistic, data-informed approach to promotions, continuously refined. Regular feedback loops ensure fairness and effectiveness.
4. Optimized q Lateral Moves: Dynamic pathways for lateral mobility, allowing employees to craft diverse career journeys.
q International Assignments: Comprehensive international programs that cater to diverse needs, with predictive tools to identify and prepare
future global leaders.
q Mobility Culture: A deeply ingrained culture of mobility, where continuous growth, exploration, and movement are central tenets of the
organization's talent philosophy.
II. Recruitment
22. Promotion III.
IV.
Development
V. Retention
q Criteria and Transparency: Promotion criteria are unclear or inconsistently applied. There's a lack of transparency in the promotion process.
q Opportunity Awareness: Employees have limited awareness of available promotion opportunities within the organization.
q Equity and Fairness: Promotions are perceived as biased or based on favoritism rather than merit.
1. Nascent q Development Alignment: Little to no alignment between employee development plans and promotion opportunities.
q Feedback and Growth Opportunities: Minimal feedback provided to employees not selected for promotion, with few growth opportunities for
future readiness.
q Criteria and Transparency: Basic criteria for promotions exist, but they may not be well-communicated or uniformly applied.
q Opportunity Awareness: Some efforts to make employees aware of promotion opportunities, but these are not systematic or widespread.
q Equity and Fairness: Occasional concerns about fairness in promotions; efforts to ensure equity are in early stages.
2. Developing q Development Alignment: Some alignment between development and promotion, but not consistently practiced or effectively managed.
q Feedback and Growth Opportunities: Occasional feedback provided to employees after promotion decisions, but limited guidance for future
development.
q Criteria and Transparency: Clear, well-defined criteria for promotion, communicated transparently across the organization.
q Opportunity Awareness: Regular communication regarding available promotion opportunities, with an established process for consideration.
q Equity and Fairness: Systematic approach to ensure promotions are merit-based and fair, with measures to prevent bias.
3. Mature q Development Alignment: Good alignment between individual development plans and promotion paths, supporting career progression.
q Feedback and Growth Opportunities: Constructive feedback provided to all candidates post-promotion decisions, along with targeted
development opportunities for future readiness.
q Criteria and Transparency: Advanced, well-established criteria for promotion, with a transparent and inclusive process that is a benchmark in
the industry.
q Opportunity Awareness: Proactive and strategic communication of promotion opportunities, ensuring wide accessibility and understanding.
4. Optimized q Equity and Fairness: Best-in-class practices to ensure equity and fairness in promotions, backed by data and employee feedback.
q Development Alignment: Seamless integration of development plans with career progression and promotion opportunities.
q Feedback and Growth Opportunities: Continuous and detailed feedback loops, coupled with personalized development plans for all employees,
fostering a culture of continuous growth and opportunity.
II. Recruitment
23. Retirement Process III.
IV.
Development
V. Retention
q Retirement Planning: Minimal or no formal retirement planning assistance provided to employees.

q Communication: Poor communication regarding retirement processes and benefits, leading to confusion and uncertainty among employees
nearing retirement.
1. Nascent q Succession Planning: Little to no focus on succession planning for retiring employees, often resulting in knowledge and skills gaps.
q Post-Retirement Engagement: No structured approach to maintain relationships with retired employees.
q Support and Resources: Limited support or resources available to employees to help them transition to retirement.
q Retirement Planning: Basic retirement planning services are offered, but they may lack comprehensiveness or personalization.
q Communication: Occasional communication about retirement processes, but it may not be timely or detailed enough.
q Succession Planning: Some efforts at succession planning when key employees retire, but these are not systematic or fully effective.
2. Developing q Post-Retirement Engagement: Initial steps to engage retired employees, such as occasional alumni events or communications.
q Support and Resources: Some support and resources are available for transitioning to retirement, but might not meet all employee needs.
q Retirement Planning: Structured retirement planning assistance, including financial planning and counseling services.
q Communication: Regular, clear communication about retirement processes, timelines, and benefits.
q Succession Planning: Systematic succession planning for retiring employees to ensure smooth transitions and knowledge transfer.
3. Mature q Post-Retirement Engagement: Established programs to maintain connections with retirees, such as alumni networks or advisory roles.
q Support and Resources: Comprehensive support and resources for employees transitioning to retirement, addressing financial, emotional, and
lifestyle changes.
q Retirement Planning: Advanced, personalized retirement planning services, offering best-in-class support in financial, health, and lifestyle.
q Communication: Proactive, detailed, and ongoing communication regarding retirement, tailored to individual employee needs and timelines.
q Succession Planning: Robust succession planning integrated with talent management, ensuring seamless transitions and retention of
4. Optimized institutional knowledge.
q Post-Retirement Engagement: Dynamic engagement with retirees through diverse programs, leveraging their expertise for mentoring,
consulting, or community initiatives.
q Support and Resources: Exceptional support and resources for retiring employees, including innovative programs addressing the full spectrum
of retirement needs.
II. Recruitment
24. Alumni Engagement III.
IV.
Development
V. Retention
q Internal Job Postings: Limited or no formal process for advertising internal vacancies. Opportunities may not be widely communicated.
q Promotions: Promotions might be based on tenure rather than merit or potential. No clear criteria for advancement.
q Lateral Moves: Little to no opportunity for employees to move laterally. Roles and paths may be rigidly defined.
1. Nascent q International Assignments: No structured program for international assignments or opportunities.
q Mobility Culture: Minimal organizational focus or encouragement on internal mobility. Employees might feel "stuck" in their current roles.
q Internal Job Postings: Some internal roles are advertised, but the process may not be transparent or consistently applied.
q Promotions: Basic criteria for promotions, but they may lack clarity or consistency. Potential biases might influence decisions.
q Lateral Moves: Occasional opportunities for lateral movement, but not systematically promoted or facilitated.
2. Developing q International Assignments: Ad hoc opportunities for international roles, but may lack clear criteria or support structures.
q Mobility Culture: Recognition of the value of mobility, but lacks comprehensive strategies or programs to foster it.
q Internal Job Postings: Regular, transparent advertising of internal roles, ensuring a fair chance for all qualified employees.
q Promotions: Clear, merit-based criteria for promotions with mechanisms to mitigate biases. Development plans in place to prepare employees for
advancement.
3. Mature q Lateral Moves: Systematic processes for employees to explore and transition to lateral roles, fostering skill diversification.
q International Assignments: Structured programs for international roles, complete with support for transitions, cultural training, and repatriation.
q Mobility Culture: An established culture that values and promotes mobility, offering resources and guidance to employees seeking growth.
q Internal Job Postings: Advanced systems, possibly AI-driven, match employees to potential roles based on skills, aspirations, and
organizational needs.
q Promotions: Holistic, data-informed approach to promotions, continuously refined. Regular feedback loops ensure fairness and effectiveness.
4. Optimized q Lateral Moves: Dynamic pathways for lateral mobility, allowing employees to craft diverse career journeys.
q International Assignments: Comprehensive international programs that cater to diverse needs, with predictive tools to identify and prepare
future global leaders.
q Mobility Culture: A deeply ingrained culture of mobility, where continuous growth, exploration, and movement are central tenets of the
organization's talent philosophy.
Section 5: Next Steps

TALENT MANAGEMENT DIAGNOSTIC—SECTION 5: NEXT STEPS
Next Steps
Congratulations on completing the diagnostic!
You've got a fact-based view of the current state.
Perhaps you've identified some areas for improvement.
So, what's next?
Now the real work begins of designing the future state and making the transition happen.
If you'd find it helpful to speak with a consultant who has has expertise in talent management, let's talk.
Umbrex is a global community of over 4,000 independent consultants with prior experience at a top-tier global firm.
We will connect you with the right consultant for your needs.
Contact us at inquiry@umbrex.com.

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Talent Management Diagnostic First Edition

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Copyright © 2023 by Will Bachman

Published by Umbrex, Astoria, NY

Visit our website at www.umbrex.com

Book design by Umbrex Consulting LLC

Printed in the United States of America

2. Checklists Six checklists to make sure you cover everything

4. Scorecards Scorecards for 24 aspects of talent management

How to Use This Guidebook

2. Gather data, following the data request

3. Conduct interviews of employees at each level

4. Complete the checklists and document observations

5. Synthesize patterns, strengths, weaknesses, and opportunities for the organization

6. Fill out the scorecards

8. Present findings, get alignment on recommendations

Section 1: Data Request

q Evaluate stakeholder involvement in developing and implementing talent strategy.

7. Communications q Evaluate the effectiveness of internal communication regarding talent strategy.

q Assess strategies for adapting the talent approach to organizational changes.

q Review the overall recruitment process for efficiency and effectiveness.

6. Interviewing & q Evaluate the structure and effectiveness of interview processes.

7. Onboarding & q Review the onboarding process for new hires.

4. Leadership q Evaluate the structure and effectiveness of leadership development programs.

q Evaluate mechanisms for measuring employee engagement and satisfaction.

8. Managerial q Review the role of managers in supporting and retaining staff.

5. Retirement q Review communication strategies for retirement policies and processes.

Section 3: Interview Guides

2. Chief Operating Officer

3. Head of Talent Acquisition

4. Head of Learning and Development

5. Head of Diversity, Equity, and Inclusion (DEI)

Chief Human Resources Officer / Head of HR

q How does the organization identify and foster high-potential employees?

q What strategies does the organization employ to retain key talent?

Chief Operating Officer

Head of Talent Acquisition

Head of Learning and Development

Head of Diversity, Equity, and Inclusion (DEI)

q How does DEI influence the organization's approach to performance management?

q How do you leverage DEI initiatives to improve employee retention?

Summary: Talent Management Diagnostic for [ORGANIZATION NAME]

Summary: Talent Management Diagnostic for [ORGANIZATION NAME]

Summary: Talent Management Diagnostic for [ORGANIZATION NAME]

q Strategy Definition: No clear talent strategy is defined or documented.

q Recruitment Processes: Recruitment is largely reactive, with no structured process in place.

q Data Collection: Minimal or no systematic collection of talent-related data.

q Measurement Tools: No consistent tools or methodologies in place to measure employee engagement.

q Awareness: Minimal acknowledgment or focus on employee well-being as a priority.

q Culture Definition: Absence or minimal articulation of organizational values, beliefs, or practices.

q Retirement Planning: Minimal or no formal retirement planning assistance provided to employees.

Section 5: Next Steps

You've got a fact-based view of the current state.

Perhaps you've identified some areas for improvement.

So, what's next?

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