Article: Building the Talent Pipeline using Segmentation Approach

Strategic HR

Building the Talent Pipeline using Segmentation Approach

Here are 8 ways in which talent can be segmented to ensure there is attraction, right fitment and retention
Building the Talent Pipeline using Segmentation Approach
 

Most companies build the pipeline through a structured approach by identifying critical positions and the potential gaps in succession

 

One of the key issues in matching the talent required vs. the talent available is not having the right fit for mission critical positions

 

Having the right person at the right place and at the right time” which is the essence of good talent management practice is always a challenge. Proactive succession planning through a structured and integrated process is probably the best possible way to ensure that the pipeline really works and yields the desired results.

Most companies build the pipeline through a structured approach by identifying critical positions and the potential gaps in succession, predictive recruitment to hire for critical positions from the outside and through accelerated development to help timely promotion of succession candidates in the internal pool to bridge the succession gap

Some of the key issues in matching the talent required vs. the talent available are not having the right fit for mission critical positions and the readiness factor is not always right from a timeliness perspective. Accelerated development does not become a reality until there is full commitment to rotational assignments and deployment strategies.

Suggestions for ensuring that the fit and the timeliness plays well with the established deployment plan can be a scientific approach called “segmentation” to talent identification and integration with the overall talent management strategy. Segmenting talent early enough–probably from the time of identifying manpower requirement to selecting the candidates through internal or external resources for the role is strategic.

Here are some sample thoughts on how talent can be segmented to ensure that there is attraction, right fitment and retention through the talent cycle. Talent could be segmented in varying combinations of Technically Oriented Vs People Oriented, Tactical vs Strategic or Multi-tasker Vs Process-Oriented.

1. Technically Oriented | Multi-Tasker | Tactical

Innovation is a strategic priority. Known for their expertise, they are heavily result-oriented with a strong sense of urgency, and they take pride in themselves for producing quality work. They are dynamic, goal oriented leaders who appreciate challenging tasks and assertive people, who aren’t afraid to give their opinions. These are the analytical types who can also “do” and enjoy solving complex technical problems. They need a structured and clearly defined work set-up and are driven heavily by competition for specialization and recognition for their expertise. They also need support from competent and decisive leaders.

2. Technically Oriented | Process Oriented  | Tactical 

These are the analytical, disciplined lot who will develop a high level of technical expertise. They are highly detail oriented. They are reserved, serious and introspective, but skeptical and cautious to change.  They possess patience and stability. They need thorough step-by-step training, recognition of technical work that is well done, and do not deal well with excessive time pressures, for detailed analysis and thoughtful decision making. They require support from firm, decisive and knowledgeable managers.

3. Technically Oriented | Multi-Tasker | Strategic

These are analytical thinkers, and imaginative problem solvers. They possess strong technical orientation combined with a strong competitive drive. They have a great sense of urgency with an impatience for results. They are authoritative and strategic risk takers, assertive and challenging. They need opportunities to express and act on one’s own ideas with independence and freedom. They find control very challenging, need variety and stimulation in work, and the right opportunity for growth and advancement.

4. Technical Oriented | Process Oriented | Strategic

Innovation is a strategic priority. They are strong, confident and creative, technically oriented, determined, persistent and can be venturesome. The big picture type can think outside the box. They are willing to take risks, and are broad and generalized thinkers with lots of patience and persistence to solve complex problems. They need an independent and unstructured environment with lots of room for self-expression and autonomy. They need an inflow of problems to solve, and managers who can allow participation with minimal intrusion.

5. People Oriented | Multi-Tasker | Tactical

These are the outgoing, social, friendly and effective communicators. They are team workers who enjoy doing things for others; multi–taskers who give attention to details with a great sense of urgency. They go by the book and are risk adverse, conservative and cautious. They need opportunities for people interaction, recognition as a valued member of the team with well-defined responsibilities and relationships. They are excited about work, which involves service to others and they value gaining recognition for it. They need managers who are strong, consistent and supportive. They appreciate career management by the organization and look forward to opportunities to interact and acquire guidance from experts in the field.

6. People Oriented | Process Oriented | Tactical

They are co-operative, patient, stable team workers who go by the book and are risk adverse. They like to focus on the details of work with a concern for quality and accuracy; are patient with repetitive routines and possess a strong sense of duty. They prefer jobs with structure, security and stability, with freedom from conflict and deadline pressures and expect ample time to adjust to changes. They need appreciation for their work by management that is consistent and dependable.

7. People Oriented | Multi-Tasker | Strategic

These are outgoing, enthusiastic motivators and persuasive communicators. They have a strong sense of urgency and initiative, with a drive to get things done by working with others. They have impatience for results, are skillful, polished and flexible with ambition and goal orientation. They need a job, which is structured, stable and consistently repetitive in nature with freedom from conflict, urgent time pressures. Need ample time to adjust to changes, and value appreciation of their work by management. They need consistent, dependable and supportive managers.

8. People Oriented | Process Oriented | Strategic

They are calm, patient and outgoing. Big-picture type yet wants to be involved in the workflow. Confident of one’s own ideas, and prefers to call the shots themselves. Willing to take big risks but may not be as attentive to details. They are process-oriented but not as focused on the details. They need a flexible work environment with an opportunity to interact with people and want freedom from too much details and timeliness of work pressures. They seek for an opportunity to reinvent oneself and not just fine-tuning one’s capabilities.

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Topics: Strategic HR, Leadership, #HRMetrics

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