Solutions for development have evolved very quickly within the framework of artificial intelligence. Today, people have tailored systems to work with on the improvement of the skills that they require for strengthening their performance and achieving their results, making growth a more accessible goal; this has translated into greater talent diversity since, as noted in a study by Robert Walters, five generations coexist in organizations today.
However, accelerating potential and retaining key talent continue to be very significant challenges for companies, what to do in this context?
Talent mapping methodologies are improving as new tools for measuring people’s performance and potential are integrated. The translation of skills into specific behaviors has helped generate a greater objectivity in calibration. Meanwhile, planning critical experiences as part of executives’ careers has allowed them not only to accelerate their development, but also to more specifically translate the requirements of a successor, making replacement tables more effective.
In this context, talent management evolution requires greater specialization in regard to the way in which it develops, provides compensation to and fosters loyalty each one of the talent segments.
Talent segmentation can be conducted based on the intersection of performance and potential, resulting, for example, in four key groups, where each one of them requires specific management in order to achieve their best performance and growth:
1. Experts
Talent with excellent levels of results and an in-depth knowledge of the market, product, process or tools that create a competitive advantage for a company. This segment typically includes people who have accumulated a certain level of experience and capacity for solving complex problems. Therefore, their development must focus on continuing to increase their expertise, in combination with a growth framework that provides rewards for their increased mastery.
2. High Potentials
Through the definition of learning agility, these profiles can now be identified more clearly through the recognition of their capability for learning and quickly adapting to new situations or contexts. Given the foregoing, their development must focus on further strengthening those areas in which they are skilled. For example, a person with capabilities for connecting with new teams will find it very useful to have multicultural experiences that allows him or her to learn from new territories or markets. Their growth can be designed seeking to foster their mastery of new environments or levels of responsibility
3.. Talent in Consolidation
This profile incubator is characterized by people who are working on improving their results and, therefore, development actions must be focused on two fundamental aspects: on the one hand, the capability for learning or of strengthening their skills and, on the other, the possibility of putting them in practice through critical experiences. Training, as well as helping these people to identify their career focus, can have the greatest impact in this segment.
4. Talent being Monitored
In this group we find people who have not yet achieved their expected level of development and, therefore, their development plan must be focused on giving them “first aid” for their recovery. In this group, feedback and accompaniment with a genuine interest are key and, therefore, high-impact and short term tools are required to help them in their tasks, as precise indicators that facilitate the capability of tracking their evolution.
Segmented talent management is a very effective strategy for accelerating development. The key lies in it being connected with people management processes with the objective of maximizing their impact, also measuring their evolution by means of specific indicators that can show their impact on the business plan.
