Talent Analysis

Talent analysis is the application of sophisticated data mining and business analytics (BA) techniques to human resources (HR) data.

The goal of Talent analysis is to provide an organization withinsights for effectively managing employees so that businessgoals can be reached quickly and efficiently.

Why Talent Analysis

Once an employer has attracted job candidates and effectivelyscreened them for minimum qualifications, then the difficultwork begins: Choosing the best candidate.

After evaluating candidates for appropriate education, skillsetc., the selection process often becomes subjective foremployers.

A better approach is to inject more objectivity into the

selection process.

It is done through job fit testing.

It can provide objective insight into the candidates’ abilities to

successfully perform the job for which they are being

considered.

Testing applicants has following benefits

Reveals an individual’s true talents

Clear basis for comparison with other candidates

Ability to benchmark successful performers

Basis for developing specific training and development programs

Insight for managers to know how to best manage subordinates

Test for talent analysisThe Achiever

The Achiever is a unique test in that it combines mental and personality measurement in one instrument.

Six Mental Aptitudes: ◦ Mental Acuity

◦ Business Terms

◦ Memory Recall

◦ Vocabulary

◦ Numerical Perception

◦ Mechanical Interest

Benchmark Comparison

benchmarking is the process of identifying , sharing andusing knowledge and best practices.

Planning tools and techniques

•Forecasting tries to predict the future.

•Contingency planning creates back-up plans for when things go wrong.

•Scenario planning crafts plans for alternative future conditions.

•Benchmarking identifies best practices.

•Staff planners provide special expertise.

•Participatory planning improves implementation.

•Goal setting helps align plans and activities.

TOOLS AND TECHNIQUES

ForecastingForecasting attempts to predict the future

•Qualitative forecasting relies on expert opinions

•Quantitative forecasting relies on mathematical models and statistical analysis

TOOLS AND TECHNIQUES

Contingency and Scenario planning

•Contingency planning identifies alternative courses of action when things go wrong.

•Scenario planning identifies future scenarios and how to deal with them.

TOOLS AND TECHNIQUES

BenchmarkingBenchmarking identifies best practices used by others

•External comparisons provide insight for planning

•Best practices are methods that provide superior performance

TOOLS AND TECHNIQUES

Planners and Participation

•Staff planners provide expertise in the planning process

•Participatory planning improves the implementation process

TOOLS AND TECHNIQUES

Goals

Goal setting aligns plans and activities

• clearly target key results and outcomes to be accomplished Specific

• linked to specific timetables and “due dates”Timely

• described so results can be measured without ambiguity.Measurable

• include a stretch factor that moves toward real gains.Challenging

• although challenging, realistic and possible to achieve.Attainable

TOOLS AND TECHNIQUES

SWOT ANALYSISStrength (Internal)

Opportunities (Internal)

Weakness (External)

Threat(External)

Strength – Highly qualified Staff , Training , Right number of jobs or staff to be effective.

Weakness – Overqualified Staff , no of retirement at large.

Opportunities – Availbility of Potential Employees.

Threats – Economy causing many delay retirement.

Internal and external items might impact yourdepartment’s ability to reach it’s goals and achieve it’smission over the next 1-5 years. Once you have determinedyour most significant factors, consider what effect each willhave on your talent planning/strategies such as staffinglevels, job duties/titles, hiring, competency development,etc.

These factors impact may be positive or negative for theorganisation.

Review Work Sheet

TOOLS AND TECHNIQUESSupply & Demand AnalysisThis Analysis provides information on your current and future supply of talent by considering data on the current jobs, workloads and capacity, staffing, and competencies.

The step-by-step process for completing this analysis uses a seven column worksheet.

1. Identify all Positions/title.

2. Identify Key Positions.

3. Identify Critical Competencies (KSA’s).

4. Identify Incumbents.

5. Identify ‘’At Risk’’ Employees.

6. Identify Timeframes.

7. Identify Employee Strengths.

Position/Title KEY Critical Job (KSA’s)

Incumbent At Risk Timeframe KSA Strengths of Incumbent

XYZ Director A Competency 1,5 P. John Retirement Sep 2015 Competency 1,3,5

XYZ Manager A Competency 2,3 J. Smith NA Competency 1,2

XYZ Analyst B Competency 2,3,4

C.Jones ? ? Competency 2.3,4

XYZ Supervisor C Competency 1,3,6

R. Rajan NA Competency 2,3,6