In the current economic context, in which the competitiveness on the labor market is tight and the business challenges arise all the time, valuable people are the ones who make the difference between a profitable company and one that is trying to survive.

Talent management is a process that ensures that your company has the right people in the right jobs, at the right time to achieve your expected results. This process helps organizations understand their current status, make forecasts about human capital needs and take the necessary steps to meet this need.

Stating from these premises, we built a 100 % tailored made Talent Management Program adapted to meet the requirements and specifications of a large international organizations.

At first glance the program is simple, organized in 9 phases over a year:

  1.  The Return of Investment Analysis to determine the point zero of the intervention and set out the expectations of the organization towards the development talent management program, related with target, performance and job fit.
  2. The development of the Performance Models customized for each position in the organization using the concurrent study (the analysis of common and stable traits of high performers in the organization), job analysis (by applying an instrument to identify the degree of development of cognitive skills, behavioral traits and occupational interests important to the company) and last but not least, a comparison of these analyzes with international standards.
  3. An evaluation of all the managers to identify their potential (degree of alignment with the needs of the organization and also the behavioral differences towards the built and adapted internal standard) cognitive abilities (learning ability, verbal reasoning and numerical skills), behavioral (energy level, assertiveness, sociability, conformity, independence, objective judgment, attitude towards others) and occupational interests.
  4. The development of the managers through training programs (minimum two days) provided by experts (trainers) with studies in psychology and/or personal development courses connected with group therapeutic interventions and action methods (training programs targeted especially to bring awareness upon the need of manifestation of a particular behavior connected with the job ).
  5. Follow-up activities after training, including Coaching and Mentoring activities (face to face or on the phone/email) to understand what worked, what did not work and to establish any future actions to achieve the established target.
  6. Leadership assessment used to evaluate the leadership skills and effectiveness of the managers through 360 feedback.
  7. Validation of the results of the 360 assessment by meeting face to face (Coaching where necessary).
  8. Job fit assessment after minimum 8-10 months, to measure the degree of behavioral development and job suitability.
  9. Calculating Return on Investment

ROI calculation must take as input the extent in which the managers meet their targets as well as the compatibility with the job. Such an analysis should highlight how much money return into the organization if we can increase the job match by developing the behavioral traits of the managers, for each Euro invested. Such proof is required to become credible to the management and to support our continued investment in employee development and elaboration of Talent Management Programs.

Such a program-process talent management approach should result in the development of employees’ behavioral traits correlated with specific needs and organizational culture.

Based on the needs of the companies we can estimate that an increase of the job match of at least 3 % -5 % will surely generate a significant increase in company’s revenue, of minimum 5% -10%.

If you apply this percentage to your income you will have a better understanding of why it is a good thing to make the employees practice a certain behavior in the organization.

Many psychologists say it is hard to convince people to change and to see behavioral transformations results on the long term. Our practice, over 18 years of consultancy and research in behavioral development, shows us the opposite. There is one variable key necessary for the success of such a Talent Development Program:

THE DESIRE/ COMMITMENT OF EMPLOYEES TO BEHAVIORAL AND PROFESSIONAL DEVELOPMENT. Without involvement, courage, desire to change, there is no real chance for organizational transformation.

In all the programs undertaken by XELERATE INTERNATIONAL, over 85 % of the participants developed their managerial potential and the confidence in such an approach among managers increased from 85% to 100%.