Matching the
right talent to the right roles
Designs and manages large-scale organizational
transformations, strengthening business performance through enhanced culture,
values, leadership, and talent systems.
November 26, 2018A
healthcare organization going through a massive transformation had to assess
and consider more than 2,000 high-potential employees for more than 100
critical positions. By identifying the 45 most critical value-adding roles and
defining markers for success supported by people analytics, it was able to
build a unique competency model tailored toward its values.
For large enterprises
that must match many employees to new roles, properly realigning talent to available
and high-value positions proves especially daunting and game-changing. The
first step requires gaining strategic clarity on the value agenda.
To compete in today’s
competitive, disruptive environment and drive business value requires focusing
on talent to ensure that the right employee is matched to the right role that
will ultimately create the most value.
While this talent
alignment is challenging, when it’s done right, rapidly and at scale by a large
organization, the outcome can prove to be a significant performance differentiator. These organizations tend to outperform competitors 2-to-1, based on our research.
Taking a more organized
approach to talent matching as part of a major digital transformation triggers
several advantages:
Time: Faced with hundreds – and
often thousands – of employees and roles, a more organized approach saves time
when the information is at your fingertips.
Access: Collecting the data and
datapoints for each position, as well as the organization’s leaders, digitally
is far easier to peruse vs. poring over binders.
Effectiveness: Tactically, keeping track of
the myriad choices you make during a digital transformation is difficult.
Having a visual means for keeping track of options vs. choices makes clear the
impact being made.
Applying this approach
ensures that this process, which must occur no matter what, happens in the most
effective way.
Accounting for
unconscious bias
Whether a company is
entering a new market, identifying ways to cut costs or becoming nimbler, HR
business partners (HRBPs) must find more effective ways to deploy talent. When
proper and efficient talent-matching practices are missing, filling roles
rapidly can become a popularity contest. Positions are filled based on who
knows who – which can lead to unconscious bias – rather than on identifying the
best candidate.
Redeploying talent in a
value-focused manner is essential. It must consider knowledge, skills,
intrinsic traits and experiences to match the candidates best for each role. We
recommend taking these steps:
Understand your value
agenda. Begin by aligning
with your organization’s ambition and deconstructing what will drive value
across departments.
Identify the most
important roles. Without an
understanding of the most critical roles based on the value agenda and what
matters most in each, it becomes virtually impossible to make informed,
strategic decisions. Determine what experiences, skills and traits are needed
and back it up with data about your talent pool.
When choosing the best
candidate for any given critical role, you will need to understand what is
required to succeed in that role.
Get the right talent in
the right roles. Assess fit and
match talent that reflects each role’s markers for success. It’s important to
identify your top talent and ensure this stems directly out of the performance
management process, using as much data as possible to understand the fit of the
employee.
Solutions such as
McKinsey & Company’s Talent Match can prove
especially useful for aggregating data and supporting recommendations. The tool
helped one client develop a companywide database of high potentials –
identifying future leaders, enabling talent mobility and highlighting top
candidates for each job.
By taking a methodical,
visual and data-supported approach to making human capital decisions at scale,
the benefits abound for large organizations. This approach saves time and
simplifies the process. It also can help organizations combat unconscious bias,
enabling leaders to keep track of the available options versus the actual
choices that were made.
By Raffaele Breschi, Davis Carlin and Bill Schaninger
https://www.mckinsey.com/business-functions/organization/our-insights/the-organization-blog/matching-the-right-talent-to-the-right-roles
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