Talent management is vital to any business strategy because it involves managing a very important asset of the company, its people. Which is the reason why businesses should effectively manage their employees because it helps develop their skills and capabilities. Investing in your employees will help you retain them, they will feel engaged, motivated and skilled making them want to stay with your company.
Bromelin’s services are tailored to your business, creating training, competency models, performance appraisals and more to help develop and retain your talented employees.
Performance Appraisal Design
Bromelin will work with you to create a standard performance appraisal that includes job responsibilities and related projects / objectives (WHAT you do) and desired core behaviours (HOW you do it). The format and process will be tailored to your environment and performance management structure.
Performance Management Training (Employee and Manager)
Everybody hates performance appraisals! Managers don’t like doing them, employees don’t like having them. Our training takes the pain out of the process and clearly outlines the role of the manager and the employee. The content includes completing the self assessment, using specific examples and measures, recognition, dealing with difficult issues, development planning (and more). Each session is 2 hours.
Competencies are skills, knowledge and behaviours that are required for success in a specific role. Bromelin has an on-line competency assessment to help our clients identify competencies needed for a position. Once identified, this can be used for an interview guide, onboarding plan, development planning, training, talent management, succession planning and more.
Organization Talent Review
The talent review is a comprehensive employee assessment process. Each employee completes an Individual Talent Profile which showcases their education, experience, languages spoken, strengths, development needs and career aspirations. One by one, each person is discussed in a leadership forum to assess their background, career interests, performance and future potential within the organization. High potential employees are identified, low performers are discussed and each employee is considered for their contribution to the company. Development and succession plans are crafted during this session, while identifying any retention risks, key talents and critical positions within the organization. This is a valuable exercise for any progressive employer and acts as a pre-cursor to the performance management process.
Performance Rating Calibration Exercise
Prior to the performance evaluation process, the performance rating calibration exercise offers to the opportunity to review all “pre-ratings” for each employee. This ensures consistency across departments and the entire organization. Typically, a high performing organization would follow a bell curve of ratings, with 5-10% of employees rated as needing improvement, 70% in the meeting expectations category, while 20-25% would exceed expectations. This process ensures buy-in from all senior leaders and support for the ratings to be given.
An output of the organization talent review, successors are identified for key management and leadership roles. Each successor is discussed in depth, identifying their strengths, their development areas and what experience and training would be beneficial to ensure their readiness to move into a higher level position. Successors are identified as “Ready Now”, “Ready in 1-2 Years” and “Ready in 3-5 Years”. This exercise identifies if there are vulnerable areas within the organizations, should someone in a critical position leave the company. This process ensures continuity and encourages skill development.
An output of the performance management process should be a structured development plan for each employee. The first area to address is any gaps in performance identified during the evaluation process. If there is a skill shortfall, training and coaching will be planned for this employee. The second area to address is upcoming business needs; are there new skills needed within the function (i.e. implementation of a new ERP system requires a higher level of technical capability). The third area to address is supporting career aspirations. We can help design an experiential, high impact development plan for each employee.
High Potential Identification and Accelerated Developing Planning
An output of the talent review and succession planning process is a list of employees who have been identified as “high potential” and the organization wishes to invest in their development and shorten the time needed to ready them for their next role. Bromelin can design a combination of impactful development strategies to achieve this goal.
Mentoring is a developmental relationship where one person invests time and shares expertise to enhance another person’s growth, knowledge and skills. A mentor has an important, beneficial performance enhancing effect on another person (mentee), generally as a result of personal one-on-one contact, regardless of the media (e-mail, telephone, text, skype) used. A mentee makes the effort to use the mentor’s knowledge, skills and insights for developmental purposes whenever needed. Bromelin offers a structured approach to the mentoring relationship, offering training to the mentors and the mentees, establishing mutual expectations, providing a workshop to ensure the mentoring meetings accomplish their goal. This is a powerful professional development technique that both parties remember through their careers.