Strategic Talent Solutions 

In an ever-changing business world, companies need a holistic talent management strategy to best adapt to constant challenges. SHL identified talent mobility as a key point of sustainable development. Our approach differs in that it does not start from a single view of success, but puts context in the forefront by focusing on the challenges your organization faces. 

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up to 0%

reduced employment costs if internal talents are taken into account

almost 0%

of companies do not have a systematic approach to High Potential Identification

0%

of organisations currently do not use objective talent assessment for succession planning

0%

of leaders who take on a senior position fail to meet the goals it entails

Internal Talent Mobility  

Internal talent mobility affects an organisation’s readiness to better respond to the challenges posed by the environment by contributing to effectiveness, reduced costs and time during selection.   

SHL research on mobility has led to the development of Mobilize – a solution for internal talent mobility that helps organisations identify individual and group development needs, identify high-potential employees, strategically allocate talent within the organisation, and plan succession. Mobilize Solution is the winner of the M. Scott Myers Award of the Society for Industrial and Organizational Psychology (SIOP) for Applied Labor Force Survey 2018. 

 

High Potential Identification

Employees who represent high potentials have what it takes to face the organisation’s current and future challenges. However, programs to identify these talents within the organisation often fail.

For a successful high-potential identification program, it is important to be guided by the principle of “outside to inside” and to compare internal talents with high potentials outside the organisation, rather than those already within it. Top performance is not enough here, it is important to answer two questions: 

  1. High potential for what – What is the unique context of your organisation and the specific role?   
  2. Do the identified talents have all 3 characteristics that research proved to be very important for success in a higher position – aspiration to rise to a more senior role, the appropriate abilities that the new role requires and organisational engagement.

Succession Planning

Succession planning puts a lot of pressure on HR professionals. It is important for them to know how to identify different talents ready to face current and future challenges in high positions. The power of context in this case is reflected in reducing the risk that the successor will not be able to respond to the challenges of the higher position and in increased efficiency which leads to higher productivity of the organization when the success profile for a higher position is created in relation to unique challenges and set of competencies.

Leader Assessment and Development

Strong leaders contribute 90% more revenue, while those who are not agile enough to navigate challenges in an ever-changing business environment can mean a big expense to an organisation. An approach to the selection of leaders based on a single model of leadership with a single set of competencies does not give optimal results, because it does not take into account that the challenges that every leader in the organisation faces are not the same.

Depending on the context of your organisation, SHL approaches leadership from two points of view:

  1. Through the competency lense
  2. Through the lense of 27 leadership challenges that were identified through research

Enterprise Leadership

Research indicates that most leaders have an individual focus on achieving their own and the goals of the teams they manage, but that the performance of these teams, despite the achieved goals does not have a great impact on the organisation as a whole, even when they exceed expectations. Therefore, in order for leaders to be future ready, they need a broader focus on the goals and desired outcomes of the organisation. This implies efficiency in achieving one’s own and team goals, and at the same time good connection and networking throughout the organisation which includes contributing to achieving the goals of other leaders and their teams, as well as encouraging one’s own team to do the same. This represents Enterprise Leadership, and our approach to identifying Enterprise Leaders is based on assessing the leader against the three foundations of enterprise leadership that lead to better organisational performance:

  1. Transactional leadership
  2. Transformational leadership
  3. Network leadership