Ideas on how to use stock management to explain to senior managers the importance of managing talent.

1. If We Believe People Are Our Most Important Asset, Why Do We Manage Them Less Rigorously Than Our Stock?

2. Talent Management v Stock Management Why would we manage our ‘talent assets’ any less rigorously than our ‘stock assets’ ? Stock Talent Methods Do we know the order lines and levels of stock Do we know what talent we need and what amount Undertake detailed analysis of need , HIPO’s, future business needs How do we store and secure stock How do we engage, motivate and retain our talent Provide information, support and opportunity for continuous development and associated reward Do we need new stock lines What new talent do we need and how do we develop it Review new business focus and identify changes to the talent requirements What rate of stock turns do we need How soon is talent needed and so how quickly do we need to move people up the talent curve Assess the need for different talent assets and create a priority action plan for accelerated development What is the replenishment process What development processes and programmes do we need Review the current interventions, culture, leadership and resources in light of the defined business need How do we report our stock levels How do we measure our talent and its growth to satisfy anticipated demand Identify EDY competencies for all roles and align the PDR process with an assessment against these competencies. Store and report results on CMS How do we manage ‘aged’ stock How do we rotate people and provide them with new skills Identify opportunities for job rotation generally but particularly for those who emerge as HIPO’s How do we ensure acceptable stock availability, at acceptable cost How do we develop the right number of people, with the right competence, at the right time (JIT Development) Undertake an analysis to evaluate the probable development intervention delivery and performance. Modify where a gap in delivery time