0000 -457200293433500Mastering Talent Management: Hiring, Engaging, and Rewarding A+ Talent
0000 -457200293433500Mastering Talent Management: Hiring, Engaging, and Rewarding A+ Talent
Talent Strategy Playbook
Table of Contents TOC h u z Table of Contents PAGEREF _Toc87352944 h 2Introduction PAGEREF _Toc87352945 h 5Section 1: Situation Analysis PAGEREF _Toc87352946 h 6Step 1: Entity selection PAGEREF _Toc87352947 h 6Step 2: Entity objective and your three supporting goals PAGEREF _Toc87352948 h 6Step 3: SWOT analysis PAGEREF _Toc87352949 h 7Section 2: Playbook Exercises PAGEREF _Toc87352950 h 10Playbook Exercise 1: Analyze the Role PAGEREF _Toc87352951 h 10Step 1: Identify a role within your organization PAGEREF _Toc87352952 h 10Step 2: Summarize the current job description and requirements for the role PAGEREF _Toc87352953 h 10Step 3: Analyze the workplace for indicators of success in the role PAGEREF _Toc87352954 h 11Step 4: Develop requirements for the role PAGEREF _Toc87352955 h 12Playbook Exercise 2: Structure Effective Interviews PAGEREF _Toc87352956 h 13Step 1: Identify an open job requisition PAGEREF _Toc87352957 h 13Step 2: Develop structured interview questions PAGEREF _Toc87352958 h 13Step 3: Formulate a rating system PAGEREF _Toc87352959 h 14Step 4: Draft a training protocol for interviewers PAGEREF _Toc87352961 h 16Playbook Exercise 3: Design an Employee Engagement Strategy PAGEREF _Toc87352963 h 17Step 1: Outline your current engagement strategy PAGEREF _Toc87352964 h 17Step 2: Define the changes required in your strategy PAGEREF _Toc87352965 h 17Step 3: Assess the used or required data mechanisms PAGEREF _Toc87352966 h 18Step 4: Identify employee engagement activities PAGEREF _Toc87352967 h 20Playbook Exercise 4: Performance Evaluation Frameworks PAGEREF _Toc87352968 h 21Step 1: Outline your current performance management strategy PAGEREF _Toc87352969 h 21Step 2: Apply the Performance Management Pyramid framework PAGEREF _Toc87352970 h 22Step 3: Set goals PAGEREF _Toc87352971 h 23Playbook Exercise 5: Design Incentives to Address Your Goals PAGEREF _Toc87352972 h 24Step 1: Identify two to three strategic objectives for your organization PAGEREF _Toc87352973 h 24Step 2: Examine the direct impact employees have on goal achievement PAGEREF _Toc87352974 h 25Step 3: Brainstorm rewards that motivate your employees PAGEREF _Toc87352975 h 25Step 4: Design an incentive program PAGEREF _Toc87352976 h 26Playbook Exercise 6: Create an Implementation Plan PAGEREF _Toc87352977 h 27Step 1: Craft a comprehensive incentive plan summary based on your responses in Playbook Exercise 5 PAGEREF _Toc87352978 h 27Step 2: Communicate the incentive plan to all stakeholders PAGEREF _Toc87352979 h 28Step 3: Initiate progress monitoring and performance evaluation PAGEREF _Toc87352980 h 28Step 4: Create a survey for feedback at the conclusion of the initial cycle of the incentive program PAGEREF _Toc87352981 h 29Section 3: Initiative Register PAGEREF _Toc87352982 h 30Sample Initiative PAGEREF _Toc87352983 h 30Sample initiative: Talent acquisition predictive data PAGEREF _Toc87352984 h 30Module 1 Initiatives PAGEREF _Toc87352985 h 31Initiative 1: [Initiative Name] PAGEREF _Toc87352986 h 31Initiative 2: [Initiative Name] PAGEREF _Toc87352987 h 31Selected initiative PAGEREF _Toc87352988 h 32Insights PAGEREF _Toc87352989 h 32Module 2 Initiatives PAGEREF _Toc87352990 h 33Initiative 3: [Initiative Name] PAGEREF _Toc87352991 h 33Initiative 4: [Initiative Name] PAGEREF _Toc87352992 h 33Selected initiative PAGEREF _Toc87352993 h 34Insights PAGEREF _Toc87352994 h 34Module 3 Initiatives PAGEREF _Toc87352995 h 35Initiative 5: [Initiative Name] PAGEREF _Toc87352996 h 35Initiative 6: [Initiative Name] PAGEREF _Toc87352997 h 35Selected initiative PAGEREF _Toc87352998 h 36Insights PAGEREF _Toc87352999 h 36Module 4 Initiatives PAGEREF _Toc87353000 h 37Initiative 7: [Initiative Name] PAGEREF _Toc87353001 h 37Initiative 8: [Initiative Name] PAGEREF _Toc87353002 h 37Selected initiative PAGEREF _Toc87353003 h 38Insights PAGEREF _Toc87353004 h 38Module 5 Initiatives PAGEREF _Toc87353005 h 39Initiative 9: [Initiative Name] PAGEREF _Toc87353006 h 39Initiative 10: [Initiative Name] PAGEREF _Toc87353007 h 39Selected initiative PAGEREF _Toc87353008 h 40Insights PAGEREF _Toc87353009 h 40Module 6 Initiatives PAGEREF _Toc87353010 h 41Initiative 11: [Initiative Name] PAGEREF _Toc87353011 h 41Initiative 12: [Initiative Name] PAGEREF _Toc87353012 h 41Selected initiative PAGEREF _Toc87353013 h 42Insights PAGEREF _Toc87353014 h 42Initiative Prioritization PAGEREF _Toc87353015 h 43Step 1: Select your most impactful initiatives PAGEREF _Toc87353016 h 43Step 2: Perform a simple costbenefit analysis PAGEREF _Toc87353017 h 43Step 3: Prioritize your initiatives PAGEREF _Toc87353018 h 44Step 4: Develop an implementation plan PAGEREF _Toc87353019 h 44Initiative Implementation Plan PAGEREF _Toc87353020 h 45Section 4: Module Notepad PAGEREF _Toc87353021 h 47Module 1 PAGEREF _Toc87353022 h 47Module 2 PAGEREF _Toc87353023 h 48Module 3 PAGEREF _Toc87353024 h 49Module 4 PAGEREF _Toc87353025 h 50Module 5 PAGEREF _Toc87353026 h 52Module 6 PAGEREF _Toc87353027 h 53
IntroductionWelcome to your personal strategy playbook, a companion piece to Whartons program, Mastering Talent Management: Hiring, Engaging, and Rewarding A+ Talent.The purpose of this playbook is to help you apply what you learn in this program within your own context.
The playbook is organized into four sections:
Section 1: Situation analysis
In this section, you will select an entity on which to focus your work, describe that entitys primary objective, define three personal goals that will help you contribute meaningfully to that objective, and perform a SWOT analysis to help you further explore the context in which you operate. Youll use this information to inform and help you frame the efforts that you apply to the content of this program.
Section 2: Playbook exercises
In each module, youll have the opportunity to complete an exercise that has been designed to guide you through the process of applying certain concepts, frameworks, or practices to your organization.
Section 3: Initiative register
Youll also encounter many other opportunities to apply what you have learned. We refer to knowledge
that you identify as actionable in your own organization as an initiative. You should try to identify and record two initiatives in each modules initiative register. You could encounter potential initiatives anywhere, at any time: while viewing faculty videos, while completing program activities, during discussions with your peers or Program Leader, or during moments of thoughtful reflection outside of the program. Get into the habit of opening your initiative register each time a potential application of the knowledge gained in the program comes to mind.
Section 4: Key takeaways
While the ultimate goal of this playbook is to help you apply the programs content, it is also important to keep track of your insights. Such insights can often mature into applications over time. You can use the Module Notepad section of the playbook to make notes of what you learn.
Youll complete the first section during Module 0. Thereafter, youll use Sections 2 to 4 to help you apply the content of each of the following modules, referring back to the first section as required in order to align your work with your context.
We hope that this resource will become an important source of knowledge and inspiration for you throughout your career.
Section 1: Situation AnalysisStep 1: Entity selectionTo make this resource as relevant and actionable as possible, please select an entity or organization with which you would like to align the work you do in this program in order to present your plan in your professional portfolio. The entity you select will most likely be your current organization, an organization you have worked for previously, an organization you are interested in working for, or a hypothetical organization. If you are a consultant, your selected entity could be an organization that you have worked with.
Reflect on the following questions to help your selection process:
What entity do I work with regularly?
What entity has the most opportunity to enhance its talent strategy?
What entity do I have ownership or influence over?
What entity do I understand intimately?
Please enter your selected entity below. If required, you may change your entity, but doing so would invalidate the work you have done up to the time of the change. For this reason, we recommend you select your entity/organization thoughtfully.
Example entity: ABC Cellular Services
[ENTITY]
Step 2: Entity objective and your three supporting goalsWhat is the primary objective of your selected entity or organization? Is it to maximize profits or social impact? Is it some other objective?
Please enter your selected entitys primary objective.
Example objective: Increase coverage of cellular services.
[OBJECTIVE]
Next, consider your roles relationship to the entity and objective you selected. What three goals, if accomplished, would contribute to the achievement of your selected entitys objective most meaningfully?
Reflect on the following questions as you consider the possible goals:
What are the responsibilities of my role as outlined in my job description? What other responsibilities do I have?
For which of these responsibilities do I have primary ownership? Over which might I be able to exert sufficient influence to create change?
Which of these responsibilities aligns best with the content and objectives of this program?
Which of these responsibilities could be impacted most by the application of talent-management strategies?
Please enter your three goals below.
Example Goal 1: Acquire service partnerships.
Example Goal 2: Maximize sales profits.
Example Goal 3: Onboard top talent in cellular industry.
[Goal 1]
[Goal 2]
[Goal 3]
Step 3: SWOT analysisTo effectively identify impactful talent strategy initiatives, you need to clearly understand your entitys strengths, weaknesses, opportunities, and threats (SWOT). This understanding highlights your entitys business problems, inefficiencies, risks, and opportunities for differentiation.
Complete a SWOT analysis for your selected entity and be as detailed as possible.
Review the sample SWOT Analysis below and refer to the guiding questions provided below the sample as you complete each section of the SWOT analysis.
Sample SWOT Analysis
Strengths
Industry expertise
A large number of employees
Brand awareness for largest area provider
Physical locations throughout the U.S.
Cutting-edge information technology
Notable investors Weaknesses
Lack of global reach
Long wait times for customer service
Customer perceptions of impersonal service
High staff costs
Limited internal IT resources
Opportunities
Customers are more comfortable with new service providers
Customers are now regularly using ubiquitous remote technologies for work, fitness, and retail Threats
High turnover
Customer data privacy concerns
Increased cybersecurity threats
Strengths Weaknesses
What does your entity do well?
What unique resources can your entity draw on?
What do others see as your entitys strengths?
What makes your entity unique and different?
What gives your entity an advantage? What could your entity improve?
Where does your entity have fewer resources than others?
What are others likely to see as your entitys weaknesses?
What do customers tell your entity that it needs to improve?
What are the things your entity needs to avoid?
Opportunities Threats
What opportunities are open to your entity?
What trends could your entity take advantage of?
How can you turn your entitys strengths into opportunities?
Are there any laws, policies, or economic situations that work in your entitys favor?
Are there any events taking place that your entity can leverage? What threats could harm your entity?
What are your entitys competitors doing?
What threats do your entitys weaknesses expose it to?
What are the technological trends that could disrupt or negatively affect your entity?
Are there any laws, policies, or economic situations that could impact your entity in a negative way?
Section 2: Playbook ExercisesPlaybook Exercise 1: Analyze the RoleOne of the goals of this program is to help you evaluate the importance of the hiring process and to identify the components of an effective process. In this module, you learned how to get the hiring process right by delving into the three major goals of the implementation of best practices in the hiring process. This assignment will help you identify a role, and develop its requirements within your organization, based on predetermined profiles.
This assignment consists of the following steps:
Identify a role within your organization.
Summarize the current job description and requirements for the role.
Analyze the workplace for indicators of success in the role.
Develop requirements for the role.
Step 1: Identify a role within your organizationWhat role in your organization has a significant impact on its success and progress? Is there a role that directly impacts productivity?
Step 2: Summarize the current job description and requirements for the roleWhat are the current requirements of the role? Is there an active job posting for the role on talent recruitment platforms? What information does the job description currently contain?
Step 3: Analyze the workplace for indicators of success in the role
List the notable characteristics of former or current top performers in the role Outline the specific goals of the role and how those goals align with the goals of the organization List the outcomes expected from high-performing employees in the role Summarize the cultural components necessary for employees to be a good fit in the organization or team
Step 4: Develop requirements for the roleBased on your analysis of the profile required for the role, revise or recreate a job description for the role.
Playbook Exercise 2: Structure Effective InterviewsIn Module 2, you learned about the core concepts necessary to identify the criteria for conducting effective interviews in order to locate and retain A+ talent. This assignment is designed to help you put this into practice within your organization.
This assignment consists of the following steps:
Identify an open job requisition.
Develop structured interview questions.
Formulate a rating system.
Draft a training protocol for interviewers.Step 1: Identify an open job requisition
Choose a role that you are currently (or recently) hiring for in your organization. This should be a role that is vital to the organization and that perhaps has been open for a while you can use the same role from Playbook Exercise 1 if it applies.
Identify the role below and include its key requirements and any details that might help you to develop a structured interview strategy for your organization.
Step 2: Develop structured interview questions
With a clear understanding of the key skills and abilities required for the job identified, identify questions that can be linked to those needs. Identify at least two or three questions that are relevant to each category you learned about in this section: 1) job knowledge; 2) situational judgment; and 3) past experience. You should end up with a minimum of six questions that will be posed to all candidates who apply for this role. Identify the job skill that each question is linked to there is an example in the chart below.
Role Structured Interview Question Type(s) Question Linked Job Skill
Sales manager
Job knowledge question What steps would you follow to conduct a brainstorming session on achieving objectives in the sales cycle? Collaborates in planning sales strategy and in training the sales team on implementing plans.
Step 3: Formulate a rating system
Now that you know what questions to ask, you should systematically evaluate the answers.
Begin by determining which response types you would find most effective for figuring out who fits the needs of the role and who does not. As you have learned, if you understand in advance what constitutes a strong versus a poor answer, you can rate candidates fairly and effectively across all interviewers, thereby reducing bias.
Example job requirement: The ability to establish and maintain effective working relationships both internally and cross-functionally.
1 2 3 4 5
Unsatisfactory Satisfactory Superior
Demonstrates a lack of regard for the needs of other stakeholders. Speaks mostly about themselves versus the team; Exudes arrogance or shows they primarily rely on power plays or only themselves to get results. Lack of team dynamic. Embraces a winwin approach to supervision and cross-functional relationships. Advocates a collaborative approach to decision making. Demonstrates effectiveness in maintaining trust and confidence in key stakeholders. In addition to meeting the satisfactory criteria, demonstrates political acumen in planning and decision making. Provides clear examples of achieved results while preserving relationships and considering others.
Begin by determining what the highly versus least effective response types would be, and then create a rubric that will allow interviewers to rate candidates in a uniform way against each job skill related to the questions you created in Step 2. When executing this strategy at your organization, you may choose to engage the hiring managers for each department to contribute to this process.
Highly Effective Response Types Least Effective Response Types
Candidate response rubric
Job requirement:
1 2 3 4 5
Unsatisfactory Satisfactory Superior
Step 4: Draft a training protocol for interviewersThe final step in the development of a structured interview process for your organization is to train those that will be conducting the interviews. It is vital for interviewers and hiring managers to understand the importance of structured interviews, specifically the why(s) of your organizations strategy. In this section, develop a list of reasons why, followed by guidelines for how, you will train the team. Think about existing or new technologies that might assist in this process perhaps knowledge base tools that are already in place, a recorded video in your learning management system, or a playbook in your content relationship management system (CRM).
Why Your Organization Is Shifting to a Structured Interview Strategy
Structured interviews introduce more objectivity into the hiring process even when multiple interviewers are involved.
Training protocol guidelines for interviewersCreate your training plan. What is your agenda for the training? What is vital for interviewers to know? What are the high-level questions that need to be asked? Explain how they should use the rubric. The more detailed your plan, the better.
Playbook Exercise 3: Design an Employee Engagement StrategyEmployee engagement is one of the most crucial aspects of great talent retention. Helping employees achieve a persistent, positive, and motivational state of fulfillment leads to more productivity and long-term loyalty. This very powerful tool helps to build trust in organizations and to identify strengths and/or problems before they become too large. In this section, you will examine your current employee engagement strategy and ways to improve it or begin to implement one if it does not exist yet.
This assignment consists of the following four steps:
Outline the current engagement strategy.
Define the changes required in your strategy.
Assess the used or required data mechanisms.
Identify employee engagement activities.
Step 1: Outline your current engagement strategyThink about your organization and outline your current approach for measuring employee engagement. If you are not currently doing this, brainstorm ideas for what the ideal state in this strategy would look like for you.
Step 2: Define the changes required in your strategy
If you are not currently engaging employees effectively, outline what changes you can make or processes you can implement to ensure you are measuring the PERMA framework. If your current strategy seems to be working well, what areas of this framework are worth revisiting and how will you do so?
A few brainstorming considerations:
Have you done a solid job of identifying what is important to your employees? If not, how can you best implement this?
Are you measuring employee engagement on a regular basis or only annually? Why? Should this change?
Do your team leaders have clear guidance on the ways to measure engagement through one-to-one meetings and know how to elevate that feedback to HR?
Are you conducting stay/exit interviews to understand what drives employees to stay or leave?
Have you explored implementing an employee net performance score (eNPS)?
Are you using data to identify trends and continue to evolve your strategy?
The PERMA framework
P - Positive Emotion - What makes you feel good? What gives you joy? Hope?
E - Engagement - What flow activities make you lose track of time?
R - Relationships - Who brings you joy, peace, and support?
M - Meaning - What causes and pursuits do you find important and worthwhile
A - Accomplishment - What are your goals? How can they be achieved?
Step 3: Assess the used or required data mechanismsNow that youve identified what needs to be implemented or changed, are there touchpoints that need to be added to measure the effectiveness of the strategy and/or the changes you are going to recommend? Are there budgetary concerns that need to be addressed in order to implement your changes? If so, what are they? Begin to prepare talking points for introducing a financial request for support in this effort.
Consider the following while formulating your plan:
How you are collecting and assessing, or will collect and assess, this data? What mechanism(s) is/are already in place? What mechanism(s) will you need in order to achieve this?
What are the actions you should take based on the data?
Who will be accountable for taking action and following up on survey results?
How will you share the data you are collecting with leaders, managers, and employees?
Do you have a clear strategy, and have you identified mechanisms for measuring quantitative and qualitative data?
What tools/teams will you require in order to understand trends or analyze the data in the first place?
Trends to consider:
Industry benchmarks
Over time
By location
Remote vs. in-person engagement
By team/department
By leader
Data mechanisms you could explore are listed below. How are you using, or will be using, this data?
Annual engagement surveys
Pulse polls
Tracking behavioral indicators
One-to-one feedback loop
eNPSStay/exit interviews
Topic Response
Step 4: Identify employee engagement activitiesWith the world realizing that many jobs can be done from anywhere, structured activities to engage employees have become an even larger obstacle. Identify whether you have remote, local, national, global, or hybrid employees, and develop a list of general and onboarding engagement activities along with an appropriate budget for each segment.
Fully Remote
This may include a corporate office that can be used or visited as required Local
A main location or office in the vicinity of a main location National Offices
How many locations and where?
*Outline time-zone considerations Global Offices
How many locations and where?
*Outline cultural considerations Hybrid Model
Define and explain the model
Description of the Model General Engagement Activities Onboarding Engagement Activities Budget Estimates
Playbook Exercise 4: Performance Evaluation FrameworksEvaluating employee performance is another critical component of success in your organization. Evaluations may play a role in receiving feedback regarding employee engagement as examined in Playbook Exercise 3. In this activity, you should analyze the Performance Management Pyramid introduced in the program and the prescriptions that are useful for improving your evaluative practices.
This assignment consists of the following three steps:
Outline your current performance management strategy.
Apply the Performance Management Pyramid framework.
Set goals.
Step 1: Outline your current performance management strategyDefine your current performance management strategy and determine whether or not it considers the pitfalls reviewed in this module. List examples of what is working well and where there is a gap, or need, for improvement. Share ways your organization uses data gathered from performance evaluations to make decisions, reward employees, or identify indicators of problems.
Summary of current strategy and pitfall considerations:
Whats working well:
Identified gaps and areas for improvement:
Data usage:
Step 2: Apply the Performance Management Pyramid framework
Use the Performance Management Pyramid framework discussed by Professor Massey in Module 4 to outline a strategy for applying this framework in your organization. Some things to consider as you construct this outline:
Organization outcomes: What are the critical overarching goals of the organization? Does this directly tie into the organizations mission?
Group outcomes: How can you tie the departmental group/team outcomes to the organizations overarching goal and ensure alignment?
Individual outcomes: What is the best way to assess employees individual performance outcomes without making this the sole focus of your evaluation strategy? Have you identified quotas or other KPIs that will need to be measured differently across departments? If not, what is your strategy for doing so?
Individual processes: What are the current operational steps within employees control that need to be considered?
center4445
Org. outcomes
Group outcomes
Individual outcomes
Individual process
Step 3: Set goalsEngaging employees in setting goals tied to performance evaluations helps to build trust. When done right, this process proves that youre there to listen and want to create the best experience possible for your employees while ensuring they have a clear road map for success.
Outline how your organization sets goals. Address these questions, and if the answer is no, identify how you would go about implementing a structure to shift those goals.
Does your organization involve employees in the process?
Does your organization link individual goals to business objectives?
Do goals evolve over time?
Are managers required to revisit goals often?
Are there checks and balances in place that ensure this is being done?
Do performance goals include professional development planning?
Current goal setting process:
Playbook Exercise 5: Design Incentives to Address Your GoalsIncentives operate in dynamic environments and have the capability to change the composition of the workplace over time. Incentives can shape the behavior of employees, influence who might work for your organization in the future and send messages to both current and prospective employees about your organizations values.
This exercise will explore two of the four important steps Professor Barankay provided for designing incentives for the workplace.
Understand what motivates your employees.
Evaluate the intended and unintended consequences.
Considering these steps, identify two or three goals for your organization and craft incentive or reward programs that encourage the accomplishment of those goals.
This assignment consists of the following four steps:
Identify two or three strategic objectives for your organization.
Examine the direct impact employees have on goal achievement.
Brainstorm rewards that motivate your employees.
Design an incentive program.
Step 1: Identify two to three strategic objectives for your organizationYou may want to revisit the situational analysis you completed in Module 0. What are your organizations overall goals for this year?
Goal 1
Goal 2
Goal 3
Step 2: Examine the direct impact employees have on goal achievementWhat metrics must employees meet to help the organization achieve this goal? Are employees familiar with the goals? How do your employees track the progress of goals?
Step 3: Brainstorm rewards that motivate your employees
Reflect on previous rewards and incentives offered to employees. This may have been for attendance, productivity, or reaching a specific sales revenue. How did they respond to those incentives? Have you surveyed employees to gain insight into what motivates them?
Step 4: Design an incentive programWhich organizational goal does the incentive align with? What is the incentive? What do employees need to do to receive the incentive? Is the incentive simple to understand for those in complex jobs? What metric or rubric will be used to track employees progress toward reception of the incentive? What are the rules and conditions for the incentive program? How will employees track their progress? What is the marginal cost and value to the organization for providing the incentive? Is the program sustainable? How often will you offer the incentive? Identify the alternative or potential intended and unintended consequences of the incentive program. Playbook Exercise 6: Create an Implementation PlanThe offered incentives, and how they are communicated, can have a greater impact on public perception and employee engagement than your organizations motto. Communicating the incentive plan to all stakeholders is a pivotal step for receiving buy-in and ensuring that employees are motivated to engage in the steps to receive the incentive.
Thoughtful implementation of the incentive plan is important for a number of reasons: it is vital in combatting preferential treatment, employees are more likely to engage with the plan if it is fair and consistent, and it can give the organization a competitive advantage. For this exercise, you will create a plan for implementing the incentive program.
Review the two remaining important steps Professor Barankay provided for designing incentives for the workplace.
Communicate all the rules and conditions effectively.
Be mindful with feedback.
This assignment consists of the following four steps:
Craft a comprehensive incentive plan summary based on your responses in Playbook Exercise 5.
Communicate the incentive plan to all stakeholders.
Initiate progress monitoring and performance evaluation.
Create a survey for feedback at the conclusion of the first cycle of the incentive program.
Step 1: Craft a comprehensive incentive plan summary based on your responses in Playbook Exercise 5Step 2: Communicate the incentive plan to all stakeholdersWhen and how will the incentive plan be communicated to the organization for approval? When and how will the incentive plan be communicated to the employees?
Organization Proposal Employee Rollout
Step 3: Initiate progress monitoring and performance evaluation
How will employee progress be tracked and who will oversee it? What system will be used? Who will have access and who will be responsible for analyzing the data obtained through progress monitoring?
Step 4: Create a survey for feedback at the conclusion of the initial cycle of the incentive program
Draft five to seven survey questions to be used to gather feedback at the conclusion of the first cycle of the incentive program implementation.
Section3: Initiative RegisterSample Initiative
Sample initiative: Talent acquisition predictive dataApplication Standardize the hiring process for both internal and external employees. Data-driven decisions to adjust talent acquisition operations will ensure we are creating repeatable processes with predictable outcomes. These processes improve onboarding and decrease interview and hiring process times, which in turn improve the experience for internal and external candidates.
Goal(s) Addressed Decrease the length of the onboarding process by 30% for [organization's name] for executive-level positions by the end of the year.
SWOT Elements Addressed Strengths Weaknesses
In-house data analysts
Cutting-edge assessment technology Opportunities Threats
Anticipated Cost Moderate
Anticipated Benefit A better interview and hiring process for candidates and a greater possibility of acquiring the best talent for roles.
Outstanding Questions What background experience should I look for when hiring or selecting an employee for this initiative?
Module 1 InitiativesInitiative 1: [Initiative Name]
Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Initiative 2: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Selected initiativeConsider the initiatives you recorded for this module. Which of these initiatives would you like to share with your organization?
InsightsAfter youve shared your initiative with your organization, use the space below to record any additional insights that come from the group.
Module 2 InitiativesInitiative 3: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Initiative 4: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Selected initiativeConsider the initiatives you recorded for this module. Which of these initiatives would you like to share with your organization?
InsightsAfter youve shared your initiative with your organization, use the space below to record any additional insights that come from the group.
Module 3 InitiativesInitiative 5: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Initiative 6: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Selected initiativeConsider the initiatives you recorded for this module. Which of these initiatives would you like to share with your organization?
InsightsAfter youve shared your initiative with your organization, use the space below to record any additional insights that come from the group.
Module 4 InitiativesInitiative 7: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Initiative 8: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Selected initiativeConsider the initiatives you recorded for this module. Which of these initiatives would you like to share with your organization?
InsightsAfter youve shared your initiative with your organization, use the space below to record any additional insights that come from the group.
Module 5 InitiativesInitiative 9: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Initiative 10: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Selected initiativeConsider the initiatives you recorded for this module. Which of these initiatives would you like to share with your team?
InsightsAfter youve shared your initiative with your team, use the space below to record any additional insights that come from the group.
Module 6 InitiativesInitiative 11: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Initiative 12: [Initiative Name]Application Goal(s) Addressed SWOT Elements Addressed Strengths Weaknesses
Opportunities Threats
Anticipated Cost Anticipated Benefit Outstanding Questions Selected initiativeConsider the initiatives you recorded for this module. Which of these initiatives would you like to share with your organization?
InsightsAfter youve shared your initiative with your organization, use the space below to record any additional insights that come from the group.
Initiative PrioritizationStep 1: Select your most impactful initiativesAt this point, you have had the opportunity to develop up to 12 talent strategy initiatives that could be implemented in your organization. Consider each of these initiatives and select six that you believe could have the highest impact on your organization. Record these initiatives in the table below.
Initiative # Initiative Name
1 2 3 4 5 6 Step 2: Perform a simple costbenefit analysisNext, consider the relative cost and benefit associated with each initiative by using the chart below. (To save space, you may want to write only the ID numbers of the initiatives in the chart.) Initiatives with higher benefits go toward the right, and initiatives with higher costs go toward the top
800100142240High
Cost
00High
Cost
7429512513965High
Cost
00High
Cost
Quadrant I:
Discard Quadrant II:
Medium Priority
-1517651341755Low
Benefit
00Low
Benefit
495300115875High
Benefit
00High
Benefit
Step 3: Prioritize your initiativesUse the table below to help you prioritize your initiatives. Note that Quadrant I initiatives should be discarded. In the event that you have multiple initiatives in the other quadrants, make a judgment call to determine how these should be prioritized in relation to each other.
Priority Initiative # Initiative Name
1 2 3 4 5 6 Step 4: Develop an implementation planNow that you have prioritized your initiatives, youre ready to build out an implementation plan for your top-priority initiative. Once you have finished, youll be able to submit your implementation plan to your Program Leader for feedback. Scroll to the next page to begin developing your plan.
Initiative Implementation PlanUse the table below to help you create an implementation plan for your top-priority initiative. Note that while not all cells need to be filled in, the more detail you provide the easier it will be for your Program Leader to provide feedback.
High-Level Description of Initiative
Purpose Statement
Justification Scope Context
Alignment with Organizational Objective Alignment with Your Three Goals Relevant SWOT Considerations Implementation Schedule
Key Milestones Dates
Supporting Activities
Stakeholder Engagement Plan
Stakeholder Engagement Strategy
Engage closely, keep satisfied, keep informed, or monitor? Engagement Plan
Monitor
Resources Required
Anticipated Budget Personnel Other Resources Risks and Mitigation Strategies
Risks Mitigation Strategies
Module NotepadModule 1Notes
Key methodologies, ideas, and insights Glossary
Key terms and definitions
Questions
Topics and ideas to explore further
Key Takeaways
Your three main takeaways from this module
Module 2Notes
Key methodologies, ideas, and insights Glossary
Key terms and definitions
Questions
Topics and ideas to explore further
Key Takeaways
Your three main takeaways from this module
Module 3Notes
Key methodologies, ideas, and insights Glossary
Key terms and definitions
Questions
Topics and ideas to explore further
Key Takeaways
Your three main takeaways from this module
Module 4Notes
Key methodologies, ideas, and insights Glossary
Key terms and definitions
Questions
Topics and ideas to explore further
Key Takeaways
Your three main takeaways from this module
Module 5Notes
Key methodologies, ideas, and insights Glossary
Key terms and definitions
Questions
Topics and ideas to explore further
Key Takeaways
Your three main takeaways from this module
Module 6Notes
Key methodologies, ideas, and insights Glossary
Key terms and definitions
Questions
Topics and ideas to explore further
Key Takeaways
Your three main takeaways from this module
The Talent Strategy Playbook will help you document and develop the knowledge you gain from this program and implement it in your organization or in an organization you are familiar with. The playbook provides the opportunity to leave the program with a single source containing the most important learnings.
We suggest you save it on your computer as you will refer to this single, editable playbook throughout the course. You will complete and submit playbook exercises to submit each module, except Module 0. For Module 0, you will complete an activity, however, you will not submit it.
The Talent Strategy Playbook contains four sections:
Section 1: Situation analysis
This section will contain an exercise to help you identify an area of growth or set goals prior to beginning the program content in Module 1. You will select an entity to focus your work on and define personal goals that will contribute to that objective. This exercise is to be completed during this module week, Module 0.
Section 2: Playbook exercises
This section contains the required exercises that you will complete each module week. They will guide you through the process of applying certain concepts, skills, or frameworks to your organization. Each module week you will submit the exercise for that module week.
Module 1 - Playbook Exercise 1: Analyse the RoleModule 2 - Playbook Exercise 2: Structure Effective InterviewsModule 3 - Playbook Exercise 3: Design an Employee Engagement StrategyModule 4 - Playbook Exercise 4: Performance Evaluation FrameworksModule 5 - Playbook Exercise 5: Design Incentives to Address Your GoalsModule 6 - Playbook Exercise 6: Create an Implementation Plan
Section 3: Initiative register
Throughout the program, you will encounter many other opportunities to apply what you have learned. We refer to knowledge that you identify as actionable in your own organization as an initiative. You should try to identify and record two initiatives in each modules initiative register. You could encounter potential initiatives anywhere, at any time: while viewing faculty videos, while completing program activities, during discussions with your peers or Program Leader, or during moments of thoughtful reflection outside of the program. Get into the habit of opening your initiative register each time a potential application of the knowledge gained in the program comes to mind.
Section 4: Key takeaways
While the ultimate goal of this playbook is to help you apply the programs content, it is also important to keep track of your insights. Such insights can often mature into applications over time. You can use the Module Notepad section of the playbook to make notes of what you learn.
This module week, complete Section 1: Situation Analysis. Although you are not required to submit this section, it is integral in completing the weekly playbook activities.
Good luck!
