A company's human capital is a treasure to be discovered and nurtured. Its skills are, on one hand, complex to detect and, on the other, constantly changing, expanding, and evolving!
In this article, we will look at how to set objectives for a "skills-based approach," and then outline the methodology you need to adopt in order to accurately map all your skills and roles.
Why is talent mapping crucial for HR?
Mapping your company's assets is the foundation of effective workforce and career management. It is an in-depth process that benefits everyone involved: HR, managers, and employees.
- For HR teams
- Ensure the reliability of career committees, job changes, and salary reviews.
- It streamlines training programs by enabling a targeted approach to the most in-demand proficiencies.
- Mapping helps career committees make reliable decisions regarding job changes and salary adjustments.
- Encourage reflection on high-potential employees and succession planning.
- Identify bridges between roles, potential skill gaps, and investments in the professions of tomorrow.
- For managers
- Improving performance measurement
- Guiding the development of team expertise.
- Adapt performance and training objectives.
- Building loyalty by involving employees in their career paths
- Create an internal recruitment tool where the available selection criteria reveal the expected qualifications
- Foremployees
- Learn about the levels expected and achieved in their current jobs.
- It also enables them to collaborate with their managers and colleagues on learning essential skills.
- Make the most of possible career opportunities within their company, thanks to gateways to the jobs and professions closest to their current skills and motivations.
Cristel Guillain explains why she chose Neobrain: access the video here :
What are the objectives for talent mapping?
- Mapping enables HR professionals to respond to rapid evolutions and transformations in the organizational structure; for example, the case with the SNCF.
- It can facilitate the structuring of a strategic workforce planning approach like what Afpa did.
- Dynamic age management to anticipate potential loss of skills: an example from Bosch.
- Additionally, it empowers employees and managers to upskill using an intuitive and sustainable career planning tool. Have a look at what Sage did.
- Talent analysis enhances internal mobility through better career management and implementing a talent marketplace. Take for example what Natixis did.
- To add on, it assists in determining appropriate employee support and training practices, like in the case with Amicio.
Talent planning for organizational projects.
The mapping of all your company's expertise is the result of several preliminary stages: the construction of an ontology, its formalization in a repository and, finally, its daily use by your employees.
Who are theplayers involved in mapping skills ?
Human resource teams play an integral role in talent analysis. However, there are other parties involved in implementing the concept. They include:
- Managers : they contribute to the mapping by listing all the skills needed and available within their teams.
- Job experts: they describe the main tasks attached to the jobs they manage, and the resulting skills.
- The business sponsor : validates the strategic skills contained within their business family. They participate in the organization’s forward-looking vision and consider future assets so they can be integrated from the start of the process.
- The HR function: manages HR information systems. They also organize training, career development, and partner sourcing.
- Business owners: ensure best practices when undertaking talent acquisition procedures. They can organize interviews and source reviews with technical experts, HR, and other relevant stakeholders to streamline supply chain pipelines.
Unleash the bridges between professions
Your mapping is taking shape, and you now have all the data your employees need to position themselves in their roles. They can directly assess their proficiency in each job-related skill category. This process reveals two essential pieces of information:
- Gaps between expected and actual skill levels.
- Levels of attainment that enable progression to other roles within the company.
Self-assessment alone is not enough to reveal an individual's true proficiency. In our article “mapping: optimize your training budget” we discuss ways to make this process more reliable.
What are career pathways?
Career bridges form the foundation of mobility, emerging from the similarity of skills required between different roles. For managers and HR, this mapping highlights the commonalities between professions and, consequently, the career paths most likely to lead to success.
Employees can also use career bridges to gain visibility into internal job openings they can aspire to. Mapping their abilities will guide their career trajectory and enable them to make objective job transitions based solely on skills. As a result, it strengthens their commitment to maximizing their professional growth.
Update your mapping and avoid skill inflation
- Overall, companies should evaluate and regularly update their talent competencies to improve productivity. Neobrain scans 60 million job offers every day to suggest competitive skills that you may choose to include in your portfolio.
- However, be careful to keep your skill list concise. Requiring too many aptitudes can diminish recruitment value. A good skills checklist should not exceed 15 skills per job.
