1. Talent Management

2. Harvard Business Review
Talent Definition
“High potentials consistently and significantly outperform their peer groups in a variety of settings and circumstances. While achieving these superior levels of performance, they exhibit behaviours that reflect their companies’ culture and values in an exemplary manner. Moreover, they show a strong capacity to grow and succeed throughout their careers within an organisation—more quickly and effectively than their peer groups do.”
Harvard Business Review

3. Our Talent Proposition
By identifying our ‘Talent’ we will understand who can make a difference to organisational
performance, either through immediate contribution or in the longer term by demonstrating
the highest levels of potential for advancement
Talent management provides us with the ability to effectively identify/acquire, develop and retain
high performing individuals in critical jobs across the wider organisation, in order to help Turning
Point become a high performing organisation
The Talent management process will enable us to review our workforce and provide opportunity
to deploy our staff in accordance with their developmental needs whilst balancing operational
needs, for now and for the future
The process allows us to develop layers of Talent Management Review across the Business Unit,
providing a systematic process for identifying talent and planning for the future

4. Our Talent Proposition
We believe:
That talent management should be a transparent process
Managers should have the confidence to talk openly about talent, and should actively participate in
identifying and developing people with potential
Talent is a fluid and dynamic process & high-potential criteria should change with business needs
Talent should be owned by the business, managed & supported by HR
Our Approach:
Our approach is to use the simplest possible processes at all times and to eliminate unnecessary
steps
Every process we promote is built with pragmatism and flexibility in mind, allowing our talent
processes to flex with the business
HR business partners will partner with their business units to provide a talent solution that fits
their needs whilst aligning to a common best practice approach

5. A High potential employee
Defining Talent
Aspiration
The extent to which an employee wants or
desires the following:
Prestige and recognition in the organisation
Advancement and influence
Financial rewards
A High potential employee
is someone with the ability, engagement and aspiration to rise and succeed in a more senior management position
Aspiration
Ability
Engagement
Ability
A combination of the innate characteristics and learned skills that employees use to carry out their day-to day work
Mental and cognitive ability
Technical and functional skills
Interpersonal skills
Emotional skills
Engagement
Consists of four elements:
The extent to which employees value, enjoy and believe
in their organisation
The extent to which employees believe that staying with
their organisation is in their self-interest
Employees willingness to go “above and beyond”
Employees’ desire to stay with the organisation

6. Manage to stronger performance Focus on retention & motivation
9-Box Grid
Stretch & develop
Individual with high level of capability who is not achieving highest levels of performance. May be relatively recent to role or past A-performer who has been in role long enough to feel blocked / stale. Shows enough potential to be considered for a talent programme and/or a stretch project.
Manage closely &
develop with pace
New promotes, role transfers and new recruits. Strong potential, but need coaching and support to improve performance. May have been rated a high performer at a previous level. Should be revisited in next talent review for progress. 4 7 9
Invest, focus & accelerate
Significantly exceeds objectives and shows strong potential compared to peers. Influences management. Agitates for change and pushes boundaries. Shows tenacity. Considered a role model. Has mastered or nearly mastered their current role.
Significantly larger & more complex role
Potential 2 5 8
Manage closely
Some potential but underperforms against objectives. Not consistently meeting expectation and/or not performing. Current performance reflects significant need for improvement.
Stretch & develop
A good performer, delivers expectations and may have the potential to do more and grow further, but more evidence is required before nominating for a talent programme. Should be revisited in next talent review for progress. One to watch.
Broader role with increasing complexity
Stretch & accelerate
Significantly exceeds objectives, sustained high performer, excelling at current level and showing potential for growth and upward progression. Should be considered for talent programmes. 1 3 6
Improve or exit
Low potential, significant underperformance. Potentially being performance managed. Current performance reflects significant need for improvement. Should be managed closely to improve or exit.
Manage to stronger performance
Acceptable business performance, but showing no further upward growth potential at the moment. Room to grow in current role.
Focus on retention & motivation
Exceeds business objectives, but lacks some potential criteria or opportunity for promotion. Key individuals to value and retain. Could be specialists or technical experts who should be considered for technical specialist development.
Develop in same size role
Performance

7. Outstanding
potential
High
potential
Justification required
Not considered
for talent
programmes
XXX Mapping 4
3-4% 7
1-2% 9
Significantly larger & more complex role
Potential 5 8 2
3-4%
Broader role with increasing complexity 1 3 6
Develop in same size role
Performance

8. Agreed Actions
Action
Owner
Status