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SELECTION METHODOLOGY
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What is a Talent Architect?
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Talent Architect: The Three Buckets
TALENT
ACQUISITION
TALENT
MANAGEMENT
TALENT
RETENTION
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Talent Acquisition
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Talent Acquisition Process
JobProfile
ChooseInterview
Team
ResumeScreen
InterestScreen
SelectionAssessments
BehavioralBased
Interviews
DataIntegration
DecisionMakingProcess
ReferenceCheck
Job Offer On-Boarding
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Talent Management
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Performance Management Strategy
Goal Setting(OGTM)
Total RewardsStrategy
Quarterly Planand Reviews
PerformanceReviews
(Mid & End of
Year)
DevelopmentPlanning
PerformanceManagement
Strategy
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Talent Planning Objectives
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Position IdentificationA Position
STRATEGIC
B Position
OPERATIONAL
C Position
STAPLE
DEFINING
CHARACTERISTICS
Has a direct strategic impact
AND
Exhibits high performancevariability among those in theposition,
representing upsidepotential
Has an indirect strategic impact bysupporting strategic
positions andminimizes downside risk by providing afoundation for
strategic efforts
OR
Has a potential strategic impact, butexhibits little performance
variabilityamong those in the position
May be required for the firm tofunction but has little
strategicimpact
Scope of Authority Autonomous decision making Specific processes
or procedurestypically must be followed
Little discretion in work
Primary determinant of
compensation
Performance Job level Market price
Effect on value creation Creates value by substantiallyenhancing
revenue opportunities
are greater loss to the firm
Supports value-creating positions Has little positive
economicimpact
Consequences of
mistakes
May be very costly, but missedrevenue opportunities are
greaterloss to the firm
May be very costly and candestroy value
Not necessarily costly
Consequences of hiring
wrong person
Significant expense in terms oflost training investment
andrevenue opportunities
Fairly easily remedied throughhiring of replacement
Easily remedied through hiring ofreplacement
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Talent Planning Objectives
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Talent Planning Objectives
A Jobs - Strategic
B Jobs - Operational
C Jobs - Staple
Performance ResultsLow High
High
PotentialAssessment
Bryan
KeithSusan
Bill
Niki
Mike
Tony
NOTE: Its important to differentiate between highperformance and
high potential but to consider both
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Talent Retention
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Total Rewards Strategy
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Success Metrics
