From Managing Talent To Transforming Talent

On Measuring Training Effectiveness

Take a bird’s view or worm’s view of any company that is a few years old, stable and gradually growing. The fact is well recognized that Human Capital is just as important as Financial Capital for sustenance and to meet changing business needs.

Human Resource Heads and Management also realize that attracting talent, retaining high potential and managing talent is not enough to acquire a commercial advantage – nurturing talent based on need is of paramount importance for future success

If this has to be achieved, needless to say – the nine box matrix or the performance versus potential evaluation should enable you to identify talent within the organizations, however to make them ready for more challenging roles, new projects introduce SMART – Specific, Measurable, Achievable, Readiness Training. At the very outset set expectations and measurable parameters.

While you can use multiple criteria to identify potential people based on 360-degree evaluation, reporting manager’s recommendation, an individual’s interest to take up new initiatives, past performances, it is still necessary to gauge his capability readiness as well as expertise, so that we do not risk project results.

While you transform available talent through training and unlock the potential of those who can take the organization or project to the next level, applicable to both entry-level resources and leaders alike, identify appropriate course and direction – coach till results are achieved, provide ongoing assistance till solution creates the right impact and the resource is thoroughly engaged.

Organizations need to develop an integrated approach to talent management – evolve from sourcing talent within the organization based on exact match with required skills versus potential to deliver, exact fitment to sharing opportunity to retain and engage the resource – And the support system behind all kind of capability building, the only mechanism that works is Training that is measurable, training that is designed for outcomes.

Human Resource leaders and project leads should conduct talent review exercise at regular intervals, not necessarily with the intention to just manage or retain talent to avoid the lengthy hiring cycle, but with the goal to transform existing talent through training, coaching, mentoring and motivating models to assume more challenging responsibilities.



Contact advocating.outcomes@gmail.com for outcome based learning models.