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TARI Talent Audit and Risk Indicators OVERVIEW

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Talent Audit and Risk Indicators (TARI) provides vital management information covering people and organisational factors and enables sensible risk assessments to be made.

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When it comes to assessing people and organisational risk, does your organisation identify: • Consequences of losing key jobholders?

• Whether management roles are over-stretched?

• Whether your best people are also likely to be the ones that leave?

• Individual performance and potential in a systematic way?

• Whether there is the optimum number of layers of management?

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Overview

TARI comprises a suite of online audit and risk profile tools and methods under the headings in the diagram.

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TARI Talent Audit and Risk Indicators OVERVIEW

Business Critical Positions TARI helps you make the distinction between: • Strategic positions which shape the future direction of the enterprise, • Stress points which expose the organisation to high levels of risk if a job holder leaves a position unexpectedly, • Pivotal positions where further investment provide clear returns.

In order to determine whether a job is a Stress Point, it is necessary to review two sets of factors. These are related to the Impact that the role can have in the organisation and the Elapsed Time from when a role holder leaves the position to when effective coverage is achieved.

TARI provides a simple to use online tools that identifies Stress Points using the following factors.

Medium Risk

Low Risk

Centrality to business enterprise

C w urr ith en in t ‘ th kn e ow bu si ho ne w ss ’

All High Risk jobs should have a risk mitigation plan

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High Risk

Impact Factors

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Ea re se pl of ac d em ire en ct t

Factors to Determine a Stress Point

Stress Point

Time taken for new incumbent to be effective O rg a fle nis xi at bi io lit na y l

Time Factors

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TARI Talent Audit and Risk Indicators OVERVIEW

Employee Wastage Identifying the likely risk that a person will leave the organisation provides important management information.

TARI provides an easy to use online system that generates a Risk of Leaving Indicator.

Risk of leaving is identified by 4 factors:

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Risk is increased if a person doesn’t feel engaged. Engagement is evidenced by a person making discretionary effort. Discretionary effort involves putting something of yourself into the work and risking making a mistake. It is about choosing to help a colleague or delighting the customer.

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Remuneration

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Individual, Role, External Demand, Remuneration.

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Discretionary effort is largely dependent upon the quality of the working relationship with the manager.

Risk of Leaving Indicator can be used in conjunction with other methods that measure engagement such as Dynamic Link’s Climate Survey (http://www.dynamic-link.com/?dli=solutions_suite&sdli=survey-audits).

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TARI Talent Audit and Risk Indicators OVERVIEW

Management Layers Efficient organisations are characterised as having the optimum number of levels of management. When this is the case, accountabilities are clear and the cascade from strategic direction to task delivery is efficient and effective. The result is ownership of outputs and clarity of purpose.

The Structural Efficiency Indicator provides vital information as to whether you have too many or too few layers of management.

The result is an indicator of whether there are likely to be gaps or overlaps in the structure.

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TARI Talent Audit and Risk Indicators OVERVIEW Span of Control People management is a critical aspect in high performance organisations and time is taken to ensure that managers are not over-whelmed by their ‘Span of Control’.

‘Span of Control’ refers to the number of direct reports who share the time and attention of a manager and look to him/her for leadership and coaching.

Many text books will tell you that to be effective there have to have between 3 and 8 direct reports. Any more, and managers lose control. Such ideas on spans of control have allowed the building of empires through the introduction of ‘span breakers’ and have no basis in theory or fact. In reality, a manager may have up to as many immediate direct reports as the operating circumstances require.

TARI provides a simple to use online tool that identifies Optimal Span of Control using the following dimensions.

Interdependency

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Performance monitoring

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Comparing the generated data for a specific job against the actual number of direct reports to a jobholder provides an indication of management ‘stretch’.

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Interdependency Geography Speed of Change Performance Monitoring Training Management Time

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TARI Talent Audit and Risk Indicators OVERVIEW Talent and Succession Mapping The Talent Mapping involves classifying people according to a performance/ potential matrix.

TARI enables the plotting of people onto a matrix as it uses a clear set of definitions that specify both Sustained Performance and Growth Potential.

When this information is combined with that of Risk of Leaving and Business Critical Positions, the Workforce Analytics Suite produces unique ratios and indices that enable risk assessment and mitigation.

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TARI Talent Audit and Risk Indicators OVERVIEW TARI has an online succession management matrix that is used to map succession coverage.

Illustrated below is a simplified version of the succession contingency matrix.

‘Ready Now’ assessments can be used in conjunction with Targeted Assessment as this provides objective data on growth potential. As such, it can reinforce the direct line manager’s assessment of when a person will be ready to take on an identified key job.

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