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Talent management


The most cutting-edge technology, maximum efficiency in processes or an excellent organisational structure are not competitive advantages in themselves.

Talented individuals transform them into competitive advantages. Benefitting from these profiles, which is the greatest cost for most businesses nowadays, patently conditions the results of a company.

The rules of today's market compel us to be able to define, manage and gauge talent in order to reach business goals and compete in a more effective manner. To do so, the managers should decide where and with whom they operate, what resources they should possess and how they plan to implement them.



Talent management audit
An audit of the people area entails analysing policies, programmes and practices taking place within the company assessing their effectiveness, efficiency and whether they are the most suited when it comes to costs and targets in order to generate more profitability for the organisation.

Based on an in-depth analysis of the degree of efficiency and effectiveness of the processes of talent selection and retention, training and development, and measurement of performance, the strengths and areas for improvement in the overall process are clearly identified.



Skills-based management
At present, our view of the role of HR has changed.

It is not an aspect that can be administered; rather, one that is to be managed. They are not seen solely as a resource but as part of the company's capital. They do not focus on the work position, but instead on the role each individual should carry out. In short, people management focuses on increasing productivity and business results.

Along these lines, skills-based management does not focus on the worker but rather on the person, assisting professional development and attracting more committed, better trained and flexible individuals who, thus, are far better assets for the company.

Likewise, a skills-based management programme will simplify comprehensive management of the key aspects affecting the area of HR: ranging from staff screening, assessment, capacity building and development to the time to be devoted to aligning skills within the organisation with its strategic goals.



Performance-based assessment
At a time when management control and productivity of people is increasingly important, it is vital to benefit from relevant, current and reliable information on the extent to which they fulfil their duties and are suited to their work posts.

Performance-based assessment makes it possible to make decisions regarding promotion, development and relocation of people.

A performance-based assessment programme will help analyse the overall performance of each employee, determining gaps between their actual and desired performance and setting out the needs for development and training that will result in specific actions aimed at developing individual skills and strengthening the areas for improvement.



Individual development plan (IDP)
Identifying the potential of people and encouraging that potential to be developed within the organisation is one of the key priorities on the agenda of HR managers.

The IDP is a roadmap that serves as a guide for people to reach their talent development goals in accordance with the goals of their organisation, determined according to their performance objectives, the career development targets and the business goals of the company.