A new approach in talent management, see how to apply an effective human resources talent management strategy using the agile methodologies. Is not about to work more, is about to work in a more effective way to achieve results in less time. New technologies like Big Data and data analysis along with new tools to improve the talent management cycle, are helping today to create a different and disruptive way to manage talent in the company.

2. the vast majority of employee
development programs and talent
management are not working
the vast majority of employee
development programs and talent
management are not working

3. ...this has created a feeling
that talent management,
employee assessments,
career plans, etc... do not
reach the targets
...this has created a feeling
that talent management,
employee assessments,
career plans, etc... do not
reach the targets

4. ...but it has been shown that the
problem is not to be found on talent
management programs by
themselves, but
how to apply them all...
...but it has been shown that the
problem is not to be found on talent
management programs by
themselves, but
how to apply them all...

5. " While most companies still have annual reviews, more than 80% (Deloitte
Human Capital Trends 2014) reveal they are not worth the time people spend on
them. Today companies want programs that focus on real-time feedback,
coaching, development, and agile approaches to goal management. This means
reshaping performance management to be more agile, developmental, and
transparent. "
Josh Bersin
Principal and Founder, Bersin by Deloitte
Read the complete article here: Top Ten disruptions in HR technology

7. methodology

8. 1 Short employee development
cycles prone to continuous
long employee development
cycles1
VS

11. 2 use of the job position catalog
for conducting assessments
use of multipurpose assessment
questionnaires for different job
positions2
VS

12. 3 maintain an up-to-date job
catalog,to behavior level
not to have a job position
catalog according to daily
reality of positions3
VS

13. ?
4
Identify and assess only observable,
objective and unique behavior for every
job position
subjective and difficult to
interpret criteria when
evaluating behavior4
VS

14. ACTIVE
STOPPED
DRAFT
5
Activate and deactivate the assessment
of behavior depending on company
strategic goals
assess always the same
behavior for a given position5
VS

15. 6
integrate quantitative targets with an
appropriate weight in the employee’s
assessment
not associate the quantitative
numerical goals of every
employee with his assessment6
VS

16. 7
design specific algorithms for each
job position based on their key
points and company goals
give the same importance to each of
the areas of competence or behavior7
VS

17. 8
the employee drives his assessment &
development aligned with the interests
of the company
the employee is outside his
assessment & development8
VS

18. 9
different assessments depending on
the relationship between evaluator
and evaluated person
believe that the solution lies on
360º assessments to get
objective results9
VS

19. automate the entire process
and integrate all information in
a unique front end
to use manual processes and
several tools in the process
VS
10
10

20. 11
to use fresh,easy an intuitive
tools that convey agility and
modernity
to use complex tools that require
specific training which are not
suitable for low level profiles
11
VS

21. automatically generate personalized
action plans for each employee
not generate an individual
action plan for every employee
VS
12
12

22. associate training programs,mentoring,
articles and content that allows the employee
to self-improve weak aspects
not associate weakness found in
assessments to specific and personalized
training activities for improvement
VS
13
13

23. 14 automated processes easy to configure
and maintain
laborious processes for the HR
Department14
VS

24. 14 always recognize top performers
not recognizing the best in class
employees14
VS

25. 15
collect in real time overall measurements and
evolution indicators per competence,behavior,
goal,etc...for every employee
not collect measurements of
employee changes15
VS

26. 16 collect real time aggregated data and
evolution for every level of the organization
not collect analytical aggregated data at
the different levels of the company16
VS

27. RESULTADOS
>10%
INCREASE
PRODUCTIVITY
RESULTS

28. OTHER
BENEFITS
Average ticket Product losses Learning
Customer
satisfaction
Motivation Staff turnover
RESULTS

29. Agile Talent Management

30. 9.9
Agile Talent Management
Competency
assessment
Quantitative goals
Assessment and goals indicators, evolution, employee value
Actions for continuous improvement
Personalized
algorithm
for every
job position

31. Employee´s
dashboard

32. Agile Talent Management
• In Intalligent there is no need for an organization
chart. Instead, we use the term “perspectives” to
refer to who evaluates whom.
Organization charts?
• 360º, 180º, 90º assessments?Yes, but not based on
fixed organization charts. Perspectives are fully
flexible to allow you to design your own
performance assessment matrix

33. Agile Talent Management
Department´s
dashboard,
unit, brand, office,
etc...
...every level of the
organization has his
own dashboard

34. Intuitive
questionnaires
with color codes
Matrix
questionnaires to
streamline the
process,
evaluating
several employees
at the same time

35. Agile Talent Management
Personalized
action plans for
every employee

36. Agile Talent Management
Rewards best
employees
with badges
TOP
PERFORMER
2015
The result: broad recognition of 21st century skills and experiences.

37. www.intAlligent.com

38. Hermes Romero
hromero@intalligent.com
@hermeromero
https://www.linkedin.com/pub/hermes-romero
Agile Talent Management