Talent Development

A big picture view of the SRM landscape

For learning and development investments to deliver sustainable change, they must be put into the wider perspective of talent development. This is because there are many factors in the workplace setting that can add to or detract from the overall success of a learning investment. It’s why we have developed a big picture view of what the SRM talent development landscape looks like – to help our clients take a holistic view of the situation and understand the inter-dependence between a range of activities and initiatives that span job design, learning and development, performance coaching, and retention and reward.

The State of Flux talent development diagnostic is shown below. It provides a comprehensive view of the main contributing factors for driving the talent and people performance agenda for supplier relationship management.


Effectiveness and priorities

Realising that there is never enough time or budget to roll out expensive and time-consuming talent development programmes, the diagnostic framework can be used to assess an organisation's current effectiveness in each of the ‘nine by nine’ factors and the relative priority in driving improvements towards achieving a goal state for SRM maturity.

The framework quickly allows high and urgent talent development priorities to be identified as a stepping stone to building an action plan that addresses the areas of greatest need, while being sure that the ‘full cloth’ has been factored into the planning process.

The framework allows value to be created in the following ways:

  • Investigate and map the areas of strength and weakness within the current talent capability, and so identify the areas that will produce the highest value from any investment.
  • Provide a concise and engaging means to validate the current priorities, facilitating discussion around performance goals, what good looks like and related contributing factors.
  • Act as a backdrop for planning and implementing talent development initiatives.
  • Provide a consistent baseline for reassessing organisational SRM effectiveness, evaluating progress and identifying ‘next highest priority’ continuous improvement opportunities.