8 800 555 67 13 Demo version About company RU
Functions How to join Price Reviews System preferences Become partner Videos FAQ Blog Demo version RU 8 (495) 191 11 09
How to create a talent pool
23.07.2019

Closing a managerial position is a headache for the Human Resources department. After all, we need to select a person with a core set of competencies and it is not that easy. Therefore, many companies have adopted the practice of creating a talent pool — a group of employees who are potentially able to occupy a vacant managerial position.

Conventionally, this process can be broken down into several stages:

  • selection of candidates for the talent pool;
  • training of selected employees;
  • competitive selection — identification of the best and their transfer to vacant positions;
  • supporting motivational activities for employees that have not passed the competition for an open position.

The last stage is very important to maintain the loyalty of those left behind. After all, they've been trained, they've spent their time and you can't just return them to their original positions. But back to the beginning.

We are looking for the best

The easiest way to do this is to compare the results shown by the employee. Store managers in the retail network are usually assessed on financial indicators: if the plan is fulfilled — well done. It is only important to remember that this goal can be achieved in many ways.

The manager can use strict authoritarian management methods, thus fulfilling the set plan. But there will be a lot of turnover and a nervous internal atmosphere in such a store. It is unlikely that such a candidate can be enrolled in the talent pool.

It is also possible that the manager is just lucky — he got a shop located in a place with large customer traffic, and the sales plan is carried out by itself.

In order to find a really worthy candidate, it is necessary to evaluate his work in a comprehensive manner according to different criteria and competences:

  • financial performance;
  • skills of work with personnel;
  • quality of compliance with operational standards, and so on.

Having assessed the totality of these indicators, we will be able to approach the objective assessment of the candidate. At the same time, it is desirable to assess not the current situation, but the manager's work in dynamics.

For example, you received one-time feedback from store employees about the atmosphere in the team, the manager's contribution to creating a productive, supportive workplace environment and gave this manager a high rating. But in reality, he forced his staff to provide such answers, using different methods of pressure on the team. If such surveys were to be conducted regularly, the truth would no longer be hidden.

Employees must be selected for the talent pool if they consistently perform well according to a number of selected criteria. Tracking this information manually is difficult, but it can be done more easily — with the help of specialized IT-systems.

Let's use MD Audit

Our system is focused on monitoring the execution of operational processes and standards. They can be used to obtain information about the competence of a manager and his ability to work. After all, if the store staff does not meet the company standards, it means that the manager has obvious problems in order to organize the correct work.

For example, within a month you check each store in your retail network against the "Standards of service" checklist. High store performance on this inspection suggests that the manager:

  • monitors professional discipline;
  • pays attention to staff training.

Not only can you view the results of a single store, but you can also compare stores with each other across a region, division or the entire network. Of course, to get a complete picture, there must be a lot of checklists like this and you can create as many as you need. 

MD Audit also gives you the opportunity to see the other side of the employee's work — diligence.

Each task set in the system has a status: new, in work, completed or overdue. Analyzing the speed with which the store manager performs the tasks assigned, whether he has overdue tasks, how many tasks are closed with comments, and so on, you can make up the dynamics of his executive discipline.

MD Audit has created a separate analytical block for this purpose. It not only evaluates specific store managers, but also compares them to each other in terms of several parameters. 

With our system in place, human resources staff will be able to select candidates for the talent pool more objectively. And store manager, knowing that they can be promoted to a higher position, will work better.

Подписаться на новости:

Отправляя свои данные, вы соглашаетесь получать регулярные обновления из блога MD Audit. Вы можете отказаться от подписки, когда захотите.

Tеги staff motivation , staff management
Поделиться
Читайте также
21.05.2019
How to assess the corporate culture efficiency
16.07.2019
How to create constructive internal competition
14.05.2019
How to organize the working day of the store managers
06.06.2019
Why a store may not measure performance against KPIs
Показать еще