The annual talent planning process has long been a cornerstone of organizational development, yet it can often be time-consuming. In 2025, HR teams need to recognize opportunities for improvement and embark on a transformative journey to reimagine their approach to talent planning. The goal is to optimize the process and maximize ROI. Here are our results-proven recommendations for HR teams looking to take an innovative approach to transform talent planning heading in 2025 and beyond.
Focusing on Development Needs
Retire the traditional 9-block model. Instead, focus on a simplified framework that places a strong emphasis on growth and learning for all employees. This new framework should be designed to provide actionable guidance tailored to an employee’s performance, aspirations, readiness, and development needs.
The development framework is not just a tool but can become a pillar of an organization’s talent philosophy that empowers continuous learning and development. It recognizes that employees are at different stages in their careers and have unique strengths and motivations. By focusing on individual needs, you can create personalized development plans that are more effective and engaging. This approach not only helps in identifying the right development opportunities but also ensures that employees are more invested in their growth, leading to higher satisfaction and retention rates.
Leveraging Technology to Track Talent Decisions
In today’s digital age, technology plays a critical role in enhancing HR processes. Consider if leveraging your Performance Management system is an option to facilitate the utilization of the development framework. At University of Phoenix, we launched a complementary talent planning module in our Performance Management system that shows a visualization of our 4-category Development Framework. This module equips leaders with year-round access to talent planning tools and the outcomes of the talent assessments for their direct reports.
Look for modules that provide a centralized platform where leaders can quickly identify development needs, document agreed-upon strategies, and track development progress. It should also facilitate better communication and collaboration among leaders, ensuring that everyone is aligned on a go-forward development plan. By leveraging technology, we can make the talent planning process more efficient, transparent, and focused. This will significantly reduce the time spent on administrative tasks, allowing leaders to focus more on strategic development initiatives.
Moving Beyond Calibration Towards Alignment
In the past, HR teams could spend a substantial amount of time devoted to the traditional calibration process, which primarily focused on identifying the ideal box placement for employees. We should instead pursue an approach more conducive to identifying needs for continuous development and growth.
To address this, shift the focus of the calibration process to alignment. Instead of spending time on box placements, concentrate on reaching alignment on specific development needs and creating clear, actionable steps to support skill enhancement and career aspirations. This shift will lead to more meaningful and productive discussions during talent planning sessions.
By moving beyond calibration to alignment, we can create a more collaborative and supportive environment where leadership teams are coming together to discuss their collective talent and focus on identifying and addressing the development needs of their team members. This will result in a more actionable and aligned development approach, where everyone is working towards common goals and objectives for all our talent.
Results and Impact
The results from implementing this new approach include simplifying process and empowering and encouraging your workforce as the new model treats each person as an individual with unique aspirations and opportunities.
By streamlining assessment and reducing the time it takes to complete the talent planning process, organizations can expand the number of employees assessed. It gives leaders the ability to objectively identify top talent that are ready now for significant promotion as opposed to good-to- great performers who are content with their current role. Leaders will appreciate this model for more accurately capturing talent sentiment as well as options for great employees who may not be ready for or interested in increased responsibilities.
More importantly, leaders can be more focused on supporting the development of their people. By focusing on needs and committing to next steps, we ensure a more effective approach to fostering talent for our collective future. This new talent planning process is not just about assessing current skills and abilities but also about preparing our workforce for future challenges and opportunities. This proactive approach positions us well to adapt to the ever-changing workplace landscape and stay ahead of the competition.
Conclusion
Reimagining the talent planning process is a transformative journey. By focusing on development needs, leveraging technology, and moving beyond calibration to alignment, we can optimize our talent planning process and maximize our ROI. This new approach not only makes the process more efficient but also more meaningful and impactful.
As we continue to refine and improve our talent planning process, we are committed to fostering a culture of continuous learning and development. We believe that by investing in our people and prioritizing their development needs, we can achieve sustainable growth and success. The journey is ongoing, and we are excited about the future and the opportunities it holds for organizations and workers.
Barbara Schifano is Sr. Director of Learning & Development at University of Phoenix. A visionary leader dedicated to enhancing the talent of others, Barbara has over 20 years of experience in learning and development. In her role, Barbara leads the talent development organization, transforming learning opportunities into impactful experiences and creating engaging programs across the employee lifecycle to connect and inspire employees to achieve their best.
Bekah Roberts is Program Manager of Talent Management at University of Phoenix. As Talent Program Manager, she oversees both Performance Management and Talent Planning. In her role, Bekah is responsible for developing and implementing performance management strategies that drive organizational success. She also leads talent planning initiatives, ensuring that the university attracts, develops, and retains top talent.
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