On and off barding are two separate processes but are often talked about together so lets do the same. 

On Boarding is the process when you have hired someone and need them to be part of the team, trained and up to speed. The process might start before first day at work, and continue into their work period, depending on what you wanna do. 

Off Boarding the process of letting an employee go, get feedback, and having an orderly good bye. 

Lets look at what needs to be done when you get a new employee

  • competency assessment
  • gap analysis
  • development planning 

all these can be covered by normal processes

  • bank account details
  • keep track of introduction program
  • keys, car, give aways…
  • safety, ethical and other mandatory learning

All these can be handled in a On Boarding workflow. That engage the employee before they start is a way of making the risk that they never start less. An engaged employee will continue the process. 

When we get to offboarding we want to 

  • keep track of return on keys, car, IT-stuff…
  • exit interview
  • enrollment in alumni group

Once again, keep the leaving employee engaged, it might be a future ambassador, customer, or supplier. Also make sure you get feedback from the employee about why it is leaving, what could be done differently and so on. Don’t just let it go. 

So both OnBoarding and OffBoarding is important, as it creates engagement and in one process prepares the employee and in the other makes it a good good bye. 

This was post 10 (only one more to go now) in the series: Talent Management for everyone



Recruitment is one of the biggest Talent Management processes, but also one of the most well defined.
If we talk Recruitment we often start with a need to get someone hired. It can be that we are expanding, need new competencies or need to replace someone else. Anyway, we start with a need, and  a set of requirements. From that we often write the text to a Job Advert, publish it, get applications, sift through these applications, interview, check references, do some testing, and then hire people. There are additions to that but these are the basic steps, so lets look at them. This article will be a lot about what you need to think about in a recruitment system
Job Advert, and requirements
The job advert can be created to a set of requirements but also need a good text. It can be written by manager or by the recruiter. We can have a process around it. If you uses competency requirement profiles make sure that is used for your recruitment, so you don start with a blank paper
Advert publication
The publication of the Advert can be in many places, company homepage, job board, social media or even news papers. Many system have more or less advanced integrations, make sure you can track from where the candidates later comes as the advertising is often expensive, and some sites don’t really pay off your investment
Applications need to be easy to do, many candidates today wants to fill in a few fields and instead attach their CV, preferably from their phone when traveling to or from their current job. Keep it simple, don’t scare them away. If you force them to fill in each experience, earlier job, or education, they will simply leave. Keep it simple, draw them in.
References are important, system should be able to handle reference checks, having templates with questions and feedback.
Interview and candidate management
Here is where its gets hairy. Many system have complete handling of candidates, with emails, feedback forms, calendar invites. And then the recruiting manager does not use it as it is to complex to use. Remember that for a godo manager recruitment is a thing they do seldom, so being an expert on a recruitment system is not on the toop of their agenda. Ease of use is very important, much more important than complex features.
The world is divided about candidate testing, are they good or just useless. Anyway, if you do, make sure you can get results back into your system so you can report on them, setup rules and use the results, otherwise, why do you ave a computer system?
Last step is the hiring part, maybe with support for contracts, negotiations and all that, or just marking them as hired, and transfer the data to the position in your Talent Management system
Make sure the system has the basic features that support your seamless recruitement process, and that it is easy to use fro the managers, and especially the candidates.
This was post 7 in the series: Talent Management for everyone

Learning is the doing part of the talent management processes. When gaps are identified, targets agreed upon or a career planning set in motion, then learning steps forward to execute.

If you are doing learning as the executive branch of talent management you need it integrated. It’s not standalone as both its input and results tie in with the rest. But let’s look at some fundamentals. 

Learning can be very different things. 

  1. Classroom training, instructor lead training(ILT). The good old fashioned version. Still used and good.
  2. E-learning came as the replacement that turned out to be an addition. Do it on the computer, when and where you want. Really useful for some pieces, and can be an inexpensive way to spread knowledge to lots of people. And more effective than a PDF document.
  3. Learning by doing, on the job training. The idea is that by repeatedly use knowledge you really learn. Used in conjunction with other learning
  4. Mentoring, someone is there for you both to teach but also to point you in the right direction.
  5. Job rotation, learn by being exposed to new things. 
  6. And the combination of it all, blended learning. Combine e-learning with ILT and then top it with in the job training. 


The options are many. Other things to consider are assessments, two types.

  1. Pre assessments, are you ready to begin a piece of learning?
  2. Did you learn anything assessments, taken afterwards?

It is important to remember that competency is not the same as having taken a piece of learning. Competency is to have learned something and being able to use that knowledge. But the possibility to categorize learning in competencies is nice if you try to close competency gaps.

In recent days collaboration has entered as well as virtual classroom. With collaboration groups of learners can share documents, discuss assignments, collaborate, and it’s online. With virtual classrooms you leave the instructor lead training online, saving time and money. 

So it’s all about options. To use best method in every situation. And present the right learning at the right time.

This was post 8 in the series: Talent Management for everyone


Succession planning is vital and can never be ignored. Let’s explore it.


It all starts with lining up people that can take over if the CEO quits or dies or something. Then it moved downward in the organisation, including managers and specialists. Anyone who was “important” you made a succession plan for.


Then somone came up with the idea of pooling potential successors, and assessing their readiness, and let that input their development plans. 


Words as bench strength were invented, but what is that?


Let’s start by some definitions

  • Bench is the number of potential successors to someone. Might be named successors, or part of a pool.
  • Bench strength is how confident you are you can use your bench when needed.
  • Pool is a group of people that can replace a certain job (country managers for example).
  • Readiness is how ready is the candidate to fill the empty position? Now or next year?
  • Named/designated successor is a person that is the primary replacement for someone else.


So we start by identifying who we need to do succession planning for. Answer might differ but often include managers and specialists. We then identify these potential successors. Assess their readiness and make a plan to make them more ready. We might sometimes use the pool as it is easier than tag the same 20 employees over and over.


We might name a designated successor. And the we need to answer the question do we tell them? I say yes. It motivates people. Other say we get “crown prince syndrome” “I’m already the successor I can relax” . If they reason like that we made the wrong choice to start with.

Another word to look out for is domino list. If A quits and B is successor. How do I fill B s old position? 


How do we identify potential successors? Gut feeling is very good but.

  1. Performance evaluation
  2. Competency gap analysis
  3. Formal education


Are even better. You need them all at some point 

There is no patented right solution. You need to find your own strategy. But with the definitions above you can get a start.

This was post 7 in the series: Talent Management for everyone


Career planning

Career planning, is it for the employee or the employee? Actually both if done right.

A happy employee is an employee that does not seek other jobs. So let’s keep our employees happy. After all getting new ones takes time and cost money. And the way of doing that is to provide options, development, transparency and encourage planning.


Career paths is the way to say. Ok if you are here now, this is a couple of possible next steps, vertical (promotion, next step more advanced or senior) or horizontal ( slight change of path). Provide them and the employee can go exploring. See who has these jobs now, what do they know, what is their skillset. If you have defined competency requirements the employee can do its own gap analysis.

If the employee have a career plan you will know what they want, and that is one input for the succession planning. Someone who has indicated they rather go the specialist path instead of the managerial path is probably the wrong one to set as designated successor to its manager.


The more transparency you have the more information the employee get and can make informed decisions. Out of that lies the path to employee happiness and low retention risks. So good for both employee and employer.

This was post 6 in the series: Talent Management for everyone


Development planning is important and uses information from all over the talent managememt processes.

Old fashioned development planning was that you defined what trainings one needed during the upcoming year. Then time moved in and it got complicated.

Firstly. It’s not a fixed yearly process anymore. Reality changes, new tasks need to be solved. So the development planning is continous. It never stops, you are never finished. Just ready for next round. 

Secondly. The old fashioned “go away a week to a classroom” is not the only option. We have so many more. 

  1. E-learning, computer based, with or without pre and after testing. Short or long. Good or bad, it’s here to stay and the quality can be amazing. Short ones can be retaken when needed.
  2. Job rotation. Try something else for a change develops the employee, Fosters an overall view and might lead to new way of doing things
  3. Mentorship. Not really into trying new jobs, but get good help on the one you have? Use mentorship, equally rewarding for both involved.

These are just a few options. The thing is that the options are plenty. And it’s a continuous process. If they predict you will change career 2-3 times in your life, then think about how much you might need to change in the careers itself. And if you provide your employees with good development options why would they need to seek it elsewhere? The time when we hired a certain skill and then used that skill for 25 years are over. Now we hire a skillset and develop upon it. 


So either embrace development planning the continuous way or prepare to do a lot of recruitment.

This was post 5 in the series: Talent Management for everyone


Pay for performance

It’s so obvious so we don’t need to cover it, right? Actually not, so let’s go.

Pay for performance is the idea that part of the salary is based on your performance. Preferably on things you can influence. Many use company financial figures for it. But in a company with several thousands employees, how much will it then impact the individual. If they go the extra mile it changes nothing significant. 


So let’s divide it. 

  • First category, share the profit. Outside our scope. 
  • Second category, individual financial targets that is ordinary life. 75% billable time equals X euros, also outside our scope.
  • Third category, set goals, assess them, and pay for good performance. Spot on what we want.

Goals are very often individual. And to be honest, if they are the individual can have the biggest impact on them. But sometimes we need group goals. Then we reward not just the individual achievement but also the ability to work as a group (not so easy as it sounds).

Whats interesting is that we can reward different types of goals. 

  • Did you manage to run 10k under an hour?
  • Did you open up the new market?
  • Did you go from 3 to 4 on that competency?


Any of these are valid goals. Some are easy to evaluate some are hard, but so is life. Just make sure you have it well defined beforehand.


One way of steering the employee is goal weighting. Say you have 3 goals. One is worth 50% of the reward, the other two 25% each. And they take equal amount of effort to reach. Yes, the employee will take the fat one first  And that is ok, we told them by weight that the goal that has 50% is the most important to reach.


Sometimes you have an extra reward by the manager. The reason is that the figures don’t tell the whole truth. The employee might not reach the goals due to other things, but did a hell of a good job so we tweak the figures. Same here, rules defined beforehand.


Have a reward process where the process is transparent. Do everyone know it. And also so that the employee can see how the actual end figure was reached. Be honest with your employees, and remember to make SMART goals.

This was post 4 in the series: Talent Management for everyone


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