[IPAC-List] Talent inventories

[Bryan Baldwin]

It could be based on a competency bank/dictionary, but the fundamental idea is to get an inventory of your current employees to determine your organization's "bench strength."


>>> Dennis Doverspike  <dd1 at uakron.edu> 5/11/2009 9:03 AM >>>

I am not quite sure from reading the question - but are you talking about a
Competency Bank or Competency Dictionary? A basic database or list of
competencies?

If so, Donna Denning, who should be on this list, has a lot of expertise in
the area.

Also, you could always contact consulting firms such as DDI or Select
International. 

Dennis Doverspike, Ph.D., ABPP
Professor of Psychology
Director, Center for Organizational Research
Senior Fellow of the Institute for Life-Span Development and Gerontology
Psychology Department
University of Akron
Akron, Ohio  44325-4301
330-972-8372 (Office)
330-972-5174 (Office Fax)
ddoverspike at uakron.edu 

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-----Original Message-----
From: ipac-list-bounces at ipacweb.org [mailto:ipac-list-bounces at ipacweb.org] 
On Behalf Of Blair, Michael D[EQ]
Sent: Monday, May 11, 2009 10:46 AM
To: Bryan Baldwin; IPAC-List at ipacweb.org 
Subject: Re: [IPAC-List] Talent inventories

Bryan -

I been involved in a few of these over the years.  I'm not aware of an off
the shelf tool designed specifically for a talent inventory, however, this
is essentially the KSA side of a job analysis or needs assessment survey.
The primary difference being a focus on level of competency, rather than
importance, frequency, and needed upon hire versus learned on the job.  If
you already have a detailed competency model, then it's pretty much plug and
play.  If not, then you'll need to either develop a competency model or
otherwise roll up KSA data across the various jobs within the organization.

A word of caution.  Communicating, in fact over-communicating, the purpose
of the study will be key to getting reliable results.  Employees and
supervisors tend to overestimate or inflate competency levels, especially if
there are concerns about re-organization, compensation, or future
opportunity, etc..  Regardless of how well you communicate, there will be a
percentage that will not understand the purpose of the study and will be
fearful of how the results will be used.  I have done several similar
studies as part of a gap analysis and the employee and supervisor ratings
have been significantly higher than the assessment results, especially for
non-technical skill sets.  The more tenured the workforce, the wider this
gap tends to be.


Michael D. Blair
Manager, Recruitment, Selection & Assessment
EMBARQ
Voice: 913-345-6334  |  Cell: 913-832-6130  |  Fax: 913-345-6417
Email: Michael.D.Blair at embarq.com 
LinkedIn: http://www.linkedin.com/in/blairmichaeld 



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-----Original Message-----
From: ipac-list-bounces at ipacweb.org [mailto:ipac-list-bounces at ipacweb.org] 
On Behalf Of Bryan Baldwin
Sent: Friday, May 08, 2009 5:34 PM
To: IPAC-List at ipacweb.org 
Subject: [IPAC-List] Talent inventories

Our organization is considering conducting a talent inventory (which I've
also seen described as a skills inventory, skills database, or skills
tracking) as part of our workforce planning and training effort.  As I
envision it, this would allow employees, possibly with supervisory approval,
to identify competency areas and the organization could then see a rolled up
version.

Has anyone done something like this and/or does anyone know of a product or
tool that has been successful at doing something like this?

Thanks-

Bryan Baldwin
Staff Services Manager II
California Department of Justice
Division of Administrative Support
Personnel Programs
(916) 322-5446


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