Comments on: Talent mapping saves time and money http://anthillonline.com/talent-mapping-saves-time-and-money/ Business help for entrepreneurs, startups and small business owners in Australia | Business > Innovation > Technology > Entrepreneurship - Anthill Magazine: It's Where Ideas and Business Meet. Fri, 10 Feb 2012 14:06:00 +0000 hourly 1 http://wordpress.org/?v=3.1.1 By: ATM Executive Research http://anthillonline.com/talent-mapping-saves-time-and-money/#comment-54503 ATM Executive Research Thu, 03 Nov 2011 13:54:00 +0000 http://anthillonline.com/?p=5155#comment-54503 We have seen an increase in talent mapping / competitor profiling since the economic downturn. It has forced businesses to review their recruitment practices that have resulted in them having to review their recruitment and look for more cost-effective solutions, to retain a firmer grasp on their recruitment drives and processes. We have seen an increase in talent mapping / competitor profiling since the economic downturn. It has forced businesses to review their recruitment
practices that have resulted in them having to review their recruitment and look for more cost-effective solutions, to
retain a firmer grasp on their recruitment drives and processes.

]]> By: Jorge http://anthillonline.com/talent-mapping-saves-time-and-money/#comment-1078 Jorge Tue, 17 Feb 2009 02:55:17 +0000 http://anthillonline.com/?p=5155#comment-1078 Talent mapping, talent pool/bench development, etc. are in theory more effective processes than the usual recruitment transactions, which only kick-off when a new job requisition is generated. This is how it got done 25 years ago... and it hasn't quite changed much, has it? For practical reasons, mapping has been applied to a proportionally small part of the talent within organisations (the key personnel pool); in this context the challenge here is twofold: 1- how to scale the model to a large piece of the org chart, which has to do with cost and effort. Technology can play a significant role in the "democratisation" of the service 2- how to make talent mapping a 'persistent' service for the candidate whilst ensuring there is a fiduciary duty of sorts with the paying client. In other words: * what happens after people have been mapped/identified and subsequently placed when the opportunity arose? Does it get 'mapped' for the next client? * Is there room for contact between the outsourced talent mapper and (placed) candidate that would resemble a career management type service? The recruitment workflow needs a huge revamp before those questions can be positively replied to; this has little (or less) to do less with technology than with current/outdated commercial and operational practices. Talent mapping, talent pool/bench development, etc. are in theory more effective processes than the usual recruitment transactions, which only kick-off when a new job requisition is generated. This is how it got done 25 years ago… and it hasn’t quite changed much, has it?

For practical reasons, mapping has been applied to a proportionally small part of the talent within organisations (the key personnel pool); in this context the challenge here is twofold:

1- how to scale the model to a large piece of the org chart, which has to do with cost and effort. Technology can play a significant role in the “democratisation” of the service

2- how to make talent mapping a ‘persistent’ service for the candidate whilst ensuring there is a fiduciary duty of sorts with the paying client. In other words:

* what happens after people have been mapped/identified and subsequently placed when the opportunity arose? Does it get ‘mapped’ for the next client?

* Is there room for contact between the outsourced talent mapper and (placed) candidate that would resemble a career management type service?

The recruitment workflow needs a huge revamp before those questions can be positively replied to; this has little (or less) to do less with technology than with current/outdated commercial and operational practices.

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