Organizational Chart Dynamics and Talent Calibration.

A company is a living organism constantly evolving and projecting into the future.

This metaphor refers not only to the overall corporate entity, which competes on the market with other companies, but also to its internal configuration, its organisational entities (departments, divisions, offices, etc.), and the meaning can - and must - be extended to the atomic bases that make it up, i.e. the individual persons. With this approach, it is inevitable to look at the 'whole' as the organised expression of individual components, which never play a neutral role concerning the general state of health of the organism.

Therefore, it is necessary to be concerned with the present and the future to ensure that human resources development is consistent with the company's strategic expectations. The activity that oversees the mandate to explore and catalogue all the potential that resides in the company is called Talent Calibration.

What is a Talent Calibration session?

It is a meeting between executives, at Management Team or Leadership Team level, to assess and share information about their employees, regarding both their current skills and competencies and their potential. During the Talent Calibration sessions, executives must fine-tune assessment standards and methods for shared validation.

Talent Calibration is a reasoned mapping of existing talent in the company, enabling top management to identify the best resources for both short-term and medium- to long-term projects and initiatives.

Talent Calibration should be a constant activity of management, but it becomes necessary if the questions circulating in the company are similar to these:

• Who has the necessary background for that particular project or initiative?
• Who could fill that role, which is currently vacant?
• Which person is best suited for that type of work?
• Who could fill that role based on their background, guaranteeing a result almost immediately in line with expectations?
• Who could fill that role in that particular country?
• Would you know if this profile's career plan and expectations align with this need?
• Is this person already ready to replace this other person? If not yet, how soon could this person step into the role?

How does a Talent Calibration session develop?

1. Each manager shares the Talent Profiles of their employees, highlighting the performance targets assigned for the previous year and those for the current year;
2. The level of achievement of the objectives resulting from the last performance appraisal;
3. The performance history;
4. The level of professional training;
5. Any certifications;
6. Skills acquired or developed as a result of coaching programmes;
7. Any company awards obtained in recent years;
8. The story of schooling;
9. The career plan, if already set;
10. The position in a succession plan refers to the person's ability to succeed their manager and their possible replaceability.

From the presentation of the talent profiles, we move on to the declaration of sponsorship, i.e. the additional motivations that individual managers bring to promote one or more profiles they declare they intend to sponsor. The result of the session will be an organisation chart reflecting the future projection of the existing one, depending on the variables identified. This will allow, among other things, a rational allocation of resources for training and leadership development.

Talent Calibration makes sense if it becomes an activity that takes place at least twice a year. However, it must also be conducted without succession or appointment urgencies to allow for an almost real-time valorisation of top talent.

An extraordinary motivational element is that feeling included in an organisational context that rapidly intercepts one's improvement.