How do you currently identify top talent in your organization, and what cost-effective and scalable solutions would you recommend to a business moving to Oracle Cloud?
VP Talent, Learning & Organisational Development in Manufacturing, 10,001+ employees
We are putting a strong emphasis on learning agility. Everybody has potential but not everybody is a high potential so by looking at different aspects of agility (change/mental/result/people etc) we are now more confident to separate those with potential from the true high potentials and top talent. Before you look at the tool, make sure you have the thought process behind it in place, what does top talent mean in your organization and what do you want to do with them? Then that outcome will become a process that can be enabled by technology. The tool will not solve the lack of process or clarity on what you mean with top talent. GOOD LUCK!Content you might like
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Community User in Software, 11 - 50 employees
organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"
CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
Moving to OCI can help companies better manage ongoing costs like storage and compute expenses. It also eliminates the periodic expense of replenishing on-premise equipment every few years to gain a technical advantage. When moving to the cloud, there are several areas you should consider such as networking and connectivity, high availability and disaster recovery, security, identity and access management, cost management and governance, monitoring, and the migration process
Thank you Joshna, this is valuable input.
Do you have a view on the use of the 9 box grid using potential and performance as a method to identify top talent?
I love the 9 box grid however, there are limitation. Distinguishing between performance and potential can be difficult, especially without a clear definition or understanding of both concepts.
The 9-box grid confines your employees to a specific label, affecting how management sees them. For instance, describing an employee as a low performer with low potential on the grid might change how management treats and sees that employee from that point on. I would love to have a discuss this as I am passionate on this topic.
If you decide to be transparent and honest with your employees and share performance information, it may lead to discouragement and lower employee morale. Low-ranking employees may react negatively to being labeled a “low performer” or “low potential” – and for good reason.
Sharing this information with employees can also create a hierarchy among succession candidates, disrupting teamwork and relationships in the organization.