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?

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Interim Human Resources Director UK USA & Asia in Finance (non-banking), 1,001 - 5,000 employees
Best approach is the selection and recruitment process by identifying the profile you want. Analyse the behavioural profile of employees. Encourage and challenge professionals. Monitor and promote performance reviews. Create a career path for everyone (introducing career framework. Carefully assess the job and your related expectations. Create transparent, compelling job descriptions. Establish key performance indicators to evaluate the success of your recruiting efforts. Look out for ambitious people who commit themselves to success. Look for people who focus on the priorities of the firm. Look for people who can tell you what they want to achieve. Finally, educate managers on what to look for when recruiting and screening early-career hires, conducting evaluations, managing performance, and selecting candidates for development opportunities.

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
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Head of Corporate Development, Self-employed

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?

Interim Human Resources Director UK USA & Asia in Finance (non-banking), 1,001 - 5,000 employees

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.

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!

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