- Talent Management
I’ve written two articles related to your talent brand, one focused on defining The Talent Brand and Value Proposition, and one about the Talent Branding process. Looking back at the first article, it seems I really only introduced the concept and gave a few questions to stimulate your thinking about beginning to formulate a talent value proposition. In this article, I’ll go into much greater detail on how to go about actually crafting the value proposition, because it’s no small task!
If you’ve ever been through a major, company-wide mission and vision process, then you know how extensive it can be. The process of crafting a high-quality talent value proposition (TVP) is just as vast and serious an undertaking as a major mission and vision overhaul. This means you need to be ready and willing to commit a substantial amount of time and resources to making it happen. As I mentioned in the previous articles, however, the payoff to these efforts can be huge.
Any organization with more than a couple dozen employees should form a cross-functional team to craft the TVP. Members of this team should come from key areas of the company, including HR, Marketing, and Communications at a minimum, but including any other key positions you think should be involved. And try to get some diversity (of all kinds) on this team, but especially in terms of age and tenure.
Asking and Answering the Key Questions
The committee’s main objective is to answer a number of key questions, soliciting input broadly from the company where warranted to get the fullest range of opinions and ideas as possible. Include the following at a minimum:
With all the input gathered from asking the above key questions, your team can now craft a talent value proposition that will undergird all your talent branding efforts moving forward. As a final note, it’s okay for parts of your TVP to be aspirational, but if a gap between the TVP and reality exists, people need to see concrete plans and actions for closing that gap or cynicism will set in.