The Lore Talent Management Maturity Model

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The Lore Talent Management Maturity Model (Lore TMM) is a diagnostic and prescriptive framework that allows organizations to assess the current state of their Talent Management (TM) efforts, identify what needs to be done to move to the next higher stage of practice, and develop the plans to get there. The Lore TMM used in conjunction with Lore's diagnostic assessments and services provides a complete Talent Management roadmap for success. The Maturity Model itself is based on an extensive array of research covering organizational theory, technology and innovation adoption, and talent management practice and systems. From this research, Lore has developed and validated a four -stage model of TM system growth. The following graphic illustrates the four developmental stages of a corporate Talent Management system. Associated with the progression from one stage of development to the next higher stage of development is a specific crisis that must be successfully resolved in order for the enterprise to advance (adapted from McClure, New Entrepreneur Guidebook, 1998 and Adizes, Corporate Lifecycles: How and why corporations grow and die and what to do about it , 1988). The initial crisis is related to gaining organizational commitment. When enough commitment is achie ved, the new initiative starts, but a crisis of leadership must be overcome before progressing to Expansion. When a strong leader has emerged, the Talent Management system can progress to a stage of Professionalism. Organizations in this stage face the cri sis of autonomy, standardizing and ensuring consistent quality while allowing leaders at all levels to lead. Many efforts falter at this point, remaining disconnected from the business. Lastly, before reaching the Best Practice stage, organizations must address the crisis of control. Addressing this crisis means that the entire organization is pulling in the same direction, so that the Talent Management system is finally contributing its true value to the business. Talent Management Maturity Model (TMMM) C risis Definitions Crisis of Commitment: The initiative idea dies if no one makes a real commitment to it. A real commitment means giving of one's self and/or vital resources to pursue the new idea (initiative). Equally important as the commitment of time and resources is the reason for making the commitment. At this stage, the founding leaders are committed to the dream, the burning vision, of making the initiative a success and seeing it widely appreciated. The founding leaders have to have desire in order to sell the dream and get others committed and involved. Once this happens, the initiative can become a reality and enters the New Initiative stage. Crisis of Leadership: The founding leaders are usually risk takers with little or no patience for administration. These founding leaders directly supervise or do everything themselves. The founding leaders are the initiative. As the

Control is pulled back to the founding leaders. and reward/incentive alignment. They decide things differently than the founders would have. the attributes of Leadership. and identifies the critical and measurable attributes in each factor: .. it becomes a mix of dreamers and doers. In each of these strands are critical components that must exist in the TM system in order for it to be effective. managers cannot use their delegated power without getting crosswise with other parts of the organization. and guidelines) can hold human nature in check forever. without many checkers and organizers.initiative grows. correct direction and allows the initiative to enter the Professionalism stage. Crisis of Control: No amount of professional glue (i. The model presents each of the four maturity levels in terms of the three organizational success factors. This means that coordination must be addressed structurally. So for example. but eventually. The initiative will require better coordination in order to rise to the Best Practice stage. policies. procedures. Lore's research has identified three success factors that a comprehensive TM system must address: Organizational Support Conditions. The resulting stages of Talent Management system development. delegation returns. The table below shows the full Lore Talent Management Maturity Model. procedures. through resource allocation. and the founding leaders feel blindsided and threatened. Mistakes happen.e. and guidelines will be necessary to ensure that all parts of the organization are headed in the same. Strong leaders will want to run their own shows. The implementation of policies. The Lore Model shows how each of these three attributes must change from one stage to the next in order for the TM system to move to higher levels of performance. If there are no guidelines in place. from New Initiative to Best Practice. Alignment and Infrastructure determine the success of the TM system in the organization. Only when strong managers emerge or are brought in will the initiative be ready for the Expansion stage. Crisis of Autonomy: The new leaders flex their muscles and head off in new directions. are used in the Lore Talent Management Maturity Model to organize the activities that represent normal TM activities at that stage of development. within the strand of Organizational Support. Talent Management Utilization and Talent Management Activities.

maybe some activities connected Focus: TM Activity Delivery Components: Single or a few components Integration: Little or no integration. multiple pieces of organization Uses: Data from TM efforts drive strategic decision making ensuring that Talent Management efforts meet business needs Components: Most standard TM components Integration: Activities are connected and integration with business execution has started Focus: TM Development (developing new TM components) Adoption: Most business units. attributes (Early Majority) Metrics: Primarily activity based Uses: Data collection to identify and/or address local issues Adoption: Early adopters only Components: Multiple components Integration: Mostly stand alone activities. Some Executive Sponsorship. Program Owner Uses: Data collection from TM efforts to identify and address local and/or tactical issues Adoption: Some business units. likely a stand alone Stage 1: New Initiative Commitment Alignment: Little alignment. ownership and accountability at most organization levels Uses: Talent Management efforts are part of the business fabric and evolve continuously with business Components: Complete suite of Talent Management Components Adoption: Enterprise wide Integration: Seamless with business execution Metrics: Activity. customized to fit business needs Infrastructure: Set of IT systems or Separate TM system. goals and objectives reinforced by compensation Infrastructure: Integrated with enterprise IT systems and extensive support resources including funding Leadership: HR. Executive Sponsor. attributes Metrics: Activity. appropriate level of support resources Leadership: HR. Commitment.Maturity Stage Crisis Organizational Support Conditions Leadership: Full ownership and accountability at all organizational levels. program support resources only . some support resources Leadership: HR. Results Focus: TM Results Stage 3: Professionalism Autonomy Alignment: Aligned with business strategy. CEO and Board proactively involved Talent Management Utilization Talent Management Activities Metrics: Value-based metrics & ROI Focus: Business Impact Stage 4: Best Practice Control Alignment: Aligned with business strategy. may be ³off the shelf´ program activity Infrastructure: No or little IT. Commitment Stage 2: Expansion Leadership Alignment: Aligned with pieces of business strategy or with units of business Infrastructure: Some IT stand alone applications.

and functioning. It also includes an assessment of the organizational conditions that support or inhibit the development of talent management processes and practices. The audit provides a full understanding of how the current talent management efforts are organized. The audit focuses on: y y y Providing a definitive assessment of the maturity model's nine attributes Identifying leverage points in the client's current TM efforts Guiding the client through a planning process to target the leverage points The TM Audit addresses the complete employee lifecycle and uses the nine attributes of the maturity model to focus the analysis.activity The Talent Management Audit Lore's Talent Management AuditΠis a scalable consulting engagement that examines all nine attributes of the maturity model i n a client's organization. staffed. The outcomes of the TM Audit are: y y y A maturity profile that shows the current developmental stage for each of the maturity model's nine attributes A description of the client's processes. procedures and systems that produced the maturity profile A plan for moving the maturity profile towar dpbest practice in manageable and cost effective phase The benefits of a TM Audit are: y y y A proven roadmap for success in talent management An inexpensive way of knowing where you are on the road to success A partner who knows the way on the roadmap .

For more information on the Talent Management Maturity Model and the TM Audit. .com The Talent Management Maturity Model was developed by William Doherty i n collaboration with Noah Rabinowitz and Michael Pilnick. contact DeNeil Hogan Petersen of Lore Internationa l Institute at 970-382-7121 or by email: hogan@lorenet.