The relationship between TalintIQ and its clients is that of talent partners. Our clients engage us to undertake the elements of a holistic talent management operation that are problematic to do under their own brand e.g. conducting ongoing covert intelligence on a competitor's key talent.
The primary characteristic of the relationship that allows TalintIQ to be a true and full talent partner is that TalintIQ contractually agrees to have just one client per sector (or sub-sector) in each geographical region.
An organisation's talent management approach is outlined by their people strategy, or the set of internally consistent programs, policies, and processes for acquiring, developing, managing and retaining talent. It defines the organisation's culture, skills, leadership goals, and employee value proposition. When an organisation's talent management approach is not aligned to strategic goals and objectives, it is more likely to suffer from overall poor business results.
TalintIQ would never presume that we could do a better job of developing and implementing our client's talent management strategy than our client themselves. What we bring to the strategy development exercise that allows us to make a unique contribution, is our current and deep level of understanding of what our client's competitors and the leading organisations in other sectors are doing in regards talent management. TalintIQ is able to make this claim and demonstrate its veracity because of our strict one client per sector or subsector model.
Talent Advisory services can be commissioned as an early stage of a full engagement, or in circumstances where a sector remains "open" as a project based engagement to test TalintIQ's capability as a precursor to a full engagement. Where a client has engaged for any other of the three core service offerings, Talent Advisory is imbedded in the service and does not attract an additional fee.
One of TalintIQ's daily core activities is career discussions with the key talent in our clients' competitor organisations. Responding to our client's current needs TalintIQ will imbed 2 – 3 open ended questions in the career discussions to generate the intelligence required to formally respond to the intelligence brief. Using the outputs of these discussions (multiple executives at each competitor), we construct accurate summaries of each organisation beginning with structure and talent and extending to current business strategies and tactics.
Increasingly, ongoing access to relevant and current intelligence about competitors and their talent will become a major point of difference between the organisations who achieve their strategic goals and those that don't.
The client will work with the TalintIQ team to develop a Critical Role List, (CRL whether roles are currently filled or not) or if a CRL or equivalent already exists, review and reaffirm its alignment with the organisation's strategic intent. The roles to be included on the CRL are determined by the "role must achieve " test. Having the right people in these roles is integral to the organisation achieving its business objectives. For targeted competitor organisations, individuals in similar roles and internal successors to these people are identified and profiled and approached by the TalintIQ team. We make an assessment of each individual against an agreed criteria and a recommendation as to the person's overall fit for the role and whether he/she should be included in the succession plan for the CRL role.
This solution is most effective where there are to be multiple hires of the one key role type over a one or two year period. The reason for the recruitment may include, growth, re-skilling or new business line, TalintIQ will identify and speak with every person in this role type in an agreed number of competitor organisations in specified locations, qualifying them against the agreed criteria for a role. The details of each person that meets the criteria will be provided to the client's recruitment team for action.