Talent Architecture (TA)
Talent Architecture is like the “Business Model” – every business has always had one, but it only became strategic when the Internet enabled decoupling of Value Chains.
Porter’s Value Chain (1985)
Business Model Canvas (~2010)
Every organization has a Talent Architecture, but it is currently undetected and therefore unused as a lever for talent understanding, strategy, and change
Talent Architecture analysis
The geometry of the talent landscape imputes structural meaning to the talent architecture. It is an “intelligent visualization” of multiple dimensions. In the exhibit below, certain bubbles are highlighted because their positions call for management attention. Below are questions a CEO might ask when considering this TA.
Talent action playbooks
Each area in need of attention can be identified, labeled, captured, and prioritized to form follow-on assignments and tasks. The development of employee-focused actions based on the alignment and distribution of talent is a core value of our Talent Design® business consulting services.
Definition
Talent Architecture (TA) is the aggregate pattern of alignment between talent readiness and the business strategy of the organization.
Accordingly, TA is an empirical representation of the extent to which management strategy is recruiting, preparing, and deploying talent effectively.
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Insofar as there is a target, then there is also a credible effort that can be undertaken to achieve it; that work is called “Talent Design®“ and business consulting for the synthesis and modification of organizational employee alignment and distribution through a set of structural and flow-related interventions.
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There is also a “Target Talent Architecture” (TTA) representing the pattern of alignment between talent readiness and management strategy that leads to optimal performance.
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An organization’s Talent Architecture (TA) is created by positioning each member of the talent pool on the landscape using an 8-question survey tool completed solely by management. The pattern that emerges is the talent architecture, and it has multiple properties relevant to the performance of the organization.
Because PRISM is intended to be native to or tightly integrated with the HCM system, all relevant information on worker identity, history, and status is available and can be highlighted by hovering over the worker bubble of interest.
