Exagogica solutions allow to manage large amounts of data with the highest level of detail and complexity if compared with that provided by other HRMS (Human Resources Management Systems). Furthermore, they are also perfectly scalable and can be configured to support different types of managerial strategies in any kind of organization.
"The main goal of Talent Review activity is: Identify the right person and match him/her with the right role".
The "Talent Review" solution is used by HR specialists dealing with Knowledge Management and Job Analysis. However, it is different from a simple "performance evaluation" in relation to its purpose. Moreover, it is not only a matter of establishing if the worker has met the expectations of the company. The assessment of person's potential is also implied: understand if the resources are well-placed, if there are areas for improvement and, above all, identify the resources to be developed and involved, in the future, in more complex and strategic activities.
The "right person" is the person with the highest competence level and more inclined to play a specific role. But it is also the person who can easily cover possible gaps and whose employment does not affect the performance of other processes.
Our long-time experience in performing Talent Review campaigns on a very large scale, lead us to develop a solution that allows you to plan, implement and analyze all the evaluation activities carried out within an organization, dealing with the management of competences, job requirements and human resources assessment programs.
- Skills Management
- Analyze the job requirements.
- Manage human resources evaluation programs.
- Identify the best person for a role.
- Identify the best role for a person.
The use of the "Talent Review" solution makes it possible to undertake many initiatives relating to the company's strategy. These actions can be focused on reactive training (to cover the actual gaps related to the assigned roles) or preventive training (identify carrier paths for the resources through substitution maps and job rotation and proceed with the skills development that will be necessary in the next phase). The analysis can also go further and lead to subsequent functional reorganization activities by focusing on the organizational paradigm.
"Manage, support and evaluate development activities within an organization."
The management and development of human capital is one of the most complex responsibility that the company's management faces. The measures applied to help each staff member to develop his/her own potential can be appreciated and shared or not, but they are all characterized by the same feature: evaluate their effectiveness is almost impossible.
Therefore, the activation of a development path is more often based on an act of trusting than on a specific economic choice. Probably, this is the reason why after a great development period, the activities of team building, coaching, outdoor training, etc. are increasingly subject to a careful and severe evaluation. A similar problem also arises relating to technical training. In thiscase it is easier to judge the acquired knowledge, through tests or any kind of certifications. But is this what does a company need? Does the company need more knowledge, or skills and practical competences? And how can these skills be evaluated? And, above all, how can they be related to a previous investment in training?
Both development and training activities, in the strict sense, should be measured not through auto-referential way but using an assessment method able to quantify. In this way, it's possible to establish weather and how they influenced the real performances of the team as well as the results achieved by each team member. Our solution is based on these needs that are considered fundamental also by some of our customers. It has been designed to allow the management, support and assessment of all the development actions performed within an organization.
- Define the development objectives
- Define a starting point through the analysis of the levels of people with the major gaps.
- Plan a development action to cover the missing skill levels.
- Monitor the effectiveness of programs and check for any performance improvements.
- Identify the skills whose development may affect work performances.
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