In support of a division within a global financial organization, a strategic talent review became a critical advantage as technology developments were rapidly emerging and the existing workforce faced the risk of becoming obsolete.
The organization recognized that relying on antiquated skills would lead to stagnation and decline in the face of rapid market changes.
The organization was uncertain whether their current workforce could meet these burgeoning technical demands or if a new talent profile was necessary. However, the nature of this profile (or profiles) remained unknown.
A talent review — an integral yet under-leveraged part of strategic people operations planning — was needed to assess the existing workforce and identify gaps, if any, in the talent required for the organization’s future success.