Talent reviews are a critical step in Succession Planning and are used to discuss talent information from many different perspectives. Instead of solely relying on one person’s perception, the power of team-based decision-making is leveraged, and used to improve the accuracy of organisational decisions.
It is however important to take into account, some of the benefits and challenges of team-based decision-making account:
- Increased perceptions of fairness by employees;
- Improved rating accuracy;
- More effective talent solutions;
- Limited individual bias;
- Evaluation of talent across teams;
- Holistic view of the workforce; and
- Perspective diversity.
- Social loafing;
- Conversations can unravel/ digress;
- Decision-making can take longer;
- Diffusion of responsibility;
- Ignoring individual opinions; and
- Social pressure.
When taking these into account when thinking about talent reviews one can include these 7 practices to make the team-based decision-making more balanced:
- Define decision being made
Before even drafting an agenda, ensure that the purpose of the meeting is clear. If the intention is Succession planning, set a decision such as choose 1-2 successors for each critical role.
- Establish decision criteria
Preceding meeting day, clearly articulate and agree upon which criteria to assess when choosing potential successors. Is it performance? Potential? Or both?
- Use an external facilitator
Having an objective party with no vested interest regarding actual decisions made will help eliminate the challenges listed above. Skilled facilitators can emphasise rater accountability and ask raters to justify their decisions, which will result in more careful consideration of performance behaviours.
- Strictly follow an agenda
Having an agreed upon agenda beforehand will assist in reducing decision-making time and the digression of conversation. It is however key to ensure there is buy-in from the entire group regarding a proposed agenda. Avoid analysis paralysis!
- Limit the size of the group
Having more people does not result in more effective decision-making. Rather it contributes to potential chaos, social loafing and groupthink. Be very selective in who you invite to a talent review.
- Get input separately, then share perspectives
Asking individuals to prepare before the meeting and allocating them individual time to express their opinions will help to alleviate ignoring of individuals, social loafing and social pressure.
- Ensure every person knows their role
There is always a risk in having too many chiefs. Ensure that every individual clearly understands their role in terms of decision-making finality and the exact reason they were included in the meeting. This will aid in preventing a long drawn out meeting.
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Martell, R., & Borg, M. (1993). A comparison of the behavioural rating accuracy of groups and individuals. Journal of Applied Psychology, 78(1), 43-50.
Pytel, L. (2017). 4 Best Practices to Improve Talent Calibration. Retrieved from https://www.forbes.com/sites/sap/2017/08/19/4-best-practices-to-improve-talent-calibration/#4d8aa0ed2b05.
Riley, K. (2017). Coach Your Clients Through a Talent Review to Get More Job Orders. Retrieved from https://www.topechelon.com/blog/owner-issues/what-is-talent-review-process-best-practices/.