Human Capital Strategist (HCS)

HCI Online Talent Communities

HCS Alumni have unlimited access to news, information, research, expert advisors and a collaborative network of over 195,000 executives at www.hci.org

HCS Resource Guide

The HCS Resource Guide contains practical tools and job aids to help you implement what you’ve learned as soon as you arrive back at the office. These resources will reinforce the principles learned, help leverage your time and simplify the process of integrating new talent management practices.

Sample Tools, Diagnostics and Schedules

Critical Job Gaps

This tool defines the the critical jobs and the internal supply adjusted for promotions, retirements and turnover. The internal supply is then evaluated in terms of readiness and depth of talent pools.

New Skill Readiness and Acquisition

One of the most difficult parts of workforce planning is the ability to forecast new, not existing, skills. This tool addresses the depth of talent pools, the time to competency for a given development plan and the adjusted talent supply and acquisition strategy.

Sourcing Analysis

This schedule shows how analytics should impact recruiting and talent acquisition. It presents the metrics and data that should be gathered for every recruiting source and should enable organizations to make more productive use from their strongest sources.

Talent Branding

This tool addresses the ability to attract new talent through a comprehensive talent branding strategy. There are actually multiple value propositions based on audiences you are trying to attract.

Segmented Engagement

Summary engagement data are not very useful. This tool provides a framework so that engagement can be segmented by time, department and location. This more precise information leads to better analysis and decisions.

Standard Onboarding Plan

Onboarding is a crucial talent practice that is frequently overlooked. This tool helps to identify the needed experiences, training and contacts for critical jobs. It also includes an entry for time to proficiency in each position.

Specialized Onboarding Plan

This is a sample onboarding and development plan for, in this case, a new recruiter. It shows the level of detail and mix between formal and informal activities that are critical in the first days of a new employees experience with an organization.

Developmental Jobs

In the 70/20/10 workplace learning model, it is imperative to think about developmental jobs that stretch capability so that real learning occurs. A list of developmental jobs taken from the work of Lombardo and Eichenger, and David Forman, HCI’s chief learning officer, are included.

Developmental Heat Index

A scale to evaluate whether a job or experience is developmental or not is included. This was used in “The Leadership Machine” and it shows that sometimes great learning can come from challenging experiences.

Developing Competencies

This tool is an excellent way to link competency development to the 70/20/10 learning model. Many industry-leading companies follow this procedure to ensure the most comprehensive development possible.

Developing Key Strategic Roles

This is a completed example of how 70/20/10 can be used to develop HCI’s transformational competencies for human resource professionals. HCI has defined these competencies and now this tool shows how each can be more fully developed.

Internal Talent Mobility

This tool is a useful framework for internal talent markets and mobility. Organizations often keep people in silos and don’t open up opportunity, and the result is a disengaged and depleted workforce. The tool captures each position and looks at the best developmental fit for internal candidates.

TM Technology Systems

This tool documents the technology systems that operate in the organization. Often, people are not aware of the systems that are in place, especially in an area as broad and inclusive as Human Capital Management.

Talent Leadership Assessment

This assessment helps managers and supervisors get a glimpse of what they need to do to become talent leaders. If managers are going to be held accountable for hiring, engaging, developing and retaining their best people, then these are the skills that they will need to have.

Succession Planning Template

Over 70% of organizations have a poor succession plan, or none at all. This tool is an effective way to organize successors, not just for leadership positions but critical roles as well.

Manager TM Accountabilities

As managers become the delivery vehicles for talent management, they will become more and more accountable for results. This tool outlines a series of metrics and measures that managers must become accountable for.

The Cost of Losing Good People

This worksheet outlines costs, time and performance assumptions when you lose people that you don’t want to lose. Every organization should perform this calculation for critical jobs and essential talent.

Segmented Turnover

Just as summary engagement data are not very useful, so neither are summary turnover data. This tool provides a framework for getting more segmented and granular turnover data so better analysis and decisions can be made.

Human Capital Scorecard

This tool can become the scorecard for your organization. It presents nine human capital metrics HCI believes are important and then provides space for others that are specific to your organization.

Human Capital Practices Assessment

These twenty items are linked to the HCI talent management lifecycle and are a subset of our larger Talent Maturity Audit. Most organizations rate these practices between 2.5 to 3.0 on a five point scale. More extensive benchmark data are available for this instrument.