Hybrid Talent Mapping

Santiago de Chile

Congreso; The 23rd Conference of the International Federation of Operational Research Societies; 2023

Federation of Operational Research Societies

The work presents a hybrid methodological proposal for talent mapping using the nine box matrix and the multi-criteria decision making method TOPSIS (technique for order preference by similarity to ideal solution). Talent management is, following Hatúm (2011), a strategic function aligned with the company's business planning and whose objective is to attract, develop and retain talented employees. Talent mapping is a frequent practice in companies interested in identifying employees who add critical value and formulate talent management policies aligned with the company?s strategic priorities. Nine Box Matrix is a tool that provides companies knowledge about their talent availability. The nine-box grid consists of two axes: X and Y axis. The X axis represents performance divided in three categories: under, effective and outstanding performance. The Y axis represents potential, divided in three categories: high, medium, and low potential. The result is a matrix of nine boxes that combines both variables defined in the axes.The matrix helps to consistently apply best practices for talent development and management processes: training, salary raises, reassignments, replacements, promotions, or dismissals. Despite the wealth of information that the matrix provides, it is not sufficient when you need to decide inside the same category. In order to have a complete assessment, the evaluation process was improved by applying the TOPSIS method. TOPSIS is a practical and useful technique for ranking and selection of a number of externally determined alternatives through distance measures.The main concept of the TOPSIS method is that the best alternative should have the shortest distance from the ideal solution and the longest distance from the negative-ideal solution, in a geometrical sense. TOPSIS? decision matrix refers to n alternatives that are evaluated in terms of m criteria. In this case the alternatives are employees, and the criteria are the intrinsic components of performance and potential. Analyzing the results, it is concluded that both methodologies provide complementary insights. The matrix groups employees according to a category, enable general interventions and offering a comprehensive view of talent. The multicriteria method facilitates specific decisions helping to prioritize those employees who are located in the same box in case of scarcity of resources or scarcity of opportunities For these reasons, the use of both tools is recommended as complementary to improve the decision-making process.