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newell talent dashboards

REAL TIME INSIGHTS | AN AGILE WAY TO TALENT MANAGEMENT.

dashboards
  • Talent mapping for HR planning: 360-degree view over each one’s talents, gaps, and best fit within teams; identifying strengths and needs at firm, team and individual levels
  • Competencies on a click: finding the competencies needed for internal mobility and the best person for a role
  • Career management: identifying the best fit for different career tracks and succession planning
  • High Potentials’ identification: uncovering and managing the future partners
  • Collaboration and innovation capacity: mapping profiles for strategic collaboration and drive innovation
  • Retention: displaying intention to leave for retention strategies
  • Diversity: identifying biases for increased fairness at rewarding and career advancement. Supporting diversity and inclusion policies based on data.
  • Engagement and well-being: surveying the firm and displaying scores to develop strategies.
  • Outplacement and lay-off strategies can be supported by objective information.
  • Appraisals can be improved by identifying trends and biases

peering into the future for agile decision-making

grafico Talent Grid

Talent Grid

  • This talent matrix allows for the segmentation of the workforce. It is called 3 x 3 grid because it differentiates 9 talent levels, according to the overall results of lawyers in performance and potential.
  • This allows for a global and easy overview for talent management purposes. For instance, John and Sarah who have scored high both at performance and potential are called the High Potentials, while Diana and Aaron, who have scored low at both dimensions are low performers who need development investment and/or reconsideration.

CAREER FIT

The identification of best careers fit for each associate can be achieved by matching their potential and performance results.
Performance can be measured in appraisals, while potential is assessed through personality and competencies’ questionnaires that identify the traits underpinning competencies.
In this example, John, Sara, Thomas, Kinsley, Penelope are the best fits for pursuing an entrepreneurial career. Conversely, Aaron and Christian may find a best fit in a different career track.

Download the White Paper Competency Framework for insights about careers and talent management.

grafico CAREER FIT
grafico Talent FIT

Senior associates’s average

Rose

Talent FIT

This talent dashboard displays the core competencies’ average results for the senior professional level (in blue) and highlights the results of Rose, a senior associate (in red).
It allows to identify the main gaps of individuals comparing to their peers, while providing information in relation to the group and each one’s talents.
Results allow to verify that Rose is a good fit for the senior level and that her talents rely on Emotional Intelligence, Drive and Collaboration.

Download the White Paper Competency Framework for insights about careers and talent management.

COMPETENCY GAPS

This map identifies the competency ratings in appraisals (performance) and potential (assessment) thus providing information about gaps.

The use of different filters allows to identify the ratings:

  • For all lawyers
  • By practice area
  • By professional level
  • By gender, age or tenure
  • For each lawyer

In this case, ratings refer to all lawyers. Main conclusions are:

  1. Except for Communication, ratings of appraisals are higher than assessment ratings, which can be related with overrating biases
  2. Competencies with bigger gaps: Innovation, Business Development and People Management

Download the White Paper Competency Framework for insights about careers and talent management.

grafico COMPETENCY GAPS

Appraisal

Assessment

A NEW COMPETENCY FRAMEWORK

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