Talent Transformation Pyramid Full Explanation

3 Jan 2020 9:48 AM | Anonymous member (Administrator)

Welcome to this video that explains the Talent Transformation Pyramid model. In this video we will simplify some complexities around performance and talent.

Let's start by looking at what a model is and why it's useful.

Models help us understand complexity and visualize things that we cannot see. They are tools to help us think.

You may be familiar with other models such as Maslow's hierarchy of needs. Or the Kirkpatrick model used to evaluate the results of training programs. Just like the Talent Transformation model, they help us recognize relationships between factors that might not be obvious.

The Talent Transformation Pyramid provides vocabulary, a framework, and a description of factors that influence readiness, performance and talent transformation. The model provides us with 12 factors and a holistic, hierarchical view of their relationships. You can focus on one factor. Or you can use it across several factors that might interplay in your organization.

Let's look at these factors individually.

Starting with personality traits on the bottom left of the pyramid. Personality traits are our characteristics mostly formed when we are young. Experts say that by the time we are eight, they only really change when we experience dramatic life events. These characteristics are underpinned by our values, motives and preferences.

But the way we behave does change. We're now talking about emotional intelligence. Let’s move to the next sector of the Pyramid. As we develop, our emotional intelligence enables us to manage emotions and handle relationships. It's why teenagers tend to be more irresponsible than mature adults. Our life learning experiences inform our emotional intelligence. They enable us to behave more appropriately in different situations.

Now let's switch to the bottom right-hand side of the model. This area considers our physical and cognitive abilities. Physical abilities are about strength, sense of balance, the way we control our movements. Meanwhile, our cognitive abilities are about mental capabilities. They are about our ability to solve problems typically measured by IQ tests.

Next, to this, we have functional skills. These are motor mechanical skills and cognitive skills. We learn these skills with formal or informal learning experiences. At a basic level, they're about things like learning to walk and talk. More complex skills might be driving a car or writing a book. We use our physical and cognitive abilities to develop our functional skills needed to perform tasks.

Let's switch back to the other side of the Pyramid. Moving up a level, we see that 'Situation' forms the base for Behaviors. So, we might enjoy great emotional intelligence. We might be in a role that resonates with our personality traits. But our Behavior also depends on our situation. If we're in a bar, working, in a meeting, those situations are different. And we behave differently. Situation can be impacted at work by things like psychological safety and incentives. It doesn't matter how emotionally intelligent we are, or what our personality is, we are affected by the situation and will behave in ways that feel right for the situation.

Now let's move on to Capabilities on the right side of the Pyramid. But in considering our capabilities we must also think about Environment. If our environment isn't right, we won't be effective whatever our functional skills or physical abilities.

Our physical environment covers lots of things. It includes the tools we have, instructions and job aids. But also the noise, light and the room we have. For example, let's say we wanted to assemble a piece of furniture. We need the right tools of course. We would appreciate instructions. But we're not going to do it well if there's very little light. That reduces our capability but not our functional skills. Capabilities are the sum of our functional skills and our physical and cognitive abilities and the way we deploy them within the environment.

Let's now look at Competencies, the third element of this level of the pyramid. Competencies can be just a definition of behaviors and capabilities. But it could also be a record or assertion of the competencies we have.

Now let's learn about Readiness. Readiness is the degree to which a team or organization is prepared for something. This is important as we move into the fourth industrial revolution. This revolution will demand upskilling and reskilling of individuals and teams. The question is, "are we ready for that?" And then, "what do we need to make us ready?" That's about more than just behaviors and capabilities. It’s about how people feel comfortable with change. From an organization's point of view, it will include leadership, budgets, and support functions.

Now we're at the top of the Pyramid. Performance Outcomes help us recognize how successful we were. For the organization, this will mean monitoring KPIs (key performance indicators) or OKRs (objectives and key results). Or in revenues or time to market or customer satisfaction.

Assessing outcomes is looking in the rear-view mirror. That's what's already happened. We can’t change that but we can use the data to retrospect and improve. Readiness is looking at the future. We're asking; "are we ready?" That's the transformation. That's what makes the Talent Transformation Pyramid a most powerful tool.

We're now moving to an era when we are better at measuring these things. The Talent Transformation Pyramid will help us pinpoint where intervention is needed.

As an example. We might see, from the data, that we are recruiting great people but they're not behaving the way we expect. Maybe we should look at the situation; are we offering the right incentives or psychological safety? This could easily be a traffic light system. Each factor, turning red, yellow, or green to help us isolate issues to stimulate an appropriate intervention.

Finally, let's look at our Pyramid this another way. It can be a series of filters and views. Individuals have an impact at every level of the pyramid. Teams are represented in the middle and the upper layer. Organizations in the upper layers. We as individuals have personality traits, emotional intelligence, functional skills, physical and cognitive abilities. And we’ve developed through learning experiences.

These then get mixed in a team and with other individual’s behaviors and capabilities. Then finally at the organizational level, we're looking at the readiness to perform and actual performance.

If you would like to learn more join the Talent Transformation Guild today by going to www.talenttransformation.com 

About the Talent Transformation Guild

The Talent Transformation Guild provides resources for professionals that are preparing for upskilling being triggered by 4th industrial revolution and accelerated by Covid-19. Members include c-level executives, human resource professionals, consultants, and coaches. As a member-driven organization it promotes best practices via webcasts, webinars, podcasts, articles, white papers, research and conversations to improve and make the best of the talents of individuals for the benefit of themselves and the organisations they work for.

The Guild enable stimulating and meaningful discussions to help professionals prepare for talent transformations at individual, team and organizational levels. The Guild supports the Talent Transformation Pyramid, an open source model, designed specifically to recognize the widest possible range of talent influencers and skills. To date many decision-makers are caught in traditional, linear thinking and immediate concerns to consider this. The Talent Transformation Pyramid enables you to address the challenge by promoting more strategic thinking with a focus on an organization’s readiness to perform. https://www.talenttransformation.com/

About the Future of Work

According to the World Economic Forum, new and emerging technologies are affecting our lives in ways that indicate we are at the beginning of a Fourth Industrial Revolution. This new era will build and extend the impact of digitization in new and unimaginable ways. The Fourth Industrial Revolution can be described as the advent of “cyber-physical systems” involving new capabilities for people and machines. This will see new ways for technology to become embedded within societies and even our bodies.

With process automation, robotic automation, the internet of things the nature of work will change. Some analysts predict that more than 40% of tasks currently performed by humans will be delegated to machines. This does not mean that 40% of people will be put out of work but it does mean that most workers will have to upskill. HR experts are predicting this will dramatically change the landscape of our workforce.


About the Guild's Founders

Eric Shepherd is an accomplished leader of international businesses and associations focused on talent, assessments, and success. Eric recently stepped away from a CEO role where he worked to build a SaaS company into a multi-million-dollar international assessment software business. Eric has also led industry and standards initiatives to promote best practices for assessments, learning, and interoperability. He served on the HR Open Standards Consortium to further the goals of open, transparent and trusted approach for HR data standards development. Eric was instrumental in developing the IMS QTI interoperability standard and assisted with the US Department of Defense Advanced Distributed Learning (ADL) initiative to define the Sharable Content Object Reference Model (SCORM) and the Aviation Industry Computer-Based Training Committee (AICC) to define launch and track standards for Learning Management Systems.

Martin Belton has provided marketing solutions to organizations supplying HR and Learning solutions throughout Europe. After working with some of the UK’s leading PR Consultancies, he joined Questionmark where he was Sales and Marketing Director working alongside Talent Transformation’s co-founder Eric Shepherd. He was also Sales & Marketing Director at Kallidus (formerly e2train) for seven years before working as a marketing consultant to organizations supplying talent and learning systems including Netex and Saba. Most recently Martin has organized the eLearning Network Annual conference and exhibition.

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