The PeopleLENS Assessment

Welcome to the PeopleLENS assessment. This assessment features in the final chapter of Talent Economics - the fine line between winning and losing the global war for talent, and helps you identifiy an organisation's strategic talent agenda.

Using the PeopleLENS framework helps us diagnose and compare priorities across locations or business units. It does so using 11 competing realities which vie for focus and investment within an organisation's overall talent context. Some are external to the company, while others are internal. Each is an independent variable, yet collectively they shape our talent priorities. Put together, these eleven perspectives provide a very competent diagnostic profile of a company's talent needs. Please start by providing us with some information about yourself and the organisation you are assessing. Required fields are highlighted below:

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1. The Local Economic Environment

Think of both the location and industry you operate in and rate the following

  • 1. Industry circumstances for business
    Mature 1 2 3 4 5 6 7 8 9 10 Evolving
  • 2. Labour laws and practices
    Mature 1 2 3 4 5 6 7 8 9 10 Evolving
  • 3. Quality of political institutions (rule of law, economic freedoms, prevalence of corrupt practices)
    Developed 1 2 3 4 5 6 7 8 9 10 Poor
  • 4. State of capital markets
    Mature 1 2 3 4 5 6 7 8 9 10 Evolving
  • 5. Intellectual property protection
    High 1 2 3 4 5 6 7 8 9 10 Low
  • 6. The country"s economic growth rate
    Low Growth 1 2 3 4 5 6 7 8 9 10 High Growth
  • 7. Industry revenue pie
    Declining 1 2 3 4 5 6 7 8 9 10 Growing Rapidly
  • 8. Regulation changes
    Static 1 2 3 4 5 6 7 8 9 10 Frequent

2. External Talent Supply

Reflect on how easy it is to find talent in this location, and answer the following questions

  • 1. Availability of graduates/undergrads for internships and placement
    High 1 2 3 4 5 6 7 8 9 10 Low
  • 2. Availability of mid-management talent (both genders)
    Easy 1 2 3 4 5 6 7 8 9 10 Difficult
  • 3. Government policy on overseas talent
    Facilitative 1 2 3 4 5 6 7 8 9 10 Restrictive
  • 4. Ease of hiring
    Easy to build an interview longlist 1 2 3 4 5 6 7 8 9 10 Difficult to build an interview longlist
  • 5. Quality of hiring sources
    Developed 1 2 3 4 5 6 7 8 9 10 Under developed

3. The Quality of External Talent

Reflect on the quality of candidates available for hiring in this location

  • 1. Availability of experienced technical talent
    High 1 2 3 4 5 6 7 8 9 10 Low
  • 2. A new hire's average time to proficiency
    Few days 1 2 3 4 5 6 7 8 9 10 Several months

4. The Maturity and Market Share of Your Business

Reflect on your position amongst local competitors and answer the following questions

  • 1. Your industry position
    No 1 - we are the market maker 1 2 3 4 5 6 7 8 9 10 Not in the top 5
  • 2. Your brand awareness
    Relatively well known 1 2 3 4 5 6 7 8 9 10 Relatively unknown

5. Your Market Standing as an Employer

Reflect on what attracts talent to this company and answer the following

  • 1. Your ability to attract talent from key competitors
    Easy 1 2 3 4 5 6 7 8 9 10 Difficult
  • 2. How many of your recent leavers went on to join a key competitor
    Relatively few 1 2 3 4 5 6 7 8 9 10 A majority
  • 3. Rate the quality of your employee value proposition
    Well established 1 2 3 4 5 6 7 8 9 10 We don’t have one

6. The Readiness of Internal Talent

Think of the current employees within this firm and rate the following

  • 1. The strength of your companies initial onboarding program (an employees first 90 days)
    Structured & consistent 1 2 3 4 5 6 7 8 9 10 Inconsistent
  • 2. Levels of internal support available to new employees
    High 1 2 3 4 5 6 7 8 9 10 Low
  • 3. Levels of distributed equity (cross functional collaboration and internal teamwork)
    Majority are interdependent 1 2 3 4 5 6 7 8 9 10 Majority are dependent

7. Your Current Management Maturity

Next, reflect on the senior leaders / executive team at your firm and rate the following

  • 1. Group identity- How is the senior leadership team viewed within the organisation?
    Integrated team 1 2 3 4 5 6 7 8 9 10 Fragmented
  • 2. Group intent - How would you rate the current levels of management discussion and planning?
    Strategic 1 2 3 4 5 6 7 8 9 10 Tactical
  • 3. Individual identity - Does the organisation view senior managers as inspirational ?
    Role models 1 2 3 4 5 6 7 8 9 10 Undistinguished
  • 4. Leadership Ability
    Consistently Developed 1 2 3 4 5 6 7 8 9 10 Inconsistent
  • 5. Leadership Climate
    Trusting 1 2 3 4 5 6 7 8 9 10 Political
  • 6. Leadership performance
    High performing team 1 2 3 4 5 6 7 8 9 10 Underperforming team

8. Your Flow Circumstance

Think of how your company is organised and rate the following

  • 1. Internal mobility policy
    Developed 1 2 3 4 5 6 7 8 9 10 Adhoc or unclear
  • 2. Internal mobility practice
    Easy and frequent 1 2 3 4 5 6 7 8 9 10 Complex and sporadic
  • 3. Cross functional climate
    Collaborative 1 2 3 4 5 6 7 8 9 10 Competitive
  • 4. Ease of Information access
    Integrated 1 2 3 4 5 6 7 8 9 10 Fragmented
  • 5. Communication of strategy
    Widespread 1 2 3 4 5 6 7 8 9 10 Inconsistent

9. Your Innovation Index

Consider the current pace of innovation and change within both the industry and organisation and rate the following

  • 1. How much has the industry evolved / changed over the last 5 years?
    Much is the same 1 2 3 4 5 6 7 8 9 10 Completely changed
  • 2. Current pace of product innovation
    Low 1 2 3 4 5 6 7 8 9 10 High
  • 3. Internal collaboration
    High 1 2 3 4 5 6 7 8 9 10 Low
  • 4. How open is your company to new ideas?
    Relatively Open 1 2 3 4 5 6 7 8 9 10 Generally Closed

10. Your Change Agenda

Consider the level of internal change facing this business

  • 1. Level of internal transformation
    Minimal 1 2 3 4 5 6 7 8 9 10 Significant
  • 2. Number of employees impacted
    None 1 2 3 4 5 6 7 8 9 10 All
  • 3. Planned investments in change projects over the next three years
    Decreasing 1 2 3 4 5 6 7 8 9 10 Increasing Significantly

11. Business Strategy

Consider the business's strategic plans and revenue before answering the following

  • 1. Projected annual growth rate
    Below 5% 1 2 3 4 5 6 7 8 9 10 Over 25%
  • 2. Planned capital infusions, mergers or acquisitions
    None 1 2 3 4 5 6 7 8 9 10 Significant

Assessment complete! Thank you for you time.