14 Key Elements of an Executive Talent Profile

As a part of a company’s talent management system, information is usually gathered about individuals that have either been identified as a high potential, part of a talent pool, a successor to a key position, or some targeted level of management (i.e., senior team, next level).

This article describes recommended information to include as part of these profiles.

This information isn’t just for HR; it’s also for managers that are interested in maintaining “Talent intelligence” about their own teams or organizations.

And oh by the way… if you’re ever fortunate enough to get a request from your manager, or someone from HR that you may not have even heard of, and they are requesting that you provide any of the information in this article – GIVE IT TO THEM! Promptly. And be nice about it. If they ask for a picture, then get a decent picture taken, not a mug shot. If they ask for a resume, then submit a good one. Don’t act like you’re Brad Pitt being hounded for an autograph. Someone, somewhere is looking at this information (or lack of) and making some pretty serious decisions about your career.

All of the following data can simple be kept on documents in a confidential folder, or, for larger, more complex organizations, be entered into a talent management database.

14 Key Elements of an Executive Talent Profile:

This information can be filled in by HR, the individual, or the manager:

1. Name, position, organization, age, reports to, and location. Basic information that can usually be pulled from the HR database.

2. Picture. Believe it or not, you may be famous in Topeka, but not everyone at HQ or on the Board may recognize you. And they can be used to produce slick looking org charts or replacement tables.

3. Chronological listing of positions held, with dates and summary descriptions.

4. List of significant accomplishments. Stick to results, preferably big hairy ones.

5. “Relocatability”. This one’s tricky. Unless you are 100% certain that you could NEVER relocate, it’s best to check off the “yes” box. You never know, and when you “no”, you could be placed in a secondary talent pool and be overlooked for a great opportunity.

6. Education, training, languages, certifications, and external relationships.

This information is filled in by the individual’s manager with the assistance of HR, and usually confirmed or overruled by the next level manager:

7. Performance: Often a simple rating (1-3), sometimes directly from a performance and potential matrix assessment.

8. Potential: Again, a simple rating (A-C), from a performance and potential matrix.

9. 360 assessment score or other talent management assessment results. Not often used or looked at, but if available, could be helpful.

10. Ratings against a competency model, if available.

11. Potential next position(s), and “readiness”. These are position(s) the individual desires and/or is being prepared for. A “readiness” indicator is often used (now, 1-2 years, 3-5 years).

12. Retention risk: High, medium, or low.

13. Race, gender, passport. Often used for diversity considerations.

14. Top 3 development needs and actions. This is a summary individual development plan, often discussed in talent review meetings and sometimes tracked and monitored.

When information like this is collected and kept up to date, an organization or manager is bettered equipped to assess, develop, and promote the right people for the right jobs.