"My main job was developing talent. I was a gardener provid- ing water and other nourishment to my top 750 people. Of course I had to pull some weeds too." - Jack Welch UNLOCKING THE DNA OF TALENT MANAGEMENT BANKING INDUSTRY INTERNAL TALENT MANAGEMENT CASE STUDY Mid-sized banking company selects OMNI Leadership's Internal Talent Management module to address their desire for an efficient automated process for comprehensive talent reviews. The company was comfortable with their process for succession planning at the top level of the organization but it was cost prohibitive to apply that process for all levels of the organization. They were looking for an affordable and practical process for broadening and deepening their view of talent at lower levels. CHALLENGE The senior leadership of the company directed a task force to provide a recommendation on an assessment or measurement based approach for reviewing leaders and key individual contributors throughout the organization. This was challenging given that talent was widely dispersed across multiple locations. They desired an approach that was both efficient and effective. Specifically, they wanted to answer the following questions: Who are our top performers? Which of those top performers also have high advancement potential? Which of the high potential individuals are ready now for higher levels of responsibility? Where do I best focus both individual and group development efforts? SOLUTION OMNI's Internal Talent Management module provided the tools and processes needed to answer all their key talent management questions. Web-based delivery made it easy to reach all talent in multiple locations. Multiple measurement tools and thoughtfully designed decision reports made it easy to collect and report the critical information needed to answer their questions. As a first step, the organization utilized Omni’s unique multi-rater process to collect information on competency performance for lower level leaders. In this approach, individuals first completed self ratings on behaviors that comprise each competency. To provide a consistent framework for making their ratings, they reviewed performance standards describing outstanding, solid, and performance needing improvement for each behavior. The self ratings with the performance standards were then reviewed by other members of the rating team.