This Talent Management and Succession Planning quiz was designed for Ashridge by Jill and Derek Dann from Consultation Ltd. Complete the questionnaire and calculate your score which will display a corresponding commentary.
1. Ashridge case study research suggests an alternative way to categorise TM. Which one of the following is not one of those listed factors which influence the need for an alternative approach?
There may be several different perspectives and beliefs which may only become apparent during in-depth discussions about TM.
Some perspectives sit less comfortably together and may result in ambiguous or conflicting messages about how talent is valued and developed.
Corporate approaches to TM are heavily shaped by some underlying core beliefs and perspectives.
Sometimes the culture within departments may run counter to the overall organisational climate of the organisation causing a conflict of beliefs and perspectives.
2. In their 2006 survey, the CIPD found that a certain percentage of respondents had a formal definition of TM. What was that percentage figure? Select one correct answer from below.
3. A TM system is unique to each organisation and must be designed to take account of a unique blend of four factors. Which one statement below correctly lists the four factors?
Strategy, people, culture, processes.
Strategy, people, culture, systems.
Strategy, policies, people, systems.
Strategy, policies, culture, systems.
4. Farley (2005) argues that 'HRM's credibility relies on it having an in-depth understanding of how people are key drivers of profit and success and the ability to manage talent to attain business goals'. Which one of the following statements incorrectly identifies her associated argument as discussed in the Learning Guide?
HR should view talent management activities, such as succession planning, recruitment and talent reviews as highly interrelated from the standpoint of data.
HR should view talent management activities, such as succession planning, recruitment and talent reviews as discrete processes.
HR should become an effective facilitator of robust talent management decisions.
5. Subir Chowdhury suggests how talent should be treated. Which one of the following statements correctly describes his view?
Talent should appear to be treated just like everyone else.
Talent should be treated as a preferred resource.
Talent should be treated as a customer when recruited and then as a preferred supplier when hired.
6. The Guide tells us that Talent Management (TM) is a hot topic and asks what has moved it up the corporate agenda. Which one of the following is suggested as a reason?
There are not enough talented people to meet current demands.
Organisations ignore the need for TM programmes.
People do not see themselves as being 'talented'.
7.The Guide includes a graphic, reproduced below, which demonstrates a number of different components which work together. Looking at these elements and their areas of overlap, it is possible to break the TM elephant down into manageable pieces and to understand the critical issues.
In the graphic, which one component is represented by the question mark? Select one correct answer from those below.
8. The Learning Guide offers six key HR strategic responsibilities for TM. Which one of the following is not one of those listed?
Maintaining talent benchmarking relationships.
Ensuring that valuable information is gained through the hiring, developing and leaving of employees so that both success and requirements for change can be measured.
Being the leader of thinking about what the business needs to do to attract exceptional talent.
Facilitating the ongoing review of talent.
Developing and maintaining the connection between business strategy and talent.
9. The move away from a 'parental' business environment towards an individual's growth and development being a personal responsibility has led to a number of issues. Which three of the following are correctly identified as being amongst those listed?
A societal change to a 'me' generation has brought about more focus on personal fulfilment rather than the 'duty' of previous generations.
People feel less loyal to their employer.
HR departments may have changed their focus away from being development consultants.
Individual managers are now responsible for fewer direct reports.
10. Google applies a 70/20/10 model to its work structure. To what is the 10% allocated? Select one correct answer from below.
Innovation and creativity.
Fulfilling the job role.
Personal work, i.e. personal development.
11. The Learning Guide offers seven key steps to succession planning. Which one of the following correctly describes the final step?
Develop candidates in line with the plans.
Review and evaluate progress of both the process and the employees.
Evaluate candidates, match to roles.
Based on business plans and objectives, define the scope of the succession plan.
12. Figure 1 in the Guide maps the TM territory from five possible perspectives. Which three of the following are correctly stated as being amongst the five listed perspectives?
13. According to Tom Peters: 'You need to spend a percentage of your time on discovering, recruiting, nurturing and retaining your corporate talent'. What is the period of time he suggests? Select one correct answer from below.
Between 10% and 20%.
Between 40% and 50%.
Between 20% and 40%.
Between 30% and 50%.
Between 20% and 30%.
14. Figure 1 in the Guide suggests how some TM strategies will impact a number of people-management factors when viewed from the five perspectives. With which one correct answer below does the statement 'Accelerate the development of high potentials' match?
15. The Guide suggests a number of elements which a succession plan should cover. Select two items below which are amongst those listed.
A strategy for distinguishing between high performers and high potentials.
Key employee risk assessment.
The short, medium and long-term strategy for the business.
Methods of communication.
16. The Guide suggests that defining talent management is difficult. It talks about many activities coming under this umbrella term to help with a number of tasks. Which one of the following is not one of those listed TM tasks?
17. Talent management straddles many different functions areas. The Guide states that research at Ashridge has revealed critical influencers on TM. Which one of the following statements is a true reflection of the influencers?
The impact of the senior managers, leadership teams and the HR department.
The impact of individual line managers, leadership teams and the HR department.
The impact of individual line managers, leadership teams and the organisation's culture.
18. Ashridge research and discussions with corporate people responsible for TM has uncovered one word which comes forward. What is that one word?
19. Figure 1 in the Guide suggests how some TM strategies will impact a number of people-management factors when viewed from the five perspectives. With which one correct answer below does the statement 'Good people like to work with good people. Aim to be the employer of choice' match?
20. Research carried out by Ashridge has established thirteen dimensions that underlie the strategic choices organisations face in various aspects of the TM process. They are grouped into four areas explored in Development Activity 4. To which areas does the dimension 'Connected Conversations' belong? Select one correct answer from below.
Outcomes and benefits.
Definition and entry point.
Managing the talent.
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Last modified: 07/09/2007