OGC Talent Health Snapshot: ​

A free talent health assessment built on the OGC Talent Health System

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17 questions across four domains: Define Expectations, Diagnose and Measure, Develop Leaders, and Align Systems and Processes. About five minutes. Instant results ranking each domain from very high to low priority.

No email required to see your results. Want them sent to your inbox instead? Enter your email when prompted, otherwise leave that field blank.

This is a self-reported diagnostic, not a comprehensive organizational assessment. Results are meant to prompt reflection and guide an initial conversation, not replace a full evaluation with an OGC advisor.

1. What is your most pressing talent challenge right now?
2. Leaders in our organization have a clear, shared understanding of what effective leadership looks like at each level.
3. Performance expectations are defined specifically enough that managers can evaluate performance consistently across the organization.
4. When we promote someone into a leadership role, we have a clear picture of the competencies they need to succeed in that role.
5. Our organization could articulate, right now, what good leadership looks like in behavioral terms, not just outcomes.
6. We use data, not just anecdotes or leadership opinion, to identify where our talent challenges are concentrated.
7. We know which factors most influence whether our employees stay or leave.
8. When we present talent recommendations to senior leadership, we can back them up with evidence.
9. Our organization has a clear picture of which talent initiatives from the last two to three years actually moved the needle.
10. Our leadership development programs are designed around specific skill gaps, not general content availability.
11. We have a way to measure whether leadership development is changing behavior, not just generating positive feedback scores.
12. Managers in our organization receive development that is relevant to their specific level, competency requirements, and scope of responsibility.
13. Leadership development in our organization is connected to a broader talent and organizational strategy, not treated as a standalone initiative.
14. Our hiring, promotion, performance, and succession processes are built around consistent criteria that reflect what we actually need in leaders.
15. When a talent initiative ends, the gains typically hold rather than reverting to previous patterns.
16. Our HR and talent processes reinforce the same expectations and values rather than sending mixed signals to employees.
17. We have a clear picture of our leadership pipeline and feel confident in our ability to fill key roles from within.

 

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