Empowering the existing workforce.
Large technical and strategic initiatives often expose gaps in a company's internal skillset. Many times, companies solve the this gap by hiring or contracting for it. Talent Profiling starts from a different premise: the innovators a company needs are often already inside it, hidden and underleveraged. By identifying, training, and giving these people the tools, the company is given a powerful strategic advantage over outsourcing or acquiring new talent because the internal team is intimately familiar with the company's unique internal dynamics.
The advantages for companies continue beyond just the program success. With a strong internal mobility program, companies report meaningfully better hiring outcomes than those relying on the external market, yet 87 percent of employers agree such a program would help retention while only 33 percent actually have one (Deloitte, 2022). That gap between what companies know and what they act on is exactly what Talent Profiling closes.
How it works
Trailrock runs a formal survey across every member of the organization, producing a data-driven analysis of individual work behaviors. That survey data is then correlated with structured interviews to identify the people most likely to drive innovation inside the company. Our experience across client engagements show the same pattern reliably: organizations are usually sitting in underutilized capacity, and finding them represents one of the highest-leverage opportunities available to change a company's trajectory.
Likewise, the stakes of getting this wrong are measurable. Employees hired externally are 61 percent more likely to be let go or leave within their first year than those promoted from within, and companies that hire internally are 32 percent more likely to be satisfied with the resulting hire (Deloitte, 2022).
What happens once they're found
Once identified, Trailrock works with the executive team and frontline managers to give those individuals the training, coaching, and tooling they need to start executing on the technology strategy directly. The shift this produces is structural, not incremental.
Before Workforce Elevation, the company depends on external contractors or a small, heavily centralized technology group to move anything forward.
After Workforce Elevation, the whole company becomes a distributed, technology-enabled workforce, with capability spread across the organization instead of bottlenecked in one team.
What changes
- The organization discovers capability it already owns instead of paying market rates to import it.
- Dependence on contractors and a centralized technology function gives way to distributed, technology-enabled teams.
- People who were quietly disengaged in the wrong role become the people driving the next phase of the strategy.