#nTalent - Taking A Lead > Ensuring Northamptonshire Thrives
Match and Manage is the identification of a permanent or temporarily vacant volunteer role that matches the personal development and aspirations of the individual being talent managed.
It is likely to be one that is initially identified by a line manager, although individuals should be encouraged to seek out opportunities for themselves as part of their continued development.
The vacancy should fulfil the core of the Future Leaders Model in that it satisfies both Individual Worth and Organisational Need.
The use of the model should not be used simply for filling a vacant role that is of no value to the individual and not to ease the burden of the line manager by filling a critical volunteer vacancy. Where value can be seen by the line manager and not by the individual, time should be taken to explain to share ideas and gain consensus of a way forward. This could be for example by agreeing a time limit or other staged approach. Line managers are also encouraged to think creatively.
It is crucial that the line manager continues to support the individual by investing time and effort in managing the transition into the new role. Where this does not occur many individuals feel abandoned which can lead to feeling of resentment and ultimately leaving the role within a short period of time. There is also the added complication in that deprived of the opportunity for good advice; there is a higher chance of the individual being less effective in their new role that previously anticipated. Match & Manage are seen as two sides of the same coin, one without the other is considered, and often proves to be the case, of significantly limited value. In contrast, where individuals are matched appropriately and managed constructively the chances of success for both the individual and Scouting is exceptionally higher. Match and Manage is not a final destination. Many people will remain in their new role for many years before moving on, although the Future Leaders Model will still be being utilised. For others the vacancy will be a transitional role, designed to be a staging point to support development and experience before moving on to other roles(s). Both outcomes are entirely acceptable, and both bring benefits to both the individual and Scouting.
What Can You Do?
Are new appointees given the opportunity to agree a plan of support with their line manager?
Is there a policy of ‘buddying’ up a new appointee with a more experienced colleague?
Are there examples of people taking up roles and being left to get on with it?
Do new appointees know where they can go for genuine assistance?
Are people leaving roles within months of taking them up?