Executive hiring
Understand the leadership market before beginning a search — how deep it is, who holds comparable scope, and where the realistic candidates actually sit.
Executive search
Talent Mapping
Talent mapping that reveals where critical talent exists
Audentia Research maps leadership, specialist and strategic talent markets to help organisations understand who is in the market, where critical capability sits, how talent moves and where future hiring opportunities exist.
Illustrative talent intelligence model
Research-led talent intelligence
Research-led intelligence for decisions that cannot rely on guesswork.
- 01Executive talentBoard, C-suite and business unit leadership markets.
- 02Specialist talentScarce technical, scientific and functional capability.
- 03Competitor intelligenceHow rival organisations are structured and staffed.
- 04Talent marketsSupply, concentration and depth by segment.
- 05Global researchCross-border studies across multiple geographies.
- 06Leadership intelligenceSuccession, mobility and capability at the top.
Definition
What is talent mapping?
Direct answer
Talent mapping is the research-led process of identifying, profiling and analysing the people, skills, companies and talent pools relevant to an organisation’s strategic hiring or workforce objectives. It provides a structured view of the external talent market — helping leaders understand where critical capability exists, how talent is distributed, how competitors are organised and where potential future talent opportunities may exist.
In simple terms, a talent map answers six questions.
- 01Who exists?The relevant individuals in the market, named and profiled — not just those actively looking.
- 02Where do they work?The organisations holding the capability, and how those organisations are structured.
- 03What do they do?Actual scope and remit, rather than the job title alone.
- 04What capabilities do they have?Functional expertise, sector experience and the depth behind it.
- 05How does the market move?Transitions, mobility patterns and the direction talent is flowing.
- 06What talent opportunities exist?Where the realistic openings sit — now and over the next planning cycle.
Talent mapping sits alongside talent intelligence, which takes a broader view of workforce and market data, and executive search, which engages named individuals for a defined position. Mapping is the research layer beneath both.
The problem
Why most hiring decisions begin too late
In most organisations, the research starts when the role opens. By that point the timeline is already fixed, the market is unknown, and the shortlist is drawn from whoever happens to be visible and available. The decision is made under pressure, on partial information — and the quality of the outcome is decided long before anyone reviews a CV.
Reactive
Research begins after the vacancy
- Role opensA resignation, a restructure or a new mandate creates urgency.
- Search beginsMarket understanding is built from scratch, against the clock.
- Limited visible candidatesOnly the actively available portion of the market appears.
- Time pressureThe cost of the vacancy starts to outweigh the cost of waiting.
- CompromiseThe appointment is made from what was reachable, not what was possible.
Proactive
Research precedes the vacancy
- Market mappedThe relevant organisations and people are researched in advance.
- Talent understoodCapability, seniority and structure are known, not assumed.
- Targets identifiedA prioritised universe exists before the requirement is live.
- Relationships developedConversations begin from interest rather than availability.
- Better decisionThe appointment is a choice between known options, made on evidence.
Neither model is universally correct. Some requirements are genuinely unforeseeable, and a fast, well-run search remains the right response. The argument for mapping is narrower and more practical: where a role is business-critical, scarce or repeatable, the research is worth doing before the clock starts. See how this feeds talent pipelining.
Six dimensions
A clearer view of the talent market
A talent map is not a list of names. It is six connected layers of intelligence, each of which changes how the others should be read. Select a node to see what sits behind it.
Dimension 01
People
Relevant executives, specialists and emerging leaders — identified by the role they hold today rather than by whether they are actively looking. Profiling covers scope, seniority, tenure and the substance behind the title.
What it changes: you stop debating whether the talent exists and start deciding which part of it you want.
Illustrative talent intelligence model
People
Relevant executives, specialists and emerging leaders, profiled on scope and capability rather than job title alone.
Companies
Target organisations, direct competitors and talent-rich businesses adjacent to your market.
Skills
Capabilities, technical expertise and functional strengths — and how thinly or widely they are distributed.
Locations
Where relevant talent is concentrated geographically, and how that concentration affects hiring feasibility.
Movement
Career transitions, mobility and organisational change — the direction the market is travelling.
Market signals
Hiring activity, organisational shifts, compensation signals and other observable indicators of market condition.
Audentia’s perspective
A talent map is a structure, not a list
Most of what is sold as talent mapping is a longer list of candidates. We think that misses the point. A list tells you who was findable. A map tells you how the market is built — and a market you understand structurally is one you can make decisions about repeatedly, not once.
Effective talent mapping works down a chain. Each layer constrains the next, and skipping a layer is what produces research that looks thorough but cannot be acted on. The structure of the market determines which organisations matter; the organisations determine which functions are relevant; the functions determine which people are worth profiling; the people carry the capabilities; the capabilities only mean something once you can see how they move — and all of it exists to serve a decision.
- 01MarketThe boundary of the research and the forces acting on it.
- 02OrganisationsWho holds the capability, and at what scale.
- 03FunctionsHow the work is actually structured inside them.
- 04PeopleThe individuals carrying the relevant remit.
- 05CapabilitiesWhat they can genuinely do, evidenced.
- 06MovementHow and where that capability travels.
- 07DecisionThe judgement the research exists to support.
This is why we describe our work as research rather than sourcing. The output is a structure you own and can return to — for the next appointment, the next planning cycle, or the next market you enter. Read more about how we approach research projects.
Methodology
Our talent mapping methodology
Ten stages, run in sequence. Each one narrows a broad commercial question into a specific, evidenced view of the talent relevant to the decision in front of you.
- 01
Define the objective
Clarify the business problem, the roles and capabilities in question, and the specific market questions the research has to answer. A map built without a decision behind it is an expensive document.
- 02
Define the market
Identify target geographies, industries, companies and talent segments. This is where scope is agreed — what is inside the boundary, what is deliberately outside it, and why.
- 03
Map organisations
Understand the target companies: how they are structured, which functions sit where, how teams are sized and where the relevant capability is likely to be held.
- 04
Identify talent
Research the individuals and talent pools inside those organisations, and in the adjacent markets that feed them. Identification is by role held, not by availability.
- 05
Profile the market
Analyse career history, skills, experience, seniority, location and other relevant market indicators, so that comparison between individuals is meaningful rather than superficial.
- 06
Analyse talent movement
Identify patterns, transitions and mobility — where people have come from, where they tend to go, and what that suggests about how reachable they are.
- 07
Validate the intelligence
Cross-check and quality-control the research against multiple sources. Findings that cannot be corroborated are marked as such rather than quietly presented as fact.
- 08
Prioritise the market
Segment and rank the most relevant talent, organisations and opportunities, so the map arrives with a point of view rather than as undifferentiated volume.
- 09
Deliver the talent map
Present the findings in a clear, decision-ready format. You own 100% of the data outright — there is no proprietary database holding it and no licence to renew.
- 10
Refresh the intelligence
Maintain the map as the market changes. People move and organisations restructure; a map that is never updated slowly becomes a historical record.
Contents
What does a talent map include?
Every record in a talent map is built from the same field structure, so that individuals, teams and organisations can be compared consistently across a market. The example below shows how a single profiled record is presented.
Fields captured in every record
- 01
Candidate / executive
The identified individual, recorded consistently across the map.
- 02
Current employer
The organisation they sit in today, with its position in the market.
- 03
Current position
Title, level and the actual remit behind it.
- 04
Previous experience
The organisations and roles that built the current capability.
- 05
Functional expertise
The disciplines they genuinely own rather than have been exposed to.
- 06
Industry experience
Sector depth, and how transferable it is likely to be.
- 07
Geographic location
Where they are based, and the market that implies.
- 08
Skills & capabilities
Specific competencies evidenced by the career record.
Analysis applied across the map
- 09
Career history
Progression, tenure and the pattern of decisions behind it.
- 10
Organisational context
Where the role sits in the structure, and what that says about scope.
- 11
Compensation / reward signals
Indicative reward context where it can be responsibly established.
- 12
Mobility indicators
Observable signals about how reachable an individual is likely to be.
- 13
Market relevance
How closely the profile matches the brief, and on which dimensions.
- 14
Talent priority
A ranked view, so the map arrives with a recommendation.
- 15
Research notes
How each conclusion was reached, and what remains unverified.
- 16
Source confidence
Whether a finding is corroborated, single-source or inferred.
Map segments
- Tier 1 — direct match
- Tier 2 — adjacent capability
- Tier 3 — emerging leaders
- Organisation landscape
- Reward signals
- Movement analysis
- Research notes
RecordExecutive 014 — anonymised
Current employerListed industrial group — anonymised
Current positionDirector of Operations, Northern Europe
Reports toGroup Chief Operating Officer
Functional expertiseMulti-site operations · supply chain · continuous improvement
Industry experienceIndustrial manufacturing · consumer goods
LocationNorthern Europe — regional hub
Tenure in role4 years · 11 years with employer
Mobility indicatorModerate — regionally mobile
Market relevanceHigh — Tier 1
Source confidenceCorroborated — multiple sources
Research noteScope expanded to three additional sites following a 2024 reorganisation.
Illustrative example only. Figures, employers and individuals shown here are fictional and are used to demonstrate the reporting structure. Audentia Research does not publish client data, and no real profile is reproduced on this page.
Applications
Where talent mapping creates strategic value
Mapping earns its cost where the consequence of getting a people decision wrong is high, and where the market is not already understood.
New market entry
Assess the availability and concentration of talent before committing to a geography, so the hiring plan is built on what the market can actually supply.
Succession planning
Identify external leadership talent and understand the wider capability market, giving the internal succession picture something to be measured against.
Workforce planning
Understand future talent supply and the availability of critical skills, before headcount plans harden into commitments.
Talent intelligenceCompetitor intelligence
Map competitor organisations, leadership and talent structures to see how rivals are resourced and where their capability is concentrated.
M&A and due diligence
Assess leadership and critical talent considerations around a transaction — who matters, what is retainable and where the gaps sit.
Hard-to-fill roles
Establish the realistic talent universe before launching a search, so expectations on timeline and profile are set against evidence.
Talent sourcingTalent pipeline development
Build long-term visibility into strategically important talent pools, so future requirements start from a known market rather than a blank page.
Talent pipelining
Leadership
Executive talent mapping
At executive level the market is small, the information is thin and the cost of a wrong appointment is disproportionate. Executive talent mapping treats the leadership market as a research subject: who holds the mandate today, how their organisation is structured around them, what they have actually run, and how that capability has moved over time.
Because leadership research is frequently sensitive — a succession review, a confidential replacement, a pre-transaction assessment — it is conducted discreetly and without approaching individuals on your behalf unless you ask us to.
- Chief Executive Officers
- Chief Financial Officers
- Chief Operating Officers
- Chief Technology Officers
- Chief Information Officers
- Chief Human Resources Officers
- Chief Marketing Officers
- Business unit leaders
- Functional leaders
- Emerging executives
Competitor intelligence
Understand the talent behind your competition
Competitor talent mapping examines how competing organisations are built, using publicly and professionally observable information. It answers a question that rarely appears in market reports: not what your competitors sell, but who is running it.
How we work
Competitor talent mapping is conducted using information that is publicly or professionally observable. It does not involve confidential information, material non-public information, or approaching individuals under false pretences. Where a finding cannot be responsibly corroborated, it is reported as an inference rather than a fact.
Geographic intelligence
Map talent across markets
Talent markets do not stop at organisational boundaries or national borders. Audentia Research helps clients understand where relevant talent sits across markets and how those markets differ.
- IndiaTechnology, engineering, global capability centres
- United KingdomFinancial services, life sciences, consumer
- EuropeIndustrial, energy transition, manufacturing
- United StatesTechnology, healthcare, private-equity backed
- Asia-PacificRegional leadership and cross-border expansion
- Middle East & GCCInfrastructure, energy, transformation programmes
Cross-border mapping accounts for how differently markets behave: how organisational information is available, how professional networks are structured, how mobile talent genuinely is, and what a comparable role actually means in each country.
Audentia Research operates from offices in London and Mumbai. The regions above describe where research is conducted, not where we hold premises.
Sectors
Talent mapping across critical industries
Mapping is most valuable where capability is scarce, specialised or concentrated in a small number of organisations. These are the markets we are asked about most often.
Financial servicesBanking, insurance, asset management
FinTechPayments, lending, infrastructure
TechnologySoftware, data, cloud, security
Life sciencesPharma, biotech, medical devices
HealthcareProviders, services, health technology
Renewable energyGeneration, storage, energy transition
EngineeringDesign, infrastructure, project delivery
ManufacturingIndustrial, automotive, process
ConsumerRetail, FMCG, hospitality
ConsultingStrategy, transformation, advisory
Private equityDeal teams, portfolio leadership
Digital & AIMachine learning, analytics, product
Not listed here? Mapping methodology transfers across sectors — tell us the market and we will tell you honestly whether we are the right firm to research it.
Comparison
Talent mapping vs executive search
Talent mapping helps organisations understand the talent market before or alongside a hiring requirement. Executive search is typically focused on identifying and engaging candidates for a defined position. Talent mapping can therefore act as an intelligence layer before a search begins.
| Dimension | Talent mapping | Executive search |
|---|---|---|
| Primary objective | Understand the structure and depth of a talent market. | Appoint a specific individual to a defined position. |
| Market understanding | The deliverable itself — breadth is the point. | A means to an end, developed only as far as the appointment requires. |
| Candidate identification | Identifies and profiles the relevant population, without approaching it. | Identifies, approaches, assesses and represents named candidates. |
| Timing | Can run with no live vacancy; often precedes the requirement. | Triggered by a live, defined requirement. |
| Use case | Planning, benchmarking, market entry, succession, competitor intelligence. | Filling a critical leadership role. |
| Outcome | A structured, reusable view of the market that you own. | A hire, and the process that secured it. |
| Relationship to hiring | Informs the decision — the intelligence layer beneath it. | Executes the decision. |
The two are complements rather than alternatives. A search calibrated against a completed map starts from a known universe; a map with no decision behind it is research for its own sake. Related: executive search · talent intelligence · talent pipelining.
Comparison
Talent mapping vs traditional recruitment
These are four different disciplines that are frequently spoken about as one. Each answers a different question, and none of them is inherently superior — the right choice depends on whether you currently need understanding or execution.
| Discipline | What it is | Question it answers | Primary output |
|---|---|---|---|
| Talent mapping | Market intelligence, produced through structured research. | How is this talent market built, and where does capability sit? | A structured, reusable map of the market. |
| Recruitment | Hiring execution against a live requirement. | Who can we appoint to this role now? | A hire. |
| Sourcing | Candidate identification for current requirements. | Who is available and relevant for this brief? | A pipeline of candidates. |
| Talent intelligence | Broader market and workforce insight. | What does the labour market mean for our strategy? | Analysis informing workforce decisions. |
In one line
Talent mapping is market intelligence. Recruitment is hiring execution. Sourcing is candidate identification for a current requirement. Talent intelligence is the broader workforce and market view. Organisations generally need more than one of them, and rarely all at once.
Positioning
Why Audentia Research
Audentia Research has been conducting talent research since 2012, on a project-fee basis with no commission attached to the outcome. That structure matters: our incentive is the quality of the research, not the placement it might produce.
- 01
Research-led
Structured intelligence rather than surface-level sourcing. Findings are built method-first and validated before they are reported.
- 02
Strategic
Built around business decisions, not vacancies. The scope starts from the question you need answered, not the role you happen to have open.
- 03
Global
Designed to understand talent across markets, with researchers who specialise by function and geography rather than covering everything thinly.
- 04
Precise
Focused on the talent, organisations and market signals that are genuinely relevant. Volume is not treated as evidence of rigour.
- 05
Confidential
Suitable for sensitive leadership and strategic assignments, including succession reviews and pre-transaction work.
- 06
Decision-ready
Research structured for practical business decisions, and delivered with 100% data ownership so you can use it again without asking us.
More about the firm: about Audentia Research · our approach · the research team · a talent mapping case study.
Deliverables
What you receive
Scope determines which of these appear in a given project. All of them are handed over in full — the data is yours, permanently, with no licence and no restriction on how often you use it.
- 01
Talent market map
The complete profiled population within the agreed research boundary.
- 02
Organisation landscape
The companies researched, how they are structured and where relevant capability sits.
- 03
Leadership map
Senior structures and the individuals holding them, at the level agreed in scope.
- 04
Candidate / talent profiles
Individual records built on a consistent field structure for genuine comparability.
- 05
Competitor talent intelligence
How competing organisations are resourced, and where their capability is concentrated.
- 06
Talent pool analysis
The size, depth and composition of each relevant talent segment.
- 07
Geographic talent analysis
How talent is distributed across the locations in scope, and what that means for feasibility.
- 08
Market insights
Observable patterns in hiring, structure and movement across the researched market.
- 09
Research findings
What the research established, what it could not, and the confidence behind each conclusion.
- 10
Decision-ready reporting
A prioritised summary written for the person who has to act on it.
Research scopeOperations leadership
GeographyFour European markets
Organisations mapped42
Individuals profiled168
Tier 1 — direct match31 profiles
Tier 2 — adjacent74 profiles
Tier 3 — emerging63 profiles
Data ownership100% client
Illustrative example only. The figures above are fictional and are shown to demonstrate how a talent map is summarised. They are not drawn from a real client engagement and should not be read as typical project volumes.
Perspective
Talent markets are moving faster than traditional hiring cycles
The mechanics of hiring have barely changed in twenty years. A role is approved, a brief is written, a search begins, a shortlist arrives, a decision is made. The sequence assumes that the market will hold still while the process runs. Increasingly, it does not.
Three things have shortened the useful life of market knowledge. Organisational structures are redesigned more often, which means a function that existed as a single leadership role two years ago may now be split across three, or absorbed into one. Capability itself is less stable: the specific expertise an organisation needs is defined more narrowly than it once was, and the population holding it is correspondingly smaller. And senior people move for reasons that are harder to observe from outside — a change of ownership, a shift in strategy, the departure of the person who hired them.
The consequence is that a hiring process which begins from zero market knowledge is making its most important judgements at the point it knows least. The brief is written before anyone has established whether the profile it describes actually exists in sufficient number. The timeline is agreed before anyone knows how deep the market is. By the time the research catches up, the decisions that constrained the outcome have already been taken.
A market you researched last quarter is not the same market you are hiring into this quarter — but it is a far better starting point than one you have never looked at.
Proactive mapping does not remove uncertainty; nothing does. What it changes is the order of operations. It puts the market understanding in front of the brief rather than behind it, so that the questions worth arguing about — is this profile realistic, is this location viable, is this timeline honest — get asked while they can still change the plan. It also makes the knowledge durable. A map built for one appointment usually answers most of the questions raised by the next one, provided it is refreshed rather than rebuilt.
That is the practical case for treating talent as a research subject rather than a procurement exercise. Not because research guarantees a better hire, but because it moves the guesswork to the beginning of the process, where it is cheap to correct.
Audentia Research insights
Continuing analysis of talent markets, leadership movement and competitor hiring behaviour, published on the Audentia Research insights hub.
Series
Talent outlook
How the coming planning cycle is likely to reshape demand for critical capability.
SeriesExecutive talent trends
What is changing in the composition and structure of senior leadership teams.
SeriesLeadership mobility
Observable patterns in how and why senior people move between organisations.
SeriesTalent market intelligence
Supply, concentration and depth across the markets we research most often.
SeriesCompetitor hiring intelligence
Reading strategy from the way an organisation resources itself.
Answers
Frequently asked questions
Twenty questions we are asked most often about talent mapping, answered directly. Every answer below also appears in this page’s structured data.
What is talent mapping?
Talent mapping is the research-led process of identifying, profiling and analysing the people, skills, companies and talent pools relevant to an organisation’s strategic hiring or workforce objectives. It produces a structured view of the external talent market, showing where critical capability exists, how talent is distributed, how competitors are organised and where future talent opportunities may sit.
How does talent mapping work?
Talent mapping works by defining a research question, drawing a boundary around the relevant market, then systematically researching the organisations and people inside it. Researchers build an organisational picture of target companies, identify relevant individuals, profile their experience and capability, analyse movement patterns, validate the findings, and present the result as a structured, decision-ready map rather than a candidate shortlist.
What is the talent mapping process?
Audentia Research follows ten stages: define the objective, define the market, map organisations, identify talent, profile the market, analyse talent movement, validate the intelligence, prioritise the market, deliver the talent map and refresh the intelligence. Each stage narrows a broad market question into a specific, evidenced view of the talent relevant to the decision at hand. See the full methodology.
Why is talent mapping important?
Talent mapping is important because it moves market research ahead of the hiring decision rather than behind it. Organisations that understand the talent landscape in advance can judge whether a role is realistically fillable, where the capability actually sits, what the competitive picture looks like and how long a search is likely to take, before committing time and budget to it.
What does a talent map include?
A talent map typically includes profiled individuals with current employer, position, previous experience, functional and industry expertise, location, skills and career history; organisational context for the companies researched; movement and mobility indicators; reward signals where appropriate; market relevance and priority ratings; and researcher notes explaining how each conclusion was reached. See the full field list.
Who uses talent mapping?
Talent mapping is used by CHROs and HR directors, talent acquisition and talent intelligence teams, executive search partners, CEOs and founders, corporate strategy and business expansion teams, and private equity and portfolio operations professionals. It is generally commissioned where a hiring or workforce decision carries enough consequence to justify structured research.
How does talent mapping support executive search?
Talent mapping supports executive search by establishing the shape of the market before a search begins. It shows how large the realistic talent universe is, which organisations hold relevant leadership capability, how those organisations are structured and where the constraints sit, so the search is calibrated against evidence rather than assumption and the longlist is drawn from a known market. See executive search.
What is the difference between talent mapping and executive search?
Talent mapping is a research exercise that produces market understanding; executive search is an engagement exercise that produces a hire. Mapping asks who exists in the market and how it is structured, and can run with no live vacancy. Search is tied to a defined position and involves approaching, assessing and securing candidates. Mapping frequently acts as the intelligence layer before a search begins. See the full comparison.
What is the difference between talent mapping and recruitment?
Talent mapping delivers market intelligence; recruitment delivers hiring execution. A talent map describes the external market, its organisations, people, capability and movement, and stays useful across multiple future decisions. Recruitment identifies, engages and places candidates against a current requirement. They answer different questions and are most effective used together rather than as alternatives. See the full comparison.
How does talent mapping identify passive talent?
Talent mapping identifies passive talent by researching organisations rather than applicants. Because the research starts from company structures and functional teams, it surfaces people by the role they currently hold, not by whether they have signalled interest in moving. The resulting map therefore includes capable people who are not active in the market and would not appear through advertising or applications.
How long does talent mapping take?
Timelines depend on the breadth of the market, the number of organisations in scope and the depth of profiling required. A tightly defined single-function, single-geography map is considerably faster than a multi-market leadership study. Audentia Research agrees scope and delivery timeline at the outset and phases delivery on larger scopes, so early findings are usable while research continues.
How often should a talent map be updated?
A talent map reflects the market at the point it was built, and people move, organisations restructure and functions are created or removed. Maps supporting an active search are usually refreshed alongside it, while maps supporting workforce or succession planning are commonly revisited on a periodic cycle. The right interval depends on how quickly that specific market moves.
How much does talent mapping cost?
Audentia Research prices talent mapping as a research project rather than as a percentage of salary, so cost is driven by scope: the number of markets and organisations researched, the depth of profiling and the reporting required. There is no placement fee and no commission, and the client owns the resulting data outright. Scope and fee are agreed before work begins — tell us the scope and we will price it.
Can talent mapping support new market entry?
Yes. Before entering a new geography or sector, talent mapping shows whether the capability an organisation needs actually exists in that market, which companies hold it, how it is concentrated across cities or regions and how competitive the market for it is likely to be. That evidence informs the sequencing of an entry plan and the realism of its hiring assumptions.
Can talent mapping support succession planning?
Yes. Succession planning is strongest when internal candidate assessment is set against an external view. Talent mapping provides that external view by identifying leaders in comparable roles elsewhere, showing where the wider capability market sits and indicating how readily a role could be filled externally if an internal successor is not available or not yet ready.
Can talent mapping analyse competitor talent?
Yes, using publicly and professionally observable information. Competitor talent mapping examines how competing organisations are structured, where their leadership and critical functions sit, how those structures have changed and where talent appears to be concentrated. It is conducted within legal and ethical research boundaries and does not involve confidential or improperly obtained information. See competitor talent mapping.
What industries use talent mapping?
Talent mapping is used across financial services, fintech, technology, life sciences, healthcare, renewable energy, engineering, manufacturing, consumer, consulting, private equity and digital and AI markets. It tends to be most valuable in sectors where critical capability is scarce, specialised or concentrated in a small number of organisations. See sectors we research.
Can talent mapping be conducted globally?
Yes. Talent markets rarely align with national borders, and Audentia Research conducts mapping across multiple geographies including the UK, Europe, the United States, India, Asia-Pacific and the Middle East. Cross-market work accounts for differences in market structure, language, professional norms and how organisational information is available in each country.
What information is included in a talent mapping report?
A talent mapping report generally includes the research scope and method, the organisational landscape covered, profiled individuals with their experience and capability, talent pool and geographic analysis, movement and market observations, reward signals where appropriate, and a prioritised view of where the most relevant talent sits. Findings are presented so they can be acted on directly.
How does Audentia Research conduct talent mapping?
Audentia Research conducts talent mapping through a ten-stage research methodology, run by researchers who specialise by function and geography. Work is delivered on a project-fee basis with no commission, findings are validated before reporting, and the client owns 100% of the resulting data, so the map can be reused for future hiring and planning without further licensing.
Related questions
People also ask about talent mapping
Related questions answered elsewhere on this page or across the Audentia Research site.
How do you build a talent map?Our ten-stage methodology
How do companies identify passive executives?Executive talent mapping
How do you map competitor talent?Competitor talent mapping
How do you measure talent availability?The six dimensions of a map
How does talent mapping support workforce planning?Where mapping creates value
What is talent market intelligence?Talent intelligence
What is competitor talent intelligence?Understanding competitor structures
How can organisations understand future talent supply?Talent pipelining
How does talent mapping help with hard-to-fill positions?Hard-to-fill roles
What should a professional talent map contain?Every field in a record
Related services
Where talent mapping connects
Talent intelligence
Broader workforce and market insight built on the same research foundation.
Executive search
Engaging and securing named leaders once the market is understood.
Talent pipelining
Turning a map into sustained visibility of strategically important pools.
Talent sourcing
Candidate identification against a live, defined requirement.
Number gathering
Verified contact research to make a completed map actionable.
Diversity hiring
Research designed to widen the visible market, not narrow it.
All services
The full range of Audentia Research talent research services.
Case studies
Examples of research projects and what they were built to answer.
Talent mapping
Know your talent market before you need it.
Talk to Audentia Research about building a clearer view of the talent, organisations and market dynamics that matter to your next strategic decision.