Recognising and releasing value<br />Talent Management<br />Dr Douglas Young<br />1<br />© HRPD Associates 2009<br />
Definitions<br />Talent consists of those individuals who can make a difference to organisational performance, either thro...
The Value of Talent<br /><ul><li>Research shows that outstanding performers typically deliver  four to six  times more per...
Selecting or developing just one outstanding performer has huge impact on overall performance
Identifying what differentiates outstanding performers from average can be used to:
Coach and develop less effective performers
Inform the succession planning process
Produce a template to inform selection of outstanding performers (as opposed to average)
Massively leverage organisation performance ie shift the whole  curve  to the right</li></ul>Poor<br />Average<br />Outsta...
Especially in economic crisis<br />The current uncertain economic climate makes the effective and strategic management of ...
Downturn impacts on TM Drivers<br />DRIVER<br />THINK ABOUT<br />FOCUS<br />Business-critical needs<br />Clarify strategy ...
Economic Downturn Responses<br />Responses to the downturn by adopting positive talent management<br />practices: <br />55...
Inclusive – Exclusive continuum<br />Where on the range is most suited to your organisation at this time<br />Exclusive Gr...
 Low aspiration model
 Less competitive/fit for purpose
 Reasonable proposition?
 May “turn off” real talent
 Any new process required?
 Easier to implement/less impact</li></ul>Subset (s) are seen as potential talent<br /><ul><li>  More appropriate for larg...
  Ideal if  there are clear mission critical roles
  May create divisive culture
  May make people feel stigmatised
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Talent Management

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Talent Management introduction

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Talent Management

  1. 1. Recognising and releasing value<br />Talent Management<br />Dr Douglas Young<br />1<br />© HRPD Associates 2009<br />
  2. 2. Definitions<br />Talent consists of those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer-term by demonstrating the highest levels of potential. <br />Talent management is the systematic attraction, identification, development, engagement/ retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles<br /> CIPD working definitions<br />2<br />© HRPD Associates 2009<br />
  3. 3. The Value of Talent<br /><ul><li>Research shows that outstanding performers typically deliver four to six times more performance than average (whether salespeople, surgeons, software developers or any other role)
  4. 4. Selecting or developing just one outstanding performer has huge impact on overall performance
  5. 5. Identifying what differentiates outstanding performers from average can be used to:
  6. 6. Coach and develop less effective performers
  7. 7. Inform the succession planning process
  8. 8. Produce a template to inform selection of outstanding performers (as opposed to average)
  9. 9. Massively leverage organisation performance ie shift the whole curve to the right</li></ul>Poor<br />Average<br />Outstanding/<br />“Talent”<br />Performance<br />The best way to persuade Senior Management of the value of Talent Management is to put a Value on that talent (ROI)<br />3<br />© HRPD Associates 2009<br />
  10. 10. Especially in economic crisis<br />The current uncertain economic climate makes the effective and strategic management of talent more not less important. It is likely that whatever the economic backdrop, organisations will continue to prioritise recruiting scarce talent and identifying, developing and managing talent throughout the business<br />Chartered Institute Personnel & Development<br />4<br />© HRPD Associates 2009<br />
  11. 11. Downturn impacts on TM Drivers<br />DRIVER<br />THINK ABOUT<br />FOCUS<br />Business-critical needs<br />Clarify strategy and align TM<br />Alignment goals & roles<br />Succession Planning<br />Monitor performance alignment<br />Use dashboard analysis<br />Restructuring<br />Retention - keeping your best people despite turmoil<br />Keep close to talent & address concerns e.g. talent who might leave<br />Ensure knowledge/client networks base built /maintained<br />Short- and long-term balance<br />Lots of talent on the market now but it won’t last<br />Optimise current talent<br />Grab external talent now if you can afford it - seed bed the future talent pool<br />Sharing learning and pooling resources<br />Talent is about knowledge, skills, experience, networks<br />Ensure knowledge management processes maximised to share talent capability<br />5<br />© HRPD Associates 2009<br />
  12. 12. Economic Downturn Responses<br />Responses to the downturn by adopting positive talent management<br />practices: <br />55% are developing more in-house talent <br />45% are focusing on essential development <br />43% are continuing to recruit key talent <br />35% are increasing their focus on employee retention.<br />However, only 51% felt that managers are equipped to tackle the challenges of managing talent in a downturn<br /> CIPD Survey <br />6<br />© HRPD Associates 2009<br />
  13. 13. Inclusive – Exclusive continuum<br />Where on the range is most suited to your organisation at this time<br />Exclusive Groups<br />Inclusive<br />Critical Senior<br />Roles<br />All employees are potential talent<br /><ul><li>More appropriate for small professional organisation
  14. 14. Low aspiration model
  15. 15. Less competitive/fit for purpose
  16. 16. Reasonable proposition?
  17. 17. May “turn off” real talent
  18. 18. Any new process required?
  19. 19. Easier to implement/less impact</li></ul>Subset (s) are seen as potential talent<br /><ul><li> More appropriate for large organisation
  20. 20. Ideal if there are clear mission critical roles
  21. 21. May create divisive culture
  22. 22. May make people feel stigmatised
  23. 23. Easier implement in private sector
  24. 24. Creates aspirational target
  25. 25. Requires additional processes</li></ul>7<br />© HRPD Associates 2009<br />
  26. 26. Key Processes<br />Process Revue<br />Process Design<br />8<br />© HRPD Associates 2009<br />
  27. 27. Key Processes<br />9<br />© HRPD Associates 2009<br />
  28. 28. Process Design<br />Process Design<br />How will you measure success?<br />Retention levels of people in talent pools?<br />% Critical roles filled by people defined as “talent?”<br />% Critical roles with identifiable and capable successors?<br />% of critical/ senior roles filled by internal talent as opposed to externally sourced?<br />Development of innovative products or services<br />Increase in ratio of high talent applications <br />Benchmarked as copy/organisation people aspire to work for<br />Number of people from minority groups/women in senior roles?<br />Number of people described as “talent” at different organisation levels?<br />Mobility/cross functional transfer levels within talent pool?<br />???<br />10<br />© HRPD Associates 2009<br />
  29. 29. Process Design<br />Design Preparation<br />Create a Talent Management Panel from “engaged” senior management and ensure one senior manager with sufficient authority has overall responsibility<br />Develop a lexicon of definitions and terms to use in relation to Talent Management<br />Clarify and agree how you will evaluate success, monitor and improve the process<br />Decide on whether it is an Inclusive or Exclusive –all staff in talent pool or a subset of mission critical roles/ people -If Exclusive then how will you maintain morale of anybody excluded<br />Clarify how the process will be linked to current and future strategic direction<br />Agree how it will be embedded into corporate culture – driven and supported from the top<br />Use transparent, fair and equitable methods of assessment/evaluation to identify talent<br />Develop and explicit process and rationale to communicate the programme to all staff<br />Make sure that any process (especially Exclusive approach) does not breach Employment law<br />Consider reviewing and deploying a specific software package for talent management and/or generate a talent audit/register to capture the level of your talent<br />Process Design<br />11<br />© HRPD Associates 2009<br />
  30. 30. Key Process (1)<br />Define Talent<br />Defining Talent<br />Clarify strategy to inform identification of mission critical roles in the future<br />Whether Inclusive or Exclusive start with small group, ideally senior management<br />Develop competency models based on “superior” rather than acceptable performance<br />Ensure that performance evaluation processes are objective and there is cross organisation consistency in any application<br />Recognise that much of “talent” may be unrecognised potential<br />Consider assessment methodologies including competency models and psychometrics to evaluate talent<br />How will critical / key role identification occur<br />12<br />© HRPD Associates 2009<br />
  31. 31. Key Process (2)<br />Identify<br />Identify<br />Develop a protocol and train line management in Talent Identification<br />Ensure that identification and nurturing of talent is recognised as a key line management responsibility<br />Generate a set of agree criteria by which Talent can be identified<br />Conduct a risk analysis eg where criticality is a function of eg<br />Strategic importance<br />Size of job<br />Difficulty and cost of replacement<br />Unique skill sets, technical knowledge<br />Holding large network/client base<br />Conduct informal or formal assessment of mission critical role holders or of potential talent pool groups<br />Generate Talent database (see Talent Management Software)<br />13<br />© HRPD Associates<br />
  32. 32. Key Process (3a)<br />Attract & Retain<br />External - acquire<br />Use staff as talent scouts to identify external potential talent<br />Set up bounty bonus processes to recognise successful talent scouting<br />Be prepared to take on outstanding external talent even when there is no pressing immediate need to seedbed potential future<br />Continue to receive and process speculative applications, with key focus on potential talent identification<br />Keep register with permission of speculative applicants (data protection) <br />Regularly contact high potential speculative applicants and keep them informed of possible employment<br />Invite speculative talent applicants in for tour of the organisation – show them you genuinely care<br />Focus on improving on-boarding process from setting up meetings with key staff to having formal on-boarding coaching and mentoring process<br />Establish the real reason why on-boarding talent left previous role/was dissatisfied and look to ensure this doesn’t recur in your company<br />Conduct in-depth discussion at monthly frequency with new talent to identify and address any concerns and seek feedback to improve on-boarding process<br />14<br />© HRPD Associates<br />
  33. 33. Key Process (3b)<br />Attract & Retain<br />Attract & Retain<br />Even if you are not currently recruiting you need to future proof <br />Create and promote a culture and organisation which external potential talent aspire<br />Actively promote your positive culture in the market eg through social networking<br />Recognise that climate/working conditions are a key element<br />Ensure high value (importance) attaches to TM throughout the organisation<br />Recognise current staff as key ambassadors<br />Ensure total compensation packages are upper quartile relative to competitors<br />Recognise that you need to think about functional specialism as well as sector<br />Ensure assessment centres in corporate cultural and values fit<br />Evaluate your organisation through staff surveys and use the feedback to actively improve areas of weakness eg<br />Sunday Times key eight factors that define the best companies to work for in Britain.<br />Leadership: how people feel about the head of the company and its most senior managers.<br />Personal growth: to what extent people feel stretched by their job.<br />My manager: people’s feelings towards their day-to-day managers.<br />My company: feelings about the company people work for as opposed to the people they work with.<br />My team: people’s feelings about their colleagues.<br />Wellbeing: how people feel about stress, pressure and the balance between their work and home life.<br />Giving something back: how much companies are thought to put back into society and the community.<br />Fair deal: how happy staff are with their pay and benefits.<br />15<br />© HRPD Associates<br />
  34. 34. Top 10 Sunday Times Best Companies to work for<br />http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/best_100_tables/<br />16<br />© HRPD Associates<br />
  35. 35. Key Process (4)<br />Manage<br />Manage<br />Hold regular Talent Panel reviews to monitor and report on progress of any identified talent<br />Generate formal career planning processes and succession planning for key talent roles - Identify and address gaps in potential successors<br />Ensure performance management becomes a genuine performance development and coaching opportunity<br />Revue remuneration regularly to ensure that talent role holders remain well remunerated relative to potential sources of poaching<br />Recognise and reward talent for outstanding performance<br />Assign a mentor/coach for each high talent role holder<br />Identify “wobbling” talent early and intervene before they leave<br />Build relationships with Business Schools, Local Universities and Colleges<br />17<br />© HRPD Associates<br />
  36. 36. Key Process (5)<br />Nurture & Develop<br />Nurture & Develop<br />Create an organisation climate that supports talent development<br />Make sure the talent feels valued by the organisation<br />Establish specialised talent coaches available on request<br />Ensure that talent recognises their ownership of their development<br />Identify and address any recurring problems face by talent in development process<br />Run Development workshops for the talent to identify strengths and areas for development<br />Build development around key target role talent competencies<br />Enable talent to develop using medium which best fits their needs and circumstances<br />Ensure development is seen as being valued by the organisation<br />Set up development experiences for talent through shadowing and interim roles<br />18<br />© HRPD Associates<br />
  37. 37. Key Process (6)<br />Evaluate<br />Evaluate<br />Review progress against success factors agreed at design stage<br />Use a dashboard approach - assign a red, amber or green light flag for talent to enable quick identification of potential problems <br />Check retention levels and monitor absence levels regularly<br />Conduct employee satisfaction surveys<br />Explore whether there is a positive correlation between Talent “ranking” and performance<br />Review how do participants feel about the process and use feedback to improve<br />What is working well and what needs to improve<br />Establish and review benchmark performance against competitor organisations in terms of “employer of choice”<br />19<br />© HRPD Associates<br />
  38. 38. Coaching for Talent Management<br />Coaching is about helping talented people to recognise and release their potential<br />Coaching is the central performance lever for all successful Sports Professionals<br />Coaching is core to most key aspects of Talent Management: <br /><ul><li>Selection and On-boarding
  39. 39. Helping line management to develop talent
  40. 40. Informing development discussions
  41. 41. Creating a nurturing climate
  42. 42. Identifying, recognising and releasing the Talent potential</li></ul>20<br />© HRPD Associates<br />
  43. 43. Ten tips<br />Talent Management needs to be driven by, dovetail, align with and enable strategy <br />Common, shared and understood definitions and purpose for the Talent Management Programme, including an agreed lexicon of terms<br />The process needs to be genuinely “bought into” and driven by the senior team and there should be a Talent Management Panel and a single individual with overall responsibility for the process – not a part-time role<br />Coaching is central to Talent Management and there should be a programme of coaching which identifies and deploys the best coaches to support the TM process<br />It may be supported by HR but needs to be seen as being owned by the organisation and not an HR driven initiative<br />It is fundamental to recognise that there is much more talent untapped in the organisation than has been historically recognised and that a key feature is to identify and release that value<br />TM needs to be both formal and informal, embedded in the culture<br />Line management need to accept and actively support the process<br />There needs to be a clear and transparent system for tracking/monitoring the performance and development of talent<br />Any abuse of the system or attempts to undermine it must be dealt with strongly <br />21<br />© HRPD Associates<br />
  44. 44. Thanks, hope it’s been useful…<br />Thanks for viewing this introductory slideshow<br />We have significant experience in the range of Talent Management processes<br />We are based in the UK<br />Please feel free to use the slides as long as you attribute the source<br />Contact us at HR Performance & Development<br /> Email: info@hrpd.co.uk<br /> Web: http://www.hrpd.co.uk<br />22<br />© HRPD Associates 2009<br />

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