Building A Talent
Clive G Holt
Organisation & Leadership
Performance Through Leadership
o Take A Step Back
o What The Future Holds
o Why is Talent So Important To Organisations?
o Changes in Employee Expectations
o Talent Management Model
o Talent Management Best Practice Examples
o Factors that Influence Talent Strategy
Take A Step Back
o Economic Intelligence Unit Survey (2008) found that 55% of
respondents declared their organisation’s performance was likely to suffer
because of insufficient leadership talent.
o IBM Global Services (2008) indicated that only 13% of organisations
researched had a very clear understanding of the skills they would
require in the next three to five years.
o The economic recession - 2008/current has seen many organisations
impose robust employee cut-backs, supported by organisational
Essential pipelines supporting talent management and leadership
succession planning within the organisation have been severely damaged.
HR specialists and CEO’s are in agreement that talent management needs
to be managed as a critical ‘value’ resource.
What the Future Holds…..
o 51% of employers within the EMEA region expect their company’s
talent management programme to regain importance over the next 12
months. Source International Consultants Mercer 2010.
o 55% of UK organisations surveyed report an increase in their firm’s
talent management investment in 2010. Source Talent Q 2010.
o Talent management strategies will need to take into account the slow
pace of recovery whilst at the same time be aligned to the introduction of
new business models and strategies.
o The introduction of new talent in the science and technology
disciplines is not keeping up with the ‘baby boomer’ retirement.
o In emerging markets, accelerated growth is visible in industry sectors
and locations where organisations have little knowledge and experience
to guide their talent management resource.
Why is Talent So Important to Organisations?
Organisational leaders recognise that many aspects of market
competitiveness can be easily replicated. Innovation and the launch of
new products and services can soon be copied or substituted.
Equally , pricing models and decisions to enter new markets are soon
followed by others who are expecting to gain a share of the business
To replicate the skills and talent of the
organisation’s leadership team and
workforce is almost impossible .
Therefore the ability of the company to
select, engage, retain and deploy talent
at all levels is perhaps one of the few
competitive advantages a company
Considering The Benefits
o The financial value of an organisation measured by investors and city
analysts takes into consideration the ‘talent’ the organisation has built up
and operates with.
o Stakeholders and investors have increasing expectations of what the
organisation is to deliver in terms of performance and added value.
o The complexity of the market place together with globalization and
hyper competitiveness requires leadership to be at the top of their game
at all times.
o The recognisable relationship between talent and improved company
‘’the organisations which weathered the economic crises better had
within their ranks leaders who had expertise in a range of risk
disciplines. These findings add weight to the argument that
organisations need to attract and develop talent not only for the ‘front
line’ but across all critical business functions and at various levels.’’
Changes in Employee expectations.
Significant changes are also taking place in employee roles, resulting in
the organisation needing to review their approaches towards managing
and , more importantly, developing and retaining their talent.
Employees Today are:
Better prepared and more willing to take charge of
their careers and personal development.
Becoming increasingly concerned with work/life
They expect to be engaged in challenging and
meaningful work linked to a range of assignments that
support personal career enhancement and skill and
Less accommodating to traditional business practices
which they see as failing to embrace new business
thinking and innovation.
Talent Management Model
Internal & External Environment
Analyse - Align - Differentiate
o Talent strategy needs to possess a strong vision linked to
corporate strategy and the organisation’s long term
priorities and goals.
o Possessing a talent strategy has little value unless it is
applied and flexible, and the organisation is willing to make
adjustments to meet the demands of newly emerging
situations in the wider business environment.
o Review risk management issues – What are the current
and future challenges your organisation is facing?
o Have clear identification and understanding of the
‘drivers’ what will enable the strategic goals to be achieved.
Internal Resource Focus
Conduct workforce projection planning.
Evaluate availability of talent supply both
internally and externally.
Determine current / future competency ‘gap.’
and define requirement and standards.
Does the company have a supply of talent in all
critical functional areas that will enable the
successful delivery of the company’s future
strategies, and manage and lead future
investment and innovation decision making?
How will talent be managed and what
operational systems, company resources and
levels of funding will be made available?
o Talent management is a top down initiative with strategic
ownership by the company’s executive board. HR
department is responsible for directing day to day execution
and ensuring quality delivery.
o Assess all options and decide on the mix of talent and
talent development solutions that will ensure competitive
advantage is attained.
o Introduce individual talent development ‘roadmaps’
incorporating theory, practical and off-site geographical
initiatives designed to strengthen the candidates’ learning
o Consider the introduction of a coaching and mentoring
activity in order that talent can gain a greater understanding
of the learning experience they are receiving and grow in
Results & Outcomes
o Attention made towards delivering talent ‘readiness’ to
achieve and deliver organisational and individual objectives.
o Align talent development to the future strategic
ambitions of the organisation and performance
management methodology and practices.
o Allow talent management to become a significant part of
the day-to-day way of life of employees at all levels.
o That the organisational culture appreciates and
understands that talent is required in order to establish a
Best Practice Examples.
Corporate Values & Reputation
Create a brand that reflects strong corporate
culture and values
Attracts potential talent who ascribe to equal
corporate values therefore enlarging the
available talent pool.
Opportunities for Career Development
Talent joins and stay with an organisation if
they believe career prospects are designed for
long term with variable career options.
Employees expect to receive continuous
feedback within an organisational culture that
is structured for continuous learning.
Work Life Balance
Increasing trend to offer employees flexible
Introduce flexitime, job
sharing, telecommunications, fly-backs for
executives working away from home.
Best Practice Foundations
#1: Clearly define the Talent Management Strategic Vision:
Align your ‘talent strategy’ to the company’s strategic goals and ambitions.
#2: Who is Ultimately Responsible for Talent Development?
Given the strategic importance of talent development the CEO’s Office has
overall charge of the programme.
#3: Programme Design and Structure:
Drive forward the focus on the competencies and skills future senior leaders will
need to possess and master.
#4: System Transparency:
Publish guidelines and policies in order that all protocol relating to talent
development is available to avoid the advancement of under-performing
#5: Widen the Talent Management Perspective:
If talent management development equates to attaining organisational
performance ambitions, then the talent programme needs to be widened beyond
that of leadership succession planning.
#6: Focus on Your Best Potential:
Those people who are viewed as ‘value creators’ to the organisation, understand
that early candidate potential and future achieved performance are not the same
Factors that Influence Talent Strategy
Factors that Influence Strategy Implementation
Focus on Organisation
Needs & Talent User
Successful Talent Management programmes
require total buy-in and support at senior
company level in order that: full organisational
resources are made available, obstacles are
removed, key decisions are reached without
delay and that a clear message is
communicated to all employee levels of the
value and benefits the programme provides.
An IT designed framework can support and
add real value to the Talent Management
development programme but cannot
replace well founded human resource
processes and practices.
Focus on Organisation
Needs & User
Align strategic objectives with future
organisational skills and competency
needs. Deliver wide ranging learning
and development programmes that
promotes career development and
thus supports talent acceptance.
Most organisations require external
support so they can deliver of 360
degree solutions approach.
Talent management is of central concern to the performance focused organisation.
However in the need to regain ground that has been lost through the global economic
recession, many organisations are embarking on hastily prepared programmes that
are more focused on rapid implementation than adopting a well thought out solution
that is linked to corporate strategy, organisational structure and culture.