Building A Talent
Management Strategy

Clive G Holt
Organisation & Leadership
Development Consultant
Performance Through L...
o Take A Step Back

Contents

o What The Future Holds
o Why is Talent So Important To Organisations?
o Changes in Employee...
Take A Step Back
o Economic Intelligence Unit Survey (2008) found that 55% of
respondents declared their organisation’s pe...
What the Future Holds…..
o 51% of employers within the EMEA region expect their company’s
talent management programme to r...
Why is Talent So Important to Organisations?

PROESCE
www.proesce.com
Organisational leaders recognise that many aspects of market
competitiveness can be easily replicated. Innovation and the ...
Considering The Benefits
o The financial value of an organisation measured by investors and city
analysts takes into consi...
Changes in Employee expectations.

PROESCE
www.proesce.com
Significant changes are also taking place in employee roles, resulting in
the organisation needing to review their approac...
Talent Management Model

PROESCE
www.proesce.com
PROESCE Talent Management Model
Internal & External Environment

Make
Revisions

Strategic Priorities
Culture

Make Sense
...
Internal & External Environment
Analyse - Align - Differentiate
o Talent strategy needs to possess a strong vision linked ...
Internal Resource Focus
Conduct workforce projection planning.




Evaluate availability of talent supply both
internall...
Talent Development
o Talent management is a top down initiative with strategic
ownership by the company’s executive board....
Results & Outcomes
o Attention made towards delivering talent ‘readiness’ to
achieve and deliver organisational and indivi...
Talent Management
Best Practice Examples.

PROESCE
www.proesce.com
Corporate Values & Reputation
Create a brand that reflects strong corporate
culture and values

Attracts potential talent ...
Best Practice Foundations
#1: Clearly define the Talent Management Strategic Vision:
Align your ‘talent strategy’ to the c...
Factors that Influence Talent Strategy
Implementation

PROESCE
www.proesce.com
Factors that Influence Strategy Implementation

Strong
Governance
Processes
Before
Technology
Focus on Organisation
Needs ...
Strong
Governance

Successful Talent Management programmes
require total buy-in and support at senior
company level in ord...
Talent management is of central concern to the performance focused organisation.
However in the need to regain ground that...
Upcoming SlideShare
Loading in...5
×

Building A Talent Management Strategy

23,599

Published on

Talent Management

Published in: Business, Technology
22 Comments
69 Likes
Statistics
Notes
No Downloads
Views
Total Views
23,599
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
22
Likes
69
Embeds 0
No embeds

No notes for slide

Building A Talent Management Strategy

  1. 1. Building A Talent Management Strategy Clive G Holt Organisation & Leadership Development Consultant Performance Through Leadership
  2. 2. o Take A Step Back Contents 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 Implementation PROESCE www.proesce.com
  3. 3. 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 transformation. Consequences  Essential pipelines supporting talent management and leadership succession planning within the organisation have been severely damaged. PROESCE www.proesce.com  HR specialists and CEO’s are in agreement that talent management needs to be managed as a critical ‘value’ resource.
  4. 4. 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. PROESCE www.proesce.com
  5. 5. Why is Talent So Important to Organisations? PROESCE www.proesce.com
  6. 6. 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 opportunity. 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 possesses. PROESCE www.proesce.com
  7. 7. 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 performance. ‘’the organisations which weathered the economic crises better had PROESCE www.proesce.com 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.’’
  8. 8. Changes in Employee expectations. PROESCE www.proesce.com
  9. 9. 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 balance.  They expect to be engaged in challenging and meaningful work linked to a range of assignments that support personal career enhancement and skill and competency development. PROESCE www.proesce.com  Less accommodating to traditional business practices which they see as failing to embrace new business thinking and innovation.
  10. 10. Talent Management Model PROESCE www.proesce.com
  11. 11. PROESCE Talent Management Model Internal & External Environment Make Revisions Strategic Priorities Culture Make Sense Systems Market Place Results & Outcome Strategic Outcome Internal Resource Focus Holistic Perspective People Trends Capacity Needs Business Metrics, Alignment & Impact Capacity / Skill Gap Talent Development Selection Make Things Happen Engage Deploy Make Choices Retain PROESCE www.proesce.com © Proesce 2007
  12. 12. 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. PROESCE www.proesce.com
  13. 13. Internal Resource Focus Conduct workforce projection planning.   Evaluate availability of talent supply both internally and externally.  www.proesce.com Determine current / future competency ‘gap.’ and define requirement and standards.  PROESCE 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?
  14. 14. Talent Development 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 experience. PROESCE www.proesce.com 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 confidence
  15. 15. 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 performance culture. PROESCE www.proesce.com
  16. 16. Talent Management Best Practice Examples. PROESCE www.proesce.com
  17. 17. 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 work arrangements. PROESCE www.proesce.com Introduce flexitime, job sharing, telecommunications, fly-backs for executives working away from home.
  18. 18. 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 employees. #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: PROESCE www.proesce.com Those people who are viewed as ‘value creators’ to the organisation, understand that early candidate potential and future achieved performance are not the same thing.
  19. 19. Factors that Influence Talent Strategy Implementation PROESCE www.proesce.com
  20. 20. Factors that Influence Strategy Implementation Strong Governance Processes Before Technology Focus on Organisation Needs & Talent User Acceptance Consulting Partner PROESCE www.proesce.com
  21. 21. Strong Governance 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. Processes Before Technology 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 Acceptance PROESCE www.proesce.com 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. Experienced Consulting Partner Most organisations require external support so they can deliver of 360 degree solutions approach.
  22. 22. 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.

×