Dragos iliescu shl-talent management and global business strategy
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Dragos iliescu shl-talent management and global business strategy Dragos iliescu shl-talent management and global business strategy Presentation Transcript

  • “42” An approved SHL DistributorGetting results through people Integrating Talent Management with Global Business Strategy Dragos Iliescu, PhD Managing Director “42”, The Approved SHL Distributor for Romania Prepared for ZILELE BIZ, 14.11.2012
  • Who we are• SHL is the leader in talent measurement• We drive better business results through superior People Intelligence• We help organisations transform the way they assess, hire and manage talent.• Best in class innovation, assessment source and services to improve business results through superior people decisions. Version 1.1 © SHL 2012 2 Unclassified December 3, 2012
  • Why SHL?• Verifiable business results• Global presence, local flexibility• The world’s largest source of data on people at work• Over 30 years’ global assessment innovation and expertise• Our solutions are used by leading organisations, including over 80% of the Financial Times Stock Exchange (FTSE)• Certified to ISO 27001 and ISO 9001 security & quality management standards Version 1.1 © SHL 2012 3 Unclassified December 3, 2012
  • SHL: Some of our clients Version 1.1 © SHL 2012 4 Unclassified December 3, 2012
  • World-class customers >50% >40% >80% >50%of Global Fortune 500 of Fortune 500 of FTSE of ASX Version 1.1 © SHL 2012 5 Unclassified December 3, 2012
  • SHL People Intelligence• SHL People Intelligence is the insight into people’s behaviour, ability and potential we offer through:• More than 30 years’ experience and innovation• Delivering 25 million assessments a year• A database of over 80 million records across 38 countries, 31 business functions and 40 industry sectors Helping you understand, benchmark and make better decisions about people Version 1.1 © SHL 2012 6 Unclassified December 3, 2012
  • Talent Management• “a set of organisational processes designed to attract, develop, motivate and retain key people.” (Bersin, 2008)• ”Processes to ensure having …the right people… …with the right competencies… …in the right places… …at the right time.” (SHL, 2008) Version 1.1 © SHL 2012 7 Unclassified December 3, 2012
  • Most definitions emphasise:• Clear link with performance management• Coherent approach to succession planning and development• Integrated philosophy that incorporates all HR practices across the whole employee lifecycle Version 1.1 © SHL 2012 8 Unclassified December 3, 2012
  • Through the Employee Lifecycle Version 1.1 © SHL 2012 9 Unclassified December 3, 2012
  • Operationalising Integration1. Business strategy: which skills, competencies and roles are required to deliver the strategy?2. Organising framework: who to target and how?3. Capability framework: the skills, tools and techniques to define talent requirements.4. Leadership involvement: creating a “Talent Mindset” in senior managers.5. Development of high performance talent: filling gaps through targeted development interventions and recruitment initiatives.6. Build fluid talent pools: keeping it tied into the strategy.7. Rigorous assessment: of potential across the organisation. Version 1.1 © SHL 2012 10 Unclassified December 3, 2012
  • Truly Integrated Version 1.1 © SHL 2012 11 Unclassified December 3, 2012
  • Truly Integrated? 71% no syst. approach 45% no syst. approach 85% no syst. approach86% no comp. integration 90% no comp. integration 31% no comp. integration 38% no comp. integration 68% no long-term view 81% only training Version 1.1 © SHL 2012 12 Unclassified December 3, 2012
  • Our approach “Using the results of the business outcome study, we were able to calculate a profit gain of roughly $24 million on an investment of just over $100,000.” CenturyLink Version 1.1 © SHL 2012 13 Unclassified December 3, 2012
  • Define and Measure in order to Realise Define Measure Realise Version 1.1 © SHL 2012 14 Unclassified December 3, 2012
  • A three stage process Version 1.1 © SHL 2012 15 Unclassified December 3, 2012
  • ’Define’ Stage• Competency management is the process through which the strategic talent requirements of the organisation are defined in behavioural terms and then integrated into the full employee lifecycle to create a talent architecture. Version 1.1 © SHL 2012 16 Unclassified December 3, 2012
  • Competency Management• “Competency management touches almost every other part of your talent management strategy. It is ranked as the clear number one business process in facilitating an organisation’s ability to respond to change. Competency management establishes your organisation’s strategic framework for people processes – it facilitates: ◦ Recruiting ◦ Performance management ◦ Leadership development ◦ Succession planning ◦ Career planning ◦ Compensation ◦ Learning and development• It establishes the firm platform for all other talent processes. Organisations with a world-class focus on competency management greatly improve their talent and, therefore, business results. Many organisations still do not realise this.” ◦ Bersin and Associates, May 2007 Version 1.1 © SHL 2012 17 Unclassified December 3, 2012
  • ’Measure’ Stage Version 1.1 © SHL 2012 18 Unclassified December 3, 2012
  • Performance-Potential Matrix (Drotter et al., 2000) Version 1.1 © SHL 2012 19 Unclassified December 3, 2012
  • Talent Audit Version 1.1 © SHL 2012 20 Unclassified December 3, 2012
  • Example of data sources Version 1.1 © SHL 2012 21 Unclassified December 3, 2012
  • ‘Realise’ Stage - Process in Brief 1 2 3 Define talent Develop Talent Map capability requirements – Framework(s) Framework(s) within the organis-ational context 6 5 4 Attract, align, Measure Develop develop, engage strengths and assessment and retain gaps strategy and approach Building commitment and buy in Identify and validate key business success measures Version 1.1 © SHL 2012 22 Unclassified December 3, 2012
  • Step #1: Define talent requirements• Identify key stakeholders ◦ 1:1 meetings and/or ◦ Focus groups and/or ◦ “Visioning” workshops• Organisational, competitor, industry research• Integrate, develop, story–board and play back• A clear picture of the big things the organization needs to deliver and the implications for people capability Version 1.1 © SHL 2012 23 Unclassified December 3, 2012
  • Step #2: Develop Talent Framework(s)• Talent framework options: ◦ Traditional competency model ◦ Talent pipeline ◦ Talent matrix Version 1.1 © SHL 2012 24 Unclassified December 3, 2012
  • Talent pipeline - Example Transition Points• Pluses of Talent Pipeline ◦ Describes a journey ◦ Developmental, focused on future roles Enterprise Manager Group Manager Business Manager Functional Manager Manage Managers Manage Others Manage Self Version 1.1 © SHL 2012 25 Unclassified December 3, 2012
  • Talent matrix Version 1.1 © SHL 2012 26 Unclassified December 3, 2012
  • Step #3: Map capability Framework(s) / Talent pipeline Leadership Enterprise Manager Transition Group Manager Points Business Manager Functional Manager Manage Managers WhatPotential Manage Others How Manage Self Version 1.1 © SHL 2012 27 Unclassified December 3, 2012
  • Step #3: Map capability Framework(s) / Talent matrix Version 1.1 © SHL 2012 28 Unclassified December 3, 2012
  • Step #4: Develop assessment strategy• Aligned to the capability framework• Fit for purpose at all levels in the organisation• Rigour versus pragmatism• Differentiating• Transferable to organisation Version 1.1 © SHL 2012 29 Unclassified December 3, 2012
  • Identifying key points… Creating and Conceptualising Open to new ideas and experiences, Seeks out learning opportunities. Handles situations and problems with innovation and creativity. Thinks broadly and strategically. Supports and drives organisational change. Learning and researching Creating and innovating Formulating strategies and concepts(A) Rapidly learns new tasks and commits information to memory(A) insights (A) Produces new ideas, approaches or insights (A) Works strategically to realise organisational goals(B) Gathers comprehensive information to support decisions (B) Creates innovative products or designs (B) Sets and develops strategies (B) Sets and develops strategies(C) Demonstrates a rapid understanding of new information (C) Produces a range of solutions to problems (C) Produces a range of solutions to problems (C) Identifies and develops positive and compelling(D) Encourages an organisational learning approach (i.e. learns fromsuccesses and failures and seeks feedback) (D) Seeks opportunities for organisational improvement visions of the organisation’s future potential(E) Manages knowledge (collects, classifies and disseminates knowledge (E) Devises effective change initiatives (D) Takes account of a wide range of issues across, andof use to the organisation) (D) Takes account of a wide range of issues across, and related to, the organisation related to, the organisation1 of 3 CREATING AND CONCEPTUALISING 2 of 3 CREATING AND CONCEPTUALISING 3 of 3 CREATING AND CONCEPTUALISING Version 1.1 © SHL 2012 30 Unclassified December 3, 2012
  • …and measuring them Objective assessment technique ‘Creating and Occupational Analysis In-tray Conceptualising’ Ability test Personality presentation exercisecompetency requirements Questionnaire exercise (OPQ)Rapidly learns new tasks andcommits information to memory  Produces new ideas, approachesor insights   Produces a range of solutions toproblems   Sets and develops strategies  Takes account of a wide range ofissues across, and related to, theorganisation    Version 1.1 © SHL 2012 31 Unclassified December 3, 2012
  • Step #5: Measure strengths and gaps• The output from the “assessment” process ◦ At an individual level ◦ And an organisational level• Will vary considerably depending on the approach taken in Step 1 – Step 4• Identifying strengths, gaps and themes• A developmental focus but may be linked explicitly with performance Version 1.1 © SHL 2012 32 Unclassified December 3, 2012
  • Step #6: Attract, align, develop, engage and retain• Again will be different in every organisation• But, some common ground• The focus is development ◦ Driven by organisational and individual need ◦ All stages are aligned ◦ The process is flexible, to adapt to changing need ◦ Activities are linked and mapped to the assessment process Version 1.1 © SHL 2012 33 Unclassified December 3, 2012
  • Engaging and mobilising talentTalent MobilityUnderstand your talent andalign it to the right roles withinyour organisation Talent Audit Uncovering the gap between desired & actual talent requirements Succession Planning Identifying the potential for more senior roles Employee Development Identifying specific developmental needs Version 1.1 © SHL 2012 34 Unclassified December 3, 2012
  • Questions? © SHL 2012 35 December 3, 2012
  • Thank you for your attention. © SHL 2012 36 December 3, 2012