Talent –use it or lose itMaster Class Two: 13th February 2013Peter ReillyInstitute of Employment Studies
HOW DOES YOUR BUSINESSDEFINE TALENT?In the second 20 Minute Master Class of the series, Peter Reilly discusses thefundamen...
DEFINING TOP TALENT BY POTENTIAL AND PERFORMANCEPrioritise people with high potential and high performance                ...
DEFINING TOP TALENT BY SKILLED PROFESSIONALSPrioritise people with high market scarcity and high organisational impact    ...
IS TALENT SOMETHING PEOPLE HAVE...                                                             Attracting TalentOR SOMETHI...
SATISFYING THE NEEDS OF THE BUSINESSAND THE INDIVIDUALWith a long-term strategic outlook, HR is best placed to balance org...
INTEGRATED TALENT MANAGEMENT –                                                                                            ...
IDENTIFY, DEVELOP AND RETAIN TALENT TO DRIVEYOUR BUSINESSSuccessful business execution means having the right people in th...
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Talent – use it or lose it - Master Class Two: 13th February 2013

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In the second 20 Minute Master Class of the series, Peter Reilly discusses the fundamental issue of Talent Management. What is it and how is it applied? Is top talent about to walk away from your business – or has it already gone?

Take a look at the tips for utilising your own talent now.
http://www.successfactors.com/en_us/events/the-talent-timeline--master-class-series.html

Talent – use it or lose it - Master Class Two: 13th February 2013

  1. 1. Talent –use it or lose itMaster Class Two: 13th February 2013Peter ReillyInstitute of Employment Studies
  2. 2. HOW DOES YOUR BUSINESSDEFINE TALENT?In the second 20 Minute Master Class of the series, Peter Reilly discusses thefundamental issue of Talent Management. What is it and how is it applied?Is top talent about to walk away from your business – or has it already gone? There is a risk that if you• Those in the top positions in the company (grade-based)• Those with the potential to get to top positions (attributes-based) say everybody has talent,• The professionals you rely on for your success (skills-based) it becomes meaningless.• The whole workforce – everybody’s talented (ubiquitous)But with finite resources, you can’t develop everyone. Prioritisation is vital!
  3. 3. DEFINING TOP TALENT BY POTENTIAL AND PERFORMANCEPrioritise people with high potential and high performance KEYHigh upward potential Priority – action needed Top Talent Needs development opportunitiesReady for next career move Develop and motivate Critical – improve or move POTENTIALPotential growthIdentify bigger roles or stretchDevelopat current level or expertise Below Meets Exceeds expectations expectations expectations PERFORMANCE
  4. 4. DEFINING TOP TALENT BY SKILLED PROFESSIONALSPrioritise people with high market scarcity and high organisational impact KEY Attract, retain and develop Outsource or commoditiseHigh Top Talent ORGANISATIONAL IMPACTLow Low High MARKET SCARCITY
  5. 5. IS TALENT SOMETHING PEOPLE HAVE... Attracting TalentOR SOMETHING PEOPLE DO? • You can’t simply define talent – you have to find itA shared definition of ‘talent’ is important to segment individuals from the rest of • The kinds of people that will really transform your business are relatively rarethe organisation – and justify your selection to shareholders or other employees. • alented people are also aware of their T own ability and will play the field • You will have to fight to attract talent –• As well as professionalism and Behavioural Competencies particularly among Millennials – and to technical expertise, leadership retain it against your competitors traits such as ‘emotional intelligence’ are increasingly sought after Values Business Technical Skills• In the wake of damaging scandals and loss of reputation, ‘values’ that align with the business may be considered important, too The problem with Talent• Don’t forget, some people are “late bloomers” – they may Attitude Personal Management isn’t the develop particular characteristics attributes over time definition – it’s the execution Performance
  6. 6. SATISFYING THE NEEDS OF THE BUSINESSAND THE INDIVIDUALWith a long-term strategic outlook, HR is best placed to balance organisational andindividual needs. Line managers may lack a broader overview of corporate priorities,or have their own short-term needs to satisfy. HR must talk to talented people, learn their hopes and aspirations and determine the extent to which the organisation can meet those needs. But we don’t create jobs simply to make people happy – we’re there to ensure jobs go to talented people.Organisational Need Individual Need• Deploy to satisfy business requirements • Deploy to satisfy employee preferences• Develop career to meet succession gaps • Develop career to satisfy aspirations• Add to business skills and competencies • Recognise personal needs
  7. 7. INTEGRATED TALENT MANAGEMENT – Global organisations need a common approach to defining talent, and commonHOW IT’S DONE processes for selection and development. But the way people present skills andTalent Management Succession Planning Career Pathing potential varies, so processes must be Identifying high potential individuals Identifying critical positions across Identifying the characteristics of designed to avoid ruling out people based across the organisation and providing the organisation and identifying key positions to enable individuals on overt cultural behaviours. developmental interventions and successors to these posts to map their career paths and opportunities that allow them to grow development in order to gather skills and experience cession Planning Why is it so important to get talent Suc management right? • nsure experienced and skilled manpower E to execute business critical tasks • ave the technical expertise to H nt Management Caree successfully run increasingly complex Integrated services r Pathing Talent • romoting leaders with the right emotional P Management intelligence or leadership behaviours Tale • void individual perception of unfair A treatment resulting in loss of talent • rocesses designed to account for local P D eL e a r ce v e nin g an e n t cultural differences rm lo p P e rf o g e m m e nt Man a • bility to justify talent management to A unions or shareholders
  8. 8. IDENTIFY, DEVELOP AND RETAIN TALENT TO DRIVEYOUR BUSINESSSuccessful business execution means having the right people in the rightplaces for maximum impact throughout your organisation. You need toidentify, develop and retain talent at every level of your company in orderto maintain a flexible and responsive workforce. SuccessFactors can helpyou recognise and bridge the talent gaps in your organisation by:Identifying key positions: Succession management lets youaddress current and potential talent gaps to reduce the risk ofpoor business execution.Providing talent continuity: Proactively identify your go-toemployees and develop them for upcoming job transitions.Delivering workforce insights: Gain visibility into employeeexperience, expertise, performance, and career aspirations. To find out more about the tools and technologies that can help you readily apply these approaches to your own business:Helping you understand employee histories: Map every staffingmove across the company and see gained employee experience. Call: +44 (0) 8450 742990 Email: 20mmc@successfactors.comImproving career planning: Address talent gaps, engage employees,and accelerate learning with targeted development plans. Carry on the conversation: LinkedIn: bit.ly/20mmcCalibrating ratings: Ensure objective, accurate ratings across Twitter: #20mmcgroups and departments using competency-based criteria.

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