Strategic Talent Mobility

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Strategic Talent Mobility Webinar. Connecting Personal Potential to Organisations. Speaker: Richard Doherty.

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Strategic Talent Mobility

  1. 1. Strategic Talent Mobility Richard Doherty, Fusion Human Capital Management1 | © 2012 Oracle Corporation – Proprietary and Confidential
  2. 2. When there is a position to be filled in your organisation… When there is a position to be filled in your organisation…2 | © 2012 Oracle Corporation – Proprietary and Confidential
  3. 3. … why do managers so often decide to recruit outside talent?3 | © 2012 Oracle Corporation – Proprietary and Confidential
  4. 4. Why External? Its because they don’t have information systems that canmatch the job requirements to the profile of someone who already works for the organisation. 4 | © 2012 Oracle Corporation – Proprietary and Confidential
  5. 5. It’s the Wrong Thing to DO However, promoting or hiring from within is usually the better business decision.5 | © 2012 Oracle Corporation – Proprietary and Confidential
  6. 6. Why?This is because doing so:• Retention• Costs the company less (“External hires cost more and perform worse”)• Improves your reputation as an employer 6 | © 2012 Oracle Corporation – Proprietary and Confidential
  7. 7. Definition Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change.7 | © 2012 Oracle Corporation – Proprietary and Confidential
  8. 8. The Critical Intersection The need is to make the most of the people already in place by balancing the experiences and skills that organisations need to drive the business forward against the capabilities and aspirations of each individual. Organisation Individual Needs Desires Experiences Capabilities Skills Aspirations Competencies8 | © 2012 Oracle Corporation – Proprietary and Confidential
  9. 9. Recent Talent Mobility Research In 2011, Taleo Research commissioned a comprehensive survey on Talent Mobility of 500 HR decision makers in the UK. “UK Talent Mobility in 2011”9 | © 2012 Oracle Corporation – Proprietary and Confidential
  10. 10. UK Survey Market Breakdown10 | © 2012 Oracle Corporation – Proprietary and Confidential
  11. 11. Conclusion of the Research Organisations are at a talent tipping point: aware of the strategic importance of talent mobility but often held back because of data and systems shortcomings.11 | © 2012 Oracle Corporation – Proprietary and Confidential
  12. 12. Reasons for Retention Difficulties Percentage of Survey Respondents UK Better salaries / benefits packages offered by other companies 48 Better opportunities offered by other companies 45 Inability to find / create internal roles that meet employees’ capabilities / career aspirations 31 Lack of information internally about employees’ capabilities / career aspirations 23 Other 2 None of the above 1912 | © 2012 Oracle Corporation – Proprietary and Confidential
  13. 13. Reasons for Retention Difficulties Percentage of Survey Respondents Australia UKBetter salaries / benefits packages offered by other 75 companies 48 Better opportunities offered by other companies 78 45 Inability to find / create internal roles that meet 51 employees’ capabilities / career aspirations 31 Lack of information internally about employees’ 31 capabilities / career aspirations 23 Other 19 2 None of the above 4 19 13 | © 2012 Oracle Corporation – Proprietary and Confidential
  14. 14. Talent Mobility Momentum In the UK… • 71% agree that it is important for companies to be able to pro-actively and strategically move people from role to role – 82% Retail/Wholesale – 81% Construction/Manufacturing • 57% say that the current economic climate has led to an increased focus on talent mobility • 54% say they are more focused on retaining than recruiting talent … the Australia survey provided similar results.14 | © 2012 Oracle Corporation – Proprietary and Confidential
  15. 15. Talent Mobility on employees’ agenda % who agreed that “talent mobility is increasingly on employees’ agendas when they choose an employer”: • 51% in the UK – 65% Hospitality/Leisure companies – 33% Pharmaceutical companies • 55% in Australia15 | © 2012 Oracle Corporation – Proprietary and Confidential
  16. 16. Organisational characteristics Percent rating their organisation a 4 or 5 on 5-scale UKA culture that supports the sharing of talent across the company 55 Quality of leadership pipeline / successors 57 Employee engagement rates 59 Processes that support the movement / retention of talent within the company 50 Ability to drive change / business growth 64 Employee retention rates 66Profitability compared to competitors in our sector 54 16 | © 2012 Oracle Corporation – Proprietary and Confidential
  17. 17. What about Technology Support? % of organisations who rate themselves above the sector average for technology to support a strong talent mobility strategy. … that is 10% lower than any other organisational characteristics.17 | © 2012 Oracle Corporation – Proprietary and Confidential
  18. 18. Impact of Talent Mobility Technology18 | © 2012 Oracle Corporation – Proprietary and Confidential
  19. 19. Technology in the UK Average = 10% using dedicated talent management systems19 | © 2012 Oracle Corporation – Proprietary and Confidential
  20. 20. Vertical, Horizontal, Geographical Percent stating to be effective at… UK Australia 61 49 52 36 29 27 Vertical movement or Horizontal or lateral Geographic movement of promotion of people within movement of people people into different sites, departments, functions, between departments, regions, countries into senior roles business units, functions20 | © 2012 Oracle Corporation – Proprietary and Confidential
  21. 21. Talent Mobility Maturity Model21 | © 2012 Oracle Corporation – Proprietary and Confidential
  22. 22. Talent Mobility Maturity Model22 | © 2012 Oracle Corporation – Proprietary and Confidential
  23. 23. Talent Mobility Maturity Model23 | © 2012 Oracle Corporation – Proprietary and Confidential
  24. 24. UK Organisations – Talent Mobility Very few organisations rate themselves as strategic on all ten factors (or tactical on all ten factors). Therefore, respondents have been allocated to each of three segments based on their relative strategic scores.24 | © 2012 Oracle Corporation – Proprietary and Confidential
  25. 25. Breakdown for UK Organisations25 | © 2012 Oracle Corporation – Proprietary and Confidential
  26. 26. Impact of Strategic Talent MobilityPercent in UK rating their organisation above sector average26 | © 2012 Oracle Corporation – Proprietary and Confidential
  27. 27. Barriers to Improving Talent mobility Top three barriers to improving talent mobility (% respondents) UK Australia 52 52 48 31 30 31 Lack of visibility into Quality and reliability of Lack of systems / talent gaps and employee talent data technology to support opportunities talent mobility initiatives27 | © 2012 Oracle Corporation – Proprietary and Confidential
  28. 28. Talent Intelligence = Better Data/Insight How do you get better data and insight? By leveraging what we call talent intelligence – consistent, readily available information from Recruiting, Performance Management, Succession Planning, Compensation, and Learning and Development28 | © 2012 Oracle Corporation – Proprietary and Confidential
  29. 29. InterContinental Hotels Group (IHG)• IHG operates seven hotel brands: InterContinental, Crowne Plaza, Hotel Indigo, Holiday Inn, Holiday Inn Express, Staybridge Suites, and Candlewood Suites.• More than 650,000 rooms; over 4,400 hotels; in 100 countries• Employees in 2010: – Direct: 7,858 – Employed under IHG estate: 335,000• http://www.oracle.com/us/corporate/customers/customersearch/interc ontinental-hotels-taleo-cs-1657047.html#sf4807696• 29 | © 2012 Oracle Corporation – Proprietary and Confidential
  30. 30. InterContinental Hotels Group (IHG)• Growth challenges: – On average, opening one new location per day. – Need to find 400,000 people in the next 4 years – Must hire externally AND increase talent mobility significantly.• “We wanted a consistent, across the board approach to managing this, and that meant being able to give our people the power to share their ambitions and career preferences with us.” “We need people who are brand aware – what we call ‘brand-hearted’ – who can deliver our vision to our customers and our team so that our hotels are successful.” - Claire Guberg, IHG’s Global Talent Systems Manager30 | © 2012 Oracle Corporation – Proprietary and Confidential
  31. 31. InterContinental Hotels Group (IHG)• Oracle Taleo Recruiting used by IHG since 2004 (Asia, then globally)• Biannual Careers Week encourages all IHG employees to create a profile in Taleo Recruiting, to share where they want to work and in what function.• Talent Intelligence  Talent Pools  Talent Mobility• Source of hire rates: – General Manager: from 61% (2010) to 84% – Corporate: from 10% to 26% – Hotel vacancies: from 7% to 8% (huge base)31 | © 2012 Oracle Corporation – Proprietary and Confidential
  32. 32. InterContinental Hotels Group (IHG) Talent Intelligence  Better Data and Insights  Talent Mobility “It helps us make better informed decisions about what we need to prioritise and where.” - Claire Guberg, IHG’s Global Talent Systems Manager32 | © 2012 Oracle Corporation – Proprietary and Confidential
  33. 33. Key TakeawaysBenefits of strong talent mobility include:• Shorter time to productivity• Greater employee engagement & retention• Lower talent acquisition costs• Streamlined information flow• Limited competitive intelligence leakage• Stronger leadership teams• Better financial performance33 | © 2012 Oracle Corporation – Proprietary and Confidential
  34. 34. Oracle Delivers the Most CompleteCloud-based HCM and Talent Management Suite Oracle Fusion Oracle Fusion and Taleo Human Capital Management Talent Management Recruitment and Learning and Performance Global Payroll Global HR + On-boarding Development Management Workforce Engagement Compensation Talent Review Management and Retention and Rewards Social Mobile Integration Analytics Reliable Secure34 | © 2012 Oracle Corporation – Proprietary and Confidential
  35. 35. Any Questions?35 | © 2012 Oracle Corporation – Proprietary and Confidential

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