Your SlideShare is downloading. ×
0
STRATEGIC TALENT MOBILITY:  CONNECTING PERSONAL      POTENTIAL TO  ORGANIZATIONAL GOALS   Thomas Stone   Senior Research A...
When there is a position to be filled in your organization…                                                   TALENT INTEL...
… why do managers so often decide to recruit outside talent?                                                  TALENT INTEL...
Its because they don’thave informationsystems that canmatch the jobrequirements to theprofile of someonewho already works ...
However, promoting or hiring from within is usually the betterbusiness decision.                                          ...
This is because doing so:› helps keep talent –  knowledge, competence  , skill – inside your  organization› costs the comp...
DEFINITIONTalent mobility is the ability torapidly and strategically movepeople from role to role andfunction to function ...
THE CRITICAL INTERSECTIONThe need is to make the most of the people already inplace by balancing the experiences and skill...
RECENT TALENT MOBILITY RESEARCHIn 2011, Taleo Research commissioned comprehensive surveyson Talent Mobility of:500 HR deci...
UK SURVEY MARKET BREAKDOWN                             TALENT INTELLIGENCE
CONCLUSION OF THE RESEARCHOrganizations are at a talent tipping point:aware of the strategic importance of talentmobility ...
REASONS FOR RETENTION DIFFICULTIES                               Percentage of Survey Respondents                         ...
REASONS FOR RETENTION DIFFICULTIES                               Percentage of Survey Respondents                         ...
TALENT MOBILITY MOMENTUM -In the UK…› 71% agree that it is important for companies to be able to  procactively and strateg...
TALENT MOBILITY ALSO ON EMPLOYEES’ AGENDAS% who agreed that “talent mobility is increasingly on employees’agendas when the...
ORGANIZATIONAL CHARACTERISTICS                 Percent rating their organization a 4 or 5 on 5-scale                      ...
TECHNOLOGY SUPPORT?% of organizations who rate themselves above the sector averagefor technology to support a strong talen...
IMPACT OF TALENT MOBILITY TECHNOLOGY                                       TALENT INTELLIGENCE
TECHNOLOGY IN AUSTRALIA                          TALENT INTELLIGENCE
TECHNOLOGY IN THE UK Average = 10% using dedicated talent management systems                                              ...
VERTICAL, HORIZONTAL, GEOGRAPHICAL                   Percent stating to be effective at…                                  ...
TALENT MOBILITY MATURITY MODEL                                 TALENT INTELLIGENCE
TALENT MOBILITY MATURITY MODEL, CONT.                                        TALENT INTELLIGENCE
TALENT MOBILITY MATURITY MODEL, CONT.                                        TALENT INTELLIGENCE
UK ORGANIZATIONSVery few organizations rate themselves as strategic on all tenfactors (or tactical on all ten factors). Th...
BREAKDOWN FOR UK ORGANIZATIONS                                 TALENT INTELLIGENCE
TALENT PROFILES IN AUSTRALIA                               TALENT INTELLIGENCE
IMPACT OF STRATEGIC TALENT MOBILITYPercent in UK rating their organization above sector average                           ...
TOP BARRIERS TO IMPROVING TALENT MOBILITY              Top three barriers to improving talent mobility (% respondents)    ...
THE NEED FOR BETTER QUALITY DATA AND INSIGHTAustralian organizations indicating they would benefit from better qualitydata...
TALENT INTELLIGENCE MEANS BETTER DATA AND INSIGHTHow do you get better data andinsight?By leveraging what we calltalent in...
TALENT INTELLIGENCE FOR MEASURING AND MANAGINGSuch talent intelligence analytics help you better measureand manage your ca...
TALENT INTELLIGENCE FOR BETTER TALENT MOBILITYSuch talent intelligenceultimately leads toimproved talent mobilityand bette...
KEY TAKEAWAYSTalent Intelligence  Better Data and Insights  Talent MobilityBenefits of strong talent mobility include:› ...
TALEO RESEARCH WHITEPAPERS AND BRIEFSTaleo Research whitepapers and briefs:› UK Talent Mobility 2011 (12 pg) http://www.ta...
WANT MORE? TALEO RESEARCH WHITEPAPERS› Talent Mobility (12 pg) http://www.taleo.com/researchpaper/talent-mobility Includes...
Q&AThomas Stone                              Twitter:Senior Research Analyst, Taleo Research   @TaleoResearchtstone@taleo....
Upcoming SlideShare
Loading in...5
×

Strategic Talent Mobility: Connecting Personal Potential to Organizational Goals

2,088

Published on

Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,088
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
56
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Others were:Lack of alignment with strategic business planning processLack of Executive-level sponsorshipCultural reluctance to share talent between departments / across the organisationOtherNone of the above
  • This data cannot be collected as an afterthought or as a separate process. If this data collection is not captured and maintained through day-to-day talent processes, it quickly becomes out-dated and counterproductive. Companies can solve this problem by implementing a single, unified talent management system and data model. This allows users to access and manage talent data as part of the normal process of hiring, onboarding, conducting performance reviews, and creating development plans for their employees.
  • Transcript of "Strategic Talent Mobility: Connecting Personal Potential to Organizational Goals "

    1. 1. STRATEGIC TALENT MOBILITY: CONNECTING PERSONAL POTENTIAL TO ORGANIZATIONAL GOALS Thomas Stone Senior Research Analyst TALENT INTELLIGENCE
    2. 2. When there is a position to be filled in your organization… TALENT INTELLIGENCE
    3. 3. … why do managers so often decide to recruit outside talent? TALENT INTELLIGENCE
    4. 4. Its because they don’thave informationsystems that canmatch the jobrequirements to theprofile of someonewho already works forthe organization. TALENT INTELLIGENCE
    5. 5. However, promoting or hiring from within is usually the betterbusiness decision. TALENT INTELLIGENCE
    6. 6. This is because doing so:› helps keep talent – knowledge, competence , skill – inside your organization› costs the company less› improves your reputation as an employer TALENT INTELLIGENCE
    7. 7. DEFINITIONTalent mobility is the ability torapidly and strategically movepeople from role to role andfunction to function as businessneeds change. TALENT INTELLIGENCE
    8. 8. THE CRITICAL INTERSECTIONThe need is to make the most of the people already inplace by balancing the experiences and skills thatorganizations need to drive the business forward againstthe capabilities and aspirations of each individual. Organization Individual Needs Desires experiences capabilities skills aspirations competencies TALENT INTELLIGENCE
    9. 9. RECENT TALENT MOBILITY RESEARCHIn 2011, Taleo Research commissioned comprehensive surveyson Talent Mobility of:500 HR decision makers in the UK 100 HR decision makers in Australia “UK Talent Mobility in 2011” “Australia Talent Mobility 2011” TALENT INTELLIGENCE
    10. 10. UK SURVEY MARKET BREAKDOWN TALENT INTELLIGENCE
    11. 11. CONCLUSION OF THE RESEARCHOrganizations are at a talent tipping point:aware of the strategic importance of talentmobility but often held back because of dataand systems shortcomings. TALENT INTELLIGENCE
    12. 12. REASONS FOR RETENTION DIFFICULTIES Percentage of Survey Respondents UKBetter 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 19 TALENT INTELLIGENCE
    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 TALENT INTELLIGENCE
    14. 14. TALENT MOBILITY MOMENTUM -In the UK…› 71% agree that it is important for companies to be able to procactively 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. TALENT INTELLIGENCE
    15. 15. TALENT MOBILITY ALSO ON EMPLOYEES’ AGENDAS% who agreed that “talent mobility is increasingly on employees’agendas when they choose an employer”:› 55% in Australia› 51% in the UK – 65% Hospitality/Leisure companies – 33% Pharmaceutical companies TALENT INTELLIGENCE
    16. 16. ORGANIZATIONAL CHARACTERISTICS Percent rating their organization a 4 or 5 on 5-scale Australia UKA culture that supports the sharing of talent 49 across the company 55 Quality of leadership pipeline / successors 36 57 Employee engagement rates 46 59 Processes that support the movement / 37 retention of talent within the company 50 Ability to drive change / business growth 41 64 Employee retention rates 50 66Profitability compared to competitors in our 50 sector 54 TALENT INTELLIGENCE
    17. 17. TECHNOLOGY SUPPORT?% of organizations who rate themselves above the sector averagefor technology to support a strong talent mobility strategy:› 40% in the UK – 10% lower than any other organizational characteristics› 29% in Australia – 7% lower than any other organizational characteristics TALENT INTELLIGENCE
    18. 18. IMPACT OF TALENT MOBILITY TECHNOLOGY TALENT INTELLIGENCE
    19. 19. TECHNOLOGY IN AUSTRALIA TALENT INTELLIGENCE
    20. 20. TECHNOLOGY IN THE UK Average = 10% using dedicated talent management systems TALENT INTELLIGENCE
    21. 21. 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 ofpromotion of people within movement of people people into differentdepartments, functions, into between sites, regions, countries senior roles departments, business units, functions TALENT INTELLIGENCE
    22. 22. TALENT MOBILITY MATURITY MODEL TALENT INTELLIGENCE
    23. 23. TALENT MOBILITY MATURITY MODEL, CONT. TALENT INTELLIGENCE
    24. 24. TALENT MOBILITY MATURITY MODEL, CONT. TALENT INTELLIGENCE
    25. 25. UK ORGANIZATIONSVery few organizations rate themselves as strategic on all tenfactors (or tactical on all ten factors). Therefore, respondentshave been allocated to each of three segments based on theirrelative strategic scores. TALENT INTELLIGENCE
    26. 26. BREAKDOWN FOR UK ORGANIZATIONS TALENT INTELLIGENCE
    27. 27. TALENT PROFILES IN AUSTRALIA TALENT INTELLIGENCE
    28. 28. IMPACT OF STRATEGIC TALENT MOBILITYPercent in UK rating their organization above sector average TALENT INTELLIGENCE
    29. 29. TOP 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 talent Quality and reliability of Lack of systems / technology gaps and opportunities employee talent data to support talent mobility initiatives TALENT INTELLIGENCE
    30. 30. THE NEED FOR BETTER QUALITY DATA AND INSIGHTAustralian organizations indicating they would benefit from better qualitydata and inisght for : TALENT INTELLIGENCE
    31. 31. TALENT INTELLIGENCE MEANS BETTER DATA AND INSIGHTHow do you get better data andinsight?By leveraging what we calltalent intelligence –consistent, readily availableinformation fromRecruiting, PerformanceManagement, SuccessionPlanning, Compensation, andLearning and Development. TALENT INTELLIGENCE
    32. 32. TALENT INTELLIGENCE FOR MEASURING AND MANAGINGSuch talent intelligence analytics help you better measureand manage your career development programs. TALENT INTELLIGENCE
    33. 33. TALENT INTELLIGENCE FOR BETTER TALENT MOBILITYSuch talent intelligenceultimately leads toimproved talent mobilityand better businessperformance over thelong term. TALENT INTELLIGENCE
    34. 34. KEY TAKEAWAYSTalent Intelligence  Better Data and Insights  Talent MobilityBenefits 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 performance. TALENT INTELLIGENCE
    35. 35. TALEO RESEARCH WHITEPAPERS AND BRIEFSTaleo Research whitepapers and briefs:› UK Talent Mobility 2011 (12 pg) http://www.taleo.com/researchpaper/uk-talent-mobility-2011› Australia Talent Mobility 2011 (16 pg) http://www.taleo.com/researchpaper/australia-talent-mobility-2011› Talent Mobility: The Need for Insight at the Point of Action (4 pg) http://www.taleo.com/researchpaper/talent-mobility-need-insight-point-action TALENT INTELLIGENCE
    36. 36. WANT MORE? TALEO RESEARCH WHITEPAPERS› Talent Mobility (12 pg) http://www.taleo.com/researchpaper/talent-mobility Includes the “Five P’s of Internal Mobility”: – Purpose Clarity, Policy Guidelines, Process Design, Platform Capability, Performance Measures› The Payback from Talent Mobility (11 pg) http://www.taleo.com/researchpaper/payback-talent-mobility Covers three critical drivers: – Cost of Turnover, Time to Productivity, Employee Engagement TALENT INTELLIGENCE
    37. 37. Q&AThomas Stone Twitter:Senior Research Analyst, Taleo Research @TaleoResearchtstone@taleo.com @ThomasStone TALENT INTELLIGENCE
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×