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Talent Management as a Strategic Business Process - an eBay Case Study,[object Object],September 2011,[object Object]
Topics for Discussion,[object Object],Introducing eBay & the business case for talent management,[object Object],Developing a talent mindset – how did we do it?,[object Object],Key learnings & advice for HRSPs ,[object Object]
Introducing eBay & the business case for Talent Management,[object Object]
eBay,[object Object],The world’s largest online marketplace —,[object Object],where practically anyone can trade practically,[object Object],anything at any time.,[object Object]
We connect buyers and sellers,[object Object],eBay,[object Object],PayPal,[object Object],Classifieds,[object Object],Shopping.com,[object Object],Mobile Apps,[object Object],Buyers,[object Object],Sellers,[object Object],StubHub,[object Object]
 Global online classifieds portfolio with local brands,[object Object]
The business imperative for Talent Management,[object Object],We believe Classifieds will be a leading e-commerce format in the future, and we want to be present:,[object Object],…in all relevant,[object Object],categories,[object Object],…on all relevant,[object Object],platforms,[object Object],…in all relevant,[object Object],geographies,[object Object],Talent is our only binding constraint!,[object Object]
Developing a Talent Mindset – How did we do it?,[object Object]
We defined our Employee Value Proposition (EVP),[object Object],Our employee value proposition is central to our success,[object Object],Talent management is part of our DNA,[object Object],Personal development in a growing, global BU,[object Object],Culture of immediate feedback,[object Object],Coaching & mentoring readily available,[object Object],Challenge – focus on performance,[object Object],Ownership – clear line of sight to results,[object Object],Empowerment,[object Object],Interesting new frontiers, an early stage in the industry,[object Object],Inspiring mission,[object Object],Innovative & fun,[object Object],Trusted, values-based leadership,[object Object],A start-up atmosphere with big company resources,[object Object],A culture of celebration,[object Object],Unique rewards/recognition,[object Object]
We articulated how leaders “owned” talent mgmt,[object Object],As people managers we have a number of different roles,[object Object]
Who we are:talented people are at the heart of our culture and our success,[object Object],we play to win,[object Object],We value passion, energy and commitment. We compete fiercely and we want to win, for ourselves and our users. Innovation and entrepreneurship drive that competitiveness. We are a high-performance culture. We believe in maximum accountability and high levels of autonomy. ,[object Object],we tell it like it is ,[object Object],Open, direct and honest communication underpins our success. Constructive disagreement leads to better decisions; however once we decide, we commit.,[object Object],we respect people,[object Object],We create a challenging environment for people where personal & professional development come hand-in-hand with great business performance. We care about each other and want to treat people the way we ourselves would like to be treated.,[object Object],we have fun ,[object Object],We like to work with people who take their work seriously but not themselves; who keep their egos in check, who like to laugh frequently and who are fun to hang out with. ,[object Object],We were explicit about Values & Behaviours,[object Object]
We segmented our people based on engagement & acted upon it,[object Object],Source: Corporate Leadership Council Employee Engagement Survey (2004),[object Object]
We drove performance hard and ensured line of sight to business results & individual compensation ,[object Object]
We were explicit about our assessment of potential – agility is a key predictor,[object Object]
We used a simple 9 box framework to bring it all together at an individual level,[object Object]
And agreed actionable talent outcomes at the business level,[object Object]
The Results,[object Object]
We’ve built scale, and grown revenues and people 10x in 4 years,[object Object],We are #1 or #2 in 8 major markets,[object Object]
…and now,[object Object],#1,[object Object],Online,[object Object],Classifieds,[object Object],Company in ,[object Object],the World,[object Object],comScoreMonthly UVs,[object Object],Operating Highlights,[object Object],[object Object]
18.3M total live ads
>25 countries
> 800 employees
100% top positions with successor in 2 years

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eBay Classifieds Talent Management- Aileen O'Toole

Editor's Notes

  1. Everyone knows the eBay brand, but it’s not always obvious the many ways in which eBay Inc connects buyers and sellers
  2. About 6 years ago, eBay realised that its core business, which at that time was auction, was under threat from the classifieds format.Print classifieds were moving on line and users loved that it was free, local and simple to use (no complex registration),We embarked on a series of acquisitions, supplemented by organic growth.By mid 2007 it warranted a dedicated business unit, and the challenge was to grow and scale quickly enough to realise this global opportunityWhat’s more, our geographical portfolio provided an important competitive advantage. We could quickly bring the collective wisdom and resources of eBay to compete against local businesses.Sharing ideas quickly across geographies was a key success factor.Talent would be the only binding constraint on our growth and competitive success.
  3. Mental Agility: Curious, Able to get to root causes, Comfortable with ambiguity and complexity, Finds parallels and contrasts easily, Questions conventional wisdom, Finds solutions to tough problems, reads broadly and has wide interestsPeople Agility: Open-minded and tolerant, Self-aware, Comfortable with diversity and differences of opinion, Able to play many roles simultaneously, Understands others, Relishes helping others succeed, Politically agile, Deals with conflict constructively, Skilled communicatorChange Agility: Loves tinkering and trying new things, Easily accepts challenges, Accepts responsibility and accountability, Introduces new slants on old ideasResults Agility: Builds high-performance teams, Can pull off things against the odds, Has tremendous drive to accomplish tasks, Very flexible and adaptable, Has significant personal presence
  4. The defining success factor is that the talent management strategy must respond to a real business need – and be viewed by the business as such. Every action & activity needs to have a link back to the business problem and deliver value – process for the sake of completeness will quickly turn people offSecondly, talent management is an eco-system. It can’t be viewed, or managed, as a set of discrete HR processes. It starts with culture and leadership capabilities. The basics must be in place: Do we have clear expectations about performance at every level and for every function?Do we calibrate performance across the business?Do our compensation decisions reinforce performance feedback?Do we invest in development?Do we have the same understanding of potential?Is the EVP clear? Do we have an understanding of how engaged our people are?Only then can we hope to embark on a talent management journey.Finally, leaders must be accountable at all levels and the process driven by the CEOSuccessful recruitment of talent, talent development, bench strength and succession planning should be part of the performance assessment of leaders Leaders must feel they own their talent and the talent management system – HR should take care to empower them and coach, and not have too much emphasis on control & compliance