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EY Human Capital Conference 2012: Talent management challenges in today’s global markets
 

EY Human Capital Conference 2012: Talent management challenges in today’s global markets

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► Talent management: a point of view ...

► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter

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    EY Human Capital Conference 2012: Talent management challenges in today’s global markets EY Human Capital Conference 2012: Talent management challenges in today’s global markets Presentation Transcript

    • 2012 Human Capital Conference23–26 October Talent management challenges in today’s global k t markets
    • Disclaimer► Ernst & Young refers to the global organization of member firms of Ernst Y E t & Young Global Li it d each of which i a separate l Gl b l Limited, h f hi h is t legal entity. l tit Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited located in the US.► This Thi presentation i ©2012 E t & Y t ti is Ernst Young LLP All rights reserved. N LLP. i ht d No part of this document may be reproduced, transmitted or otherwise distributed in any form or by any means, electronic or mechanical, including by photocopying, facsimile transmission, recording, rekeying, photocopying transmission recording rekeying or using any information storage and retrieval system, without written permission from Ernst & Young LLP. Any reproduction, transmission or d st but o o t s o o a y o t e ate a e e s p o b ted and s distribution of this form or any of the material herein is prohibited a d is in violation of US and international law. Ernst & Young LLP expressly disclaims any liability in connection with use of this presentation or its contents by any third party.► The views expressed by panelists in this session are not necessarily those of Ernst & Young LLP.Page 2 Talent management challenges in today’s global markets
    • Presenters► Bill Leisy y ► Bill McClain ► Ernst & Young LLP ► Bunge EMEA ► Global Market Leader, Talent ► Vice President Human Management Resources ► william.leisy@ey.com ► william.mcclain@bunge.comPage 3 Talent management challenges in today’s global markets
    • Our discussion today► Talent management: A p g point of view► Global mobility: a strategic component of your global g talent management► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)► Talent 2020: the next chapter► Questions and answersPage 4 Talent management challenges in today’s global markets
    • Talent management is all about your peopleThe ability to execute business strategy is directly related to effectivelyattracting, retaining, developing and engaging your key talent. Ifdone well, talent management creates a sustainable competitiveadvantage for businesses and a strong employer brand in themarketplace.Page 5 Talent management challenges in today’s global markets
    • Talent management is all about your people► A key business issue (Number three g y ( global business issue – Ernst & Young survey 2012; CEOs spend more than 70% of their time)► Simply, the people issues in your organization – not just an HR issue► A Point of view: ► Alignment to business strategy ► Integration within your business operation I t ti ithi b i tiPage 6 Talent management challenges in today’s global markets
    • Must be aligned to your business strategyand supported by HR Business strategy Talent g management HR programs HR processes p ocesses and service delivery HR compliance and governancePage 7 Talent management challenges in today’s global markets
    • Helps execute your business strategy Talent strategy/ HR strategy Talent management Company/HR Employee Workforce analytics Business strategy operating model life Performance metrics (internal and external) Global cycle mobility Company/HR p y organization structure 20.5% 20 5% 38.0% greater financial return when greater financial return integrating key components of when companies align talent management programs their business strategy and processes together and and talent management throughout the organization Talent management alignment and integration drives ROI.Page 8 Talent management challenges in today’s global markets
    • Highlights from our 2012 global talentmanagement surveys: rapid growth markets► 810 global executives: g ► 53% C-suite (CEO, CFO, others) ► 35 rapid growth markets; 21 industry groups ► 44% more than US$1 billion revenues► Four key talent management global challenges: ► Top management teams lack international experience. ► The lack of an internal management pipeline forces companies to recruit from rivals. ► Companies are unable to effectively retain and reward high performers. ► C-suite leaders and operational managers hold conflicting views on talent management.Page 9 Talent management challenges in today’s global markets
    • Key talent management challenges► Top teams lack international experience. p pFigure 1: International experience of top management teamPage 10 Talent management challenges in today’s global markets
    • Key talent management challenges► The lack of an internal management p p g pipeline forces companies to recruit from rivals. Figure 2: Building an international management team g g gPage 11 Talent management challenges in today’s global markets
    • Key talent management challenges► Companies are unable to effectively retain and reward p y high performers. Figure 3:3: Effective team management Figure Effective team managementPage 12 Talent management challenges in today’s global markets
    • Key talent management challenges► C-suite leaders and operational managers hold conflicting p g g views on talent management. Figure 4: Building an international management team g g gPage 13 Talent management challenges in today’s global markets
    • Talent management in high-performing organizations((survey to be released December 2012) y )► Talent management characteristics in high-performing g g p g organizations: ► A greater investment in talent management focused on meeting strategic and financial objectives (global mobility to leadership development) ► U e e t g ocus on developing and sustaining a st o g Unrelenting focus o de e op g a d susta g strong leadership pipeline (succession planning No. 1 difference) ► Developing leaders early in their careers and getting them the key diverse, diverse international experiences ► Using the same talent management outcomes as all organizations to measure success (employee satisfaction, retention), however putting more emphasis on external employer brand ► Greater alignment of performance and paying for performancePage 14 Talent management challenges in today’s global markets
    • Strategies and best practices in talentmanagement Best practice results: Identify the right ► Define the capability framework, including j b f ili i l di job families, roles profiles, l fil need ► Strong ER brand skills and competencies ► Estimate and forecast workforce requirements by skills and competencies ► Prioritize the critical skill sets and roles ► Attraction and retention of the Optimize hiring ► Develop the hiring strategy “right” employees right ► Articulate the employee value proposition and on-boarding ► Evaluate skills and competencies ► Develop on-boarding mechanisms that ► Improved employee enhance productivity satisfaction and engagement Engage to retain ► Understand key levers for ► Higher employee engagement at each location ► Track and respond to data productivity ► Personalize interventions based on EVP ► Great HR efficiency ► Develop total rewards that ► Improved HRDevelop and grow reflect the EVP, engagement effectiveness plan, etc. ► Align total rewards strategy with labor cost model ► Financial returns Reward broadly ► Leverage sub-functions across operations to develop skills and ► Best companies to capabilities ► Link individual objectives to work for/best improvements in performance measures employersPage 15 Talent management challenges in today’s global markets
    • How to get started► Align and integrate talent management and global mobility objectives (work together)► Review the effectiveness between talent management and global mobility (e.g., career development, succession planning, leadership development, performance management, workforce planning)► Review how effectively you are in recruiting, retaining, developing, engaging top talent p► Questions you need to be able to say yes to: ► Do you know the jobs that need international experiences, the type of experiences and how employees will g it? p y get ► Is your leadership pipeline in critical positions three levels deep? ► Can you measure meaningful outcomes from your talent management and global mobility programs? ► Have you aligned performance measures from the organization, region/division, business units/functions and individual employees? ► Have you created a strong employer brand that is consistent with your talent management and employee life cycle commitments?Page 16 Talent management challenges in today’s global markets
    • Talent management 2020 Business strategy Business strategyPage 17 Talent management challenges in today’s global markets
    • QuestionsPage 18 Talent management challenges in today’s global markets