Jon Ingham workshop on Integrated Talent Management at Global Conference and Exhibition on Training & Development, Saudi Arabia, October 2015

2. Title: Integrating HR,
Training & Development
Speaker: Jon Ingham
@joningham
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3. Outline:
q Vertical, horizontal and style based integration
q Integration needs for
- Recruiting
- Performance management
- Reward
q Identifying organisational capabilities
q Workshop capabilities and best fit processes

4. Integrated Talent Management:
1. Vertical alignment, in which talent
management processes are
aligned with the overall business
strategy, its mission, vision and
values
2. Horizontal alignment, ensuring
all elements of the HR and
management architecture are
linked together and support
each other

5. HR’s Value Chain
© Strategic Dynamics, 2015
Best fit vs best practice (organisation vs other organisations)
Input / investment
• Existing workforce
• Management time
• Leader sponsorship
• HR function capability
• HR technology
• Budgets
Activity
• Development
• Performance
management
• Reward
• Organisation
design
Outcome
• Human capital
• Organisation
capital
• Social
capital
Business
Impact
• Operations
• Customers
• Financial
• Mission

6. Benefits of Focusing on Outcomes:
q More strategic
q Better alignment
q Our deliverable!
q Basis for creating value
q Opportunity to take accountability
q Focus on organisational capabilities

7. Strategic Importance of Organisational
Capabilities:
Competitive Positioning
Core Competencies
Organisational Capabilities

8. Integration Around Capabilities:
Strategy Processes
People
Focus Outcomes
Potential employees
Competencies
/ Behaviours

9. Integration Around Value Propositions:
Strategy Processes
People
Focus Outcomes
Potential employees
EVP

10. Integrated Talent Management (continued):
3. Style of HR processes
q Agile, lean, customer centric…
q Social, mobile, gamified…
q Etc
- Are all your other HR / talent management
processes as innovated as your training /
talent development ones?

11. Recruiting
q Undergoing just as dramatic change as training &
development
q Note development generally still has more impact!
q External hires need to be paid about +20%
q They get significantly lower performance
evaluations for their first two years
q They also have higher exit rates
Source: Matthew Bidwell, Why External Hires Get Paid More, and
Perform Worse, than Internal Staff, Knowledge@Warton, March 2012

12. Performance Management
q Recently freed from ‘best practice’ thinking and
currently subject to huge innovation, eg:
- Team vs individual based
- Owned by employees
- No formal process, ratings or annual review
- Light touch, fun digital apps

13. Performance Management
q Eg ‘managing the deal’ at EY:

14. Reward
q Little innovation yet
q New opportunities include:
- Non-financial reward
- Personalised reward
- Social recognition
- Increased pay transparency
- Reduced differentials
- Team based reward

15. Identifying Organisational Capabilities
q Reviewing trends for the future of work
q Considering maverick organisations
q Identifying organisational strengths
q Creative thinking about future possibilities
- Not evaluation and analytics!

16. Workshop Capabilities and Best Fit Processes
Organisational capabilities
• Particular people / skills
• Connections
between people
• Organisational
culture etc
Recruiting
Performance
management
Development
Reward
Organisation
Design

17. Current or Future State Development?
Business Strategy
Diagnosis
Process Design
Enhancement
Implementation
From /
Current
State
Forward
To-Be /
Future
State
Back
Implementation

18. For More Information:
Attend
q ‘Who are your Talent and What do they Need?’
tomorrow

19. For More Information:
info@joningham.com
www.joningham.com / www.joningham.com/advice
strategic-hcm.blogspot.com
linkedin.com/in/joningham
twitter.com/joningham
+44 7904 185134