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Global hr forum2008-richard kleinert-global succession planning-managing critical talent
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Global hr forum2008-richard kleinert-global succession planning-managing critical talent


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  • 1. Global Succession Planning: Managing Critical Talent Presenter: Dick Kleinert, Principal and Asia Pacific Human Capital Leader Deloitte Consulting LLP
  • 2. Agenda Global Trends Affecting Talent Management Best-in-Class Succession Planning Approach § Identify the Critical Roles § Build the Right ‘Talent Bench’ § Create Accelerated Development Q&A 2
  • 3. Critical talent is becoming increasingly scarce Global Talent Supply and Demand US 60% of all new jobs in the Europe 21st century will require By 2050, 60% of the skills that only 20% of the working age population will workforce possess1 be people over 601 Asia Only 50% of Asian executives SOURCE: believe the supply of skilled labor 1 Deloitte Research 2 Corporate Leadership Council is adequate2 3
  • 4. Managing talent is becoming more challenging Changing Demographics § Understanding and managing a diverse and changing workforce Values and Expectations § Generational attributes and workplace adaptations Changing Nature of Work § Globalization and digitization of work 4
  • 5. A comprehensive approach to talent management is required Deloitte’s Talent Management Framework Strategy Solutions Align Analyze Differentiate Work-based Talent-based Affect the what, when, where Affect employee’s effectiveness Create a clear line Get a fact based Assess options and and how of work and development of sight between understanding of choose the mix of your business and talent supply and talent and work Organization Design Recruiting & Staffing talent strategies demand in the solutions that will Work Design Onboarding & Orientation external market and drive competitive Core Job Design Performance Management inside your company advantage Competency Modeling Learning & Development Job Assignments Succession Management ¡ Ensure that talent ¡ Identify critical ¡ Assess potential and business workforce segments solutions for fit with strategies are ¡ Determine business strategy and integrated and competency overall talent strategy Total Rewards aligned requirements and data ¡ Conduct internal and ¡ Select solutions to Mobility Accelerated Development Differentiating external assessment implement Social Networking Coaching of capabilities and ¡ Define short and long Virtual Workplace Career Development supply term measurements Global Sourcing ¡ Conduct workforce of success planning and ¡ Define anticipated forecasting Return on Investment Employee Value Proposition ¡ Analyze employee- Mass Career Customization based feedback mechanisms Infrastructure Technology, Service Delivery, Project Management, Leadership, Communications, Change Management As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. 5
  • 6. For global companies, the approach must include best-in-class succession planning The Challenge: Value of Succession Planning: § Overcomes the shortage of “There is a huge shortage “ready now” junior executives of executive talent § Enables the company to available for global develop individuals with broad, global experience deployment — and it’s § Creates a structured not going to get easier environment for long-term any time soon.” leadership development programs Chip Goodyear former CEO BHP Billiton 6
  • 7. What is best-in-class succession planning? Identifies, develops and deploys talent to ensure leadership continuity, growth and retention in critical roles Typical succession planning Best-in-class is not satisfactory Succession planning is different O Focuses only on senior executive roles P Focuses on critical roles at all levels in the organization — not just executive roles O Talent bench does not cross organizational P Builds a broad talent bench and or geographic boundaries strategically develops local nationals O Does not sufficiently customize individual P Creates individual development plans that development using the best learning take a blended learning approach approaches 7
  • 8. Steps to accomplish best-in-class succession planning 1. Identify Critical Roles “The thinking of executives will have to change at a greater pace than currently being exhibited. 2. Build the right “Talent Bench” The new dogs will have to learn many more tricks than the old dogs.” 3. Create Accelerated Development 8
  • 9. Step 1: Identify critical roles at all levels Roles which add a disproportionate amount of value to the organization Specifically, Critical Workforce Segments: Level 0 CEO § Drive a disproportionate share business President CFO Level 1 Business outcomes Unit 1 § Are in short supply from the labor market VP VP Level 2 5 R&D Finance 4 Level 3 Director Director Specialists Critical Workforce Difficulty of replacing skills Segments Nanotechnology Finance 3 Segment 1 Level 4 Sr. Researcher Manager 2 Nanotechnology Finance Segment 2 Flexible Labor Core Workforce Segment 3 1 Segment 4 Level 5 Researcher 1 2 3 4 5 Impact on value chain Nanotechnology CWS Non-CWS 9
  • 10. Step 2: Build the right “Talent Bench” The right mix of talent is identified to support the strategic objectives of the global organization Key Practices § Build the Global Talent Bench across business units and geographies. § Establish a culture of talent sharing among the senior executives § Start strategically developing local nationals 5-8 years before they are “ready” “The cross-border composition makes talent management more complex, and at the same time offers many opportunities.” Na Boon Chong, Aon Consulting 10
  • 11. Step 3: Create accelerated development The development of successors cannot be separated from the comprehensive development of leadership capabilities across the global organization Great leaders are not confined to the top sticks and boxes, but exist at all levels of the organization Star leaders are not just acquired, they can be grown. Each organization, has more potential leaders than it realizes Great leaders have a tremendous capacity to learn and need to be challenged in order to continuously grow Leaders are the most powerful leverage points for improving the organization 11
  • 12. Step 3: Create accelerated development (cont.) — a systematic approach to leadership development Strategy and Culture Business Needs Individual Needs Gap Analysis Ways to Grow Leaders § Shadowing § Mentoring § Management Courses § Rotational Programs § On-the-job Training § Coaching § Action Learning Programs § Stretch Assignments § International § Networks § Leadership Courses Assignments § Communities of Practice § Performance Management Structures that Sustain § Metrics/Scorecard § Competency Modeling § Knowledge Retention & Leadership Development § Rewards & Recognition Organizational Learning § Career Tracking & Development § Recruiting § Succession Planning Measurably Improved Business Performance Measurably Improved Individual Performance 12
  • 13. Step 3: Create accelerated development (cont.) — leading practices for leadership development § Build strong executive support Over 75% of global senior executives indicate that leadership § Set tailored leadership competencies development is among their top concerns § Target all levels of leadership Over 50% of senior leaders believe their organization are doing sub-par work developing leaders, and are fair or § Consider cultural and generational poor at identifying talent differences Almost 60% of organization are not satisfied talent is § Increase focus on development and growing fast enough to retention of potential successors meet their most critical business needs HR and L&D managers § Integrate with Succession Planning rank their top talent- driven challenge as “filling gaps in the leadership pipeline” 13
  • 14. Closing comments Best-in-Class Succession Planning overcomes the shortage of “ready now” executives, by delivering individuals with broad, global experience acquired through a long-term term leadership development approach P Focuses on critical roles at all 1. Identify levels in the organization – not Critical Roles just executive roles 2. Build the right PBuilds a broad talent bench and strategically develops local “Talent Bench” nationals 3. Create PCreates individual development Accelerated plans that take a blended learning Development approach 14
  • 15. Questions & Answers 15
  • 16. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Copyright © 2008 Deloitte Development LLC. All rights reserved.