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Turning Talent Intelligence into Strategic Advantage
 

Turning Talent Intelligence into Strategic Advantage

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Turning Talent Intelligence into Strategic Advantage - SHL presentation at UK Critical Talent Breakfast April 2012

Turning Talent Intelligence into Strategic Advantage - SHL presentation at UK Critical Talent Breakfast April 2012

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    Turning Talent Intelligence into Strategic Advantage Turning Talent Intelligence into Strategic Advantage Presentation Transcript

    • April 2012Turning People Intelligence intoStrategic Advantage Dr. Ray Glennon, SHL, C. Psychol, AFBPsS © SHL 2012 1
    • The CEO perspective: Talent is Critical Q. To what extent do you anticipate changes to any of the following areas of your company? 83% Talent Management Strategy “Talent is now at the top of the CEO Agenda with 83% of CEO’s anticipating making changes to their talent management strategy in 2011” PWC, Annual CEO Survey, 2011 © SHL 2012 2
    • People Intelligence: Do you know your critical talent?“75% of companies do not have access to the talent data they need to make informed business decisions”“75% of companies have visibility into their defined business goals but only 21% know if they have the skills to execute it” Taleo, Talent Intelligence Report , 2011 © SHL 2012 3
    • 27th Jan 2012“Today almost all of the 70 millioniPhones, 30 million iPads and 59million other Apple products soldlast years were manufactured inother countries. “Why can’t thatwork come home?”, PresidentObama asked Apple’s Steve P.Jobs at a dinner in California last Apple’s executives believe theFebruary. vast scale of overseas factories as well as the flexibility,“Those jobs aren’t coming diligence and industrial skillsback,” Mr. Jobs reportedly said. of foreign workers have so outpaced their AmericanIt is not just a matter of wages counterparts that “Made in thebeing lower outside the United U.S.A.” is no longer a viable anStates…. option for most Apple products”. © SHL 2012 4
    • Using data to get the most from your critical talent“If you and your head of HRhaven’t recently discussedideas for using data togenerate a talent strategythat’s more closely linked tobusiness results …it’s time to start.” How good is HR at using data to justify its case and drive change?Source: McKinsey 2011 “Question for your HR chief: Are Source: McKinsey Quarterly 2011we using our people data to create value?” © SHL 2012 5
    • What is SHL Talent Analytics? SHL Talent Analytics provides data-driven talent insights that improve business performance SHL Talent Analytics benchmarks customers’ talent pools against their competitors and is built upon the largest global database on the potential of people to deliver organisational success. Answering the question: “How good is my critical talent compared to the marketplace?” © SHL 2012 6
    • So, there are analytics .... Descriptive ... ... tells you where you’ve been Efficiency ... ... tells you about the time and cost of your processes © SHL 2012 7
    • ... and Analytics Predictive ... ... tells you where you’re going Effectiveness... ... tells you what you will achieve when you get there © SHL 2012 8
    • Taking people intelligence and turning it into strategic advantage …can it be done? © SHL 2012 9
    • A banking story 1 The global view SHL’s benchmark comparisons are considered within the context of our global top talent benchmark… In this case, we will compare two large banking organizations SHL Banking & Finance Benchmark 50SHL GlobalTop Talent 25Benchmark 0 © SHL 2012 10
    • A banking story 2 The industry view There is less “Leading & Deciding” in There is more “Enterprising & Banking and Finance than there is in Performing” in Banking and Finance the Global Benchmark than there is in the Global Benchmark SHL Banking & Finance Benchmark 50SHL GlobalTop Talent 25Benchmark 0 © SHL 2012 11
    • A banking story 3 The organisation view Bank A Bank B SHL Banking & Finance Benchmark 50SHL GlobalTop Talent 25Benchmark 0 Leading & Supporting & Interacting & Analysing & Creating & Organising & Adapting & Enterprising & Deciding Cooperating Presenting Interpreting Conceptualising Executing Coping Performing © SHL 2012 12
    • A banking story 3 The organisation view Bank A was in the upper quartile globally for profits for 2010 Bank B was also in an upper quartile ... ... for customer complaints Bank A Bank B SHL Banking & Finance Benchmark 50SHL GlobalTop Talent 25Benchmark 0 Leading & Supporting & Interacting & Analyzing & Creating & Organizing & Adapting & Enterprising & Deciding Cooperating Presenting Interpreting Conceptualizing Executing Coping Performing © SHL 2012 13
    • SHL Talent AnalyticsWhat’s in the SHL Database?• 80+ million data points 25 million every year• 30 countries• 37 industry sectors• 31 business functions• 5 job levelsEach customer engagement is based on a subset of this data depending on the clients talent-related questions…… © SHL 2012 14
    • SHL Talent Evaluating effectiveness by candidate source Analytics can be used to compare • Direct candidates appear stronger on five dimensions1 recruiting sources • Candidates supplied by agencies fall short of the benchmarks for Creating & Conceptualizing; Organising & Executing; and Enterprising & Performing2 Direct Applicants% Top talent Agency Sourced Applicants SHL Banking & Finance Benchmark50 1 1 1 1 2 1 225 Note: Benchmark for all applicants against 0 the banking and finance industry globally. Leading & Supporting & Interacting & Analyzing & Creating & Organizing & Adapting & Enterprising & Deciding Cooperating Presenting Interpreting Conceptualizing Executing Coping Performing © SHL 2012 15
    • Capability profile through the SHL Talent Analytics recruitment process can be used to evaluate This recruitment process is screening out Leading & recruiting Deciding and Enterprising & Performing strength… stages • Is the focus on acquiring talent that “delivers” high enough among recruitment decision-makers?1 • The biggest step change is occurring in your assessment centres; look here firstOverall process effectiveness: Competency Applicants Invited to Assessment Centre Interviewed% Top talent Hired50 SHL Banking & Finance Benchmark25 1 1 Notes: Benchmark for all applicants reaching each stage in the recruitment process against the banking and finance industry globally. Where bars increase 0 across stages, stronger talent is being acquired. Leading & Supporting & Interacting & Analysing & Creating & Organising & Adapting & Enterprising & Where the bars decrease across stages, the level Deciding Cooperating Presenting Interpreting Conceptualising Executing Coping Performing of talent is being reduced at successive stages. © SHL 2012 16
    • SHL Talent Leadership Effectiveness Analytics can be used to evalute • You have limited transformational leadership strength leadership in IT which will limit the impact of technology on the potential company strategy1 • Probable leadership/succession gap is confirmed by this view • Your IT group is probably overly focused on processes and meeting targets2Overall leadership potential SHL IT Leadership Benchmark IT Leaders At their best in a high profile role 1 1 1 At their best in a role where they can where they can drive innovation frame, lead and deliver company wide and change -3% -11% -17% strategy, working closely with and influencing key stakeholders -4% -3% -7% Transformational At their best when working in 27% 6% 14% At their best in a role responsible for a well defined role with clear the implementation of processes and Note: Benchmark for all IT hires against responsibilities and expectations the delivery of targets managers and professionals in IT functions globally. Transactional See Appendix for definitions of leadership potential implied by the 3x3 matrix © SHL 2012 17
    • SHL Talent Analytics Offering Online Application Services Wrapper Insight Report Services Wrapper © SHL 2012 18
    • On-demand benchmarking © SHL 2012 19
    • Answering critical talent questionsSHL Talent Analytics provides rigorous and objective answers toa broad range of talent-related questions, such as: “At which stage(s) of “How does the calibre “What is the bench- the recruitment of my graduate strength of my process am I losing applicants compare to succession pool my best candidates?” the market?” compared to the best in the marketplace?” “How strong is the “How does my “Where do I need to managerial talent I leadership team stack focus the development am recruiting up against others in of my managers to compared to industry my sector?” raise them above the sector benchmarks?” industry standard?” © SHL 2012 20
    • Thank Youray.glennon@shl.com © SHL 2012 21