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Executive search and talent management how to deal with changing organizational requirements

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Talent management must be aligned with strategy and should be a mandate from the CEO

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Executive search and talent management how to deal with changing organizational requirements

  1. 1. How to Deal with Changing Organizational Requirements?
  2. 2. Robert Jacquet, MSc, PMP ® 35 + years of Professional Experience Executive Search Consultant Seasoned Chief Marketing Officer (CMO) Business Owner MSc Risk Project Management Leadership (Boston University) PMP®
  3. 3. • 1) Status: • 2) Search: • 3) Screen: • 4) Short list: • 5) Signature:
  4. 4. « 5 S » 1) Status 2) Search 3) Screen 4) Shortlist 5) Signature
  5. 5. Why it breaks down
  6. 6. Classical Linear Executive Search Why it breaks down Old process Today’s needs 1) Status 2) Search 3) Screen 4) Short list Talent 5) Signature Propose a project and a
  7. 7. Why it breaks down
  8. 8. Classical Linear Executive Search Why it breaks down Leadership assessment Leadership prediction Leadership development In-houseTalent Search ExternalTalent Search ContinuousTraining Continuous Education Mentoring Coaching Succession planning All these talent solutions must be part of aTalent Strategy
  9. 9. C-suite executives must step up •72 %say that talent management will become increasingly important to strategy implementation and execution in the next three years. •75 % say improving talent management processes will be a leading challenge for boosting strategic effectiveness during that period.
  10. 10. HIGH 12% MEDIUM 34% LOW 54% TALENT MANAGEMENT MATURITY
  11. 11. “Organizations that excel at aligning talent and corporate strategies waste 33% fewer dollars on their projects”
  12. 12. Becomes part of Talent Management Requiring Project Management Best Practices
  13. 13. “The more successful programs are found in organizations where Talent Management is a mandate from the CEO, and the culture places a premium on developing people and encouraging individuals to excel” (Source: Project Management Institute-Developing Talent for Strategic Impact- 2014)
  14. 14. Initiating Closing Executing Planning Monitor & Control Structure source PMBok 5th edition 2013
  15. 15. IterativeTalent Consulting Our involvement • Engage in your Company Culture • Understand yourTalent Strategic business case • Align with your Strategic Plan scope time budget Executive Consulting supported by Headhunting, C-suite Marketing (CMO) & PMP® certification
  16. 16. Our involvement Scope Time Budget Project Risks Change Management Plan Progress • Iterations incrementations Executive Consulting supported by Headhunting, C-suite Marketing (CMO) & PMP® certification
  17. 17. Our involvement • Process • Stakeholders meetings • Change request • Iterations & incrementations Executive Consulting supported by Headhunting, C-suite Marketing (CMO) & PMP® certification
  18. 18. Our involvement • Measure • Measure • Variance Executive Consulting supported by Headhunting, C-suite Marketing (CMO) & PMP® certification
  19. 19. Our involvement lessons learned updates organization assets requirements Executive Consulting supported by Headhunting, C-suite Marketing (CMO) & PMP® certification
  20. 20. complexity of the project
  21. 21. Robert Jacquet, MSc, PMP ® 35 + years of Professional Experience Manage your Talent Management Project within • Scope • Time • Budget and Quality LinkedIn: https://be.linkedin.com/in/robertjacquet1 Mobile: +32 471 77 76 16 Skype: itesesc Email: robert.p.jacquet@gmail.com
  22. 22. Robert Jacquet, MSc, PMP ® 35 + years of Professional Experience LinkedIn: https://be.linkedin.com/in/robertjacquet1 Mobile: +32 471 77 76 16 Skype: itesesc Email: robert.p.jacquet@gmail.com

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