Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
How To Turn Wasted Talent Into Killer Leadership Presented by: Carmine Domanico HR Principal  Atticus Human Resource www.a...
Talent Management (TM) & Mergers <ul><li>Didn’t you get the APP? </li></ul>
Hurdles to Success <ul><li>Lack of accountability </li></ul><ul><li>Gaps in talent development capabilities </li></ul><ul>...
Why do 74% *  of Mergers FAIL? <ul><li>Returns for the parent company don’t achieve expectations – paid too much? </li></u...
<ul><li>Failure to strategically address the Talent Management  implications in the transaction: </li></ul><ul><li>“ Many ...
Talent Management <ul><li>Talent management is a complex set of processes designed to manage a company’s greatest asset:  ...
Talent Management <ul><li>Talent management as a strategy requires an organizational commitment to: </li></ul><ul><ul><li>...
Talent Strategies by Industry Source: Bersin & Associates: Talent Management: Benchmarks, Trends,& Best Practices June 2010
7 Obstacles to Good Talent Mgmt 2007
War for Talent – Yes it is still here! <ul><li>Years after McKinsey conducted its War for Talent research,   the 1997 stud...
Driving Business Goals with TM <ul><li>Top talent drives superior performance </li></ul><ul><li>Talent and Business manage...
Why care about retention? <ul><li>Retention is a business issue and losing one or two key people can have a significant im...
Lessons worth learning <ul><li>Understand who is valuable and who isn’t  </li></ul><ul><li>Don’t underestimate the need fo...
How do you know  who to keep and who to lose? <ul><li>A critical analysis must be undertaken </li></ul><ul><li>Principle: ...
Differentiating Human Capital Uniqueness of Human Capital Competitive Advantage of Human Capital Low High Source:  Trinet ...
Performance Potential <ul><li>Evaluates leadership potential: the potential to take on larger responsibilities.. </li></ul...
Risk Analysis Results then lead to appropriate strategies to deal with identified risks. Bottom Line : Business leaders th...
Impact of a Fully Integrated TM System <ul><li>Half the rate of turnover </li></ul><ul><li>Twice the rate of promotions </...
Some TM Successes <ul><li>Organizations that are making significant strides in managing talent are differentiating themsel...
The Beginning:  Creating a Talent Strategy <ul><li>Talent planning </li></ul><ul><li>Integration strategy </li></ul><ul><l...
10 best practices for companies that want to adopt and progress their talent management strategy <ul><li>Facilitate Proces...
 
<ul><li>Atticus Canada Inc. 1 First Canadian Place, Suite 3700 100 King Street West Toronto, ON M5X 1C9 </li></ul><ul><li>...
Upcoming SlideShare
Loading in …5
×

How to Turn Wasted Talent Into Killer Leadership

1,957 views

Published on

Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

How to Turn Wasted Talent Into Killer Leadership

  1. 1. How To Turn Wasted Talent Into Killer Leadership Presented by: Carmine Domanico HR Principal Atticus Human Resource www.atticuscanada.com Reduce Business Risk. Right Now.™
  2. 2. Talent Management (TM) & Mergers <ul><li>Didn’t you get the APP? </li></ul>
  3. 3. Hurdles to Success <ul><li>Lack of accountability </li></ul><ul><li>Gaps in talent development capabilities </li></ul><ul><li>Lack of alignment between human capital and business strategy </li></ul><ul><li>Inconsistent execution of talent programs </li></ul><ul><li>Limited use of meaningful analytics </li></ul>
  4. 4. Why do 74% * of Mergers FAIL? <ul><li>Returns for the parent company don’t achieve expectations – paid too much? </li></ul><ul><li>Implementation fails to effectively deal with people and cultural issues </li></ul><ul><li>Significant differences between the attitudes and values of the two companies </li></ul><ul><li>A merger or acquisition is an extremely stressful process for those involved </li></ul><ul><li>Research shows that a firm's productivity can drop by between 25 and 50 percent while undergoing such a large-scale change </li></ul><ul><li>Undue attention to the short-term legal and financial considerations and neglect the implications for corporate identity and communication, </li></ul><ul><li>Managers and key contributors, suddenly deprived of authority and promotion opportunities, one survey found that nearly 50% of executives in acquired firms seek other jobs within one year. </li></ul><ul><li>Personality clashes between executives in the two companies. </li></ul>Source: Heidrick & Struggles – January 2010
  5. 5. <ul><li>Failure to strategically address the Talent Management implications in the transaction: </li></ul><ul><li>“ Many organizations fail to realize that their leadership team may not be up to the job of leading a larger and more complex organization” * </li></ul>Source: Heidrick & Struggles – January 2010 – Thomas Kell
  6. 6. Talent Management <ul><li>Talent management is a complex set of processes designed to manage a company’s greatest asset: People </li></ul><ul><li>The applications needed to support these processes include: recruitment, performance management, competency management, succession management, career development and compensation. </li></ul>
  7. 7. Talent Management <ul><li>Talent management as a strategy requires an organizational commitment to: </li></ul><ul><ul><li>Attract, Acquire, Manage, and Measure the talent needed to achieve a company’ business objectives. </li></ul></ul><ul><li>Yet the reality is that most companies are unprepared for the challenge of finding, motivating and retaining capable workers. </li></ul>
  8. 8. Talent Strategies by Industry Source: Bersin & Associates: Talent Management: Benchmarks, Trends,& Best Practices June 2010
  9. 9. 7 Obstacles to Good Talent Mgmt 2007
  10. 10. War for Talent – Yes it is still here! <ul><li>Years after McKinsey conducted its War for Talent research, the 1997 study drawing attention to an imminent shortage of executives, the problem remains acute— and if anything has become worse – at all levels . </li></ul><ul><li>Companies face a demographic landscape dominated by the looming retirement of baby boomers in the developed world and by a scarcity of young people entering the workforce. </li></ul><ul><li>Meanwhile, question marks remain over the appropriateness of the talent in many emerging markets. </li></ul>
  11. 11. Driving Business Goals with TM <ul><li>Top talent drives superior performance </li></ul><ul><li>Talent and Business management are more and more integrated today </li></ul><ul><li>Investors and board members are more interested in how their companies are developing the talent pool </li></ul><ul><li>Managers must ensure their people are aligned to business goals and objectives </li></ul>
  12. 12. Why care about retention? <ul><li>Retention is a business issue and losing one or two key people can have a significant impact on the success of your acquisition </li></ul><ul><ul><li>this applies to your both new and existing employees </li></ul></ul>COLT © Weightings Operational Staff Managerial Level Senior Level Employee Weighting 1.0 1.8 1.85 # of weeks of vacancy 10 weeks 14.5 weeks 19 weeks Cost of Losing Talent © (COLT ©) Employee EBITDA * Employee Weighing/52 * Number of weeks of vacancy = COLT
  13. 13. Lessons worth learning <ul><li>Understand who is valuable and who isn’t </li></ul><ul><li>Don’t underestimate the need for processes and tools </li></ul><ul><li>It is challenging to retain and motivate the survivors </li></ul><ul><li>Decisions must be made quickly </li></ul><ul><li>Processes must be humane and risk must be mitigated </li></ul><ul><li>Resources are limited </li></ul>
  14. 14. How do you know who to keep and who to lose? <ul><li>A critical analysis must be undertaken </li></ul><ul><li>Principle: everyone cannot be treated in the same way </li></ul><ul><li>All people not equal when it comes to skills and ability to create a competitive advantage for you </li></ul>
  15. 15. Differentiating Human Capital Uniqueness of Human Capital Competitive Advantage of Human Capital Low High Source: Trinet White Paper: Employee Retention June 2010 Professional Partners Strategic Capabilities Unique Skills but can be sourced externally firm through specialty firms. Unique skills and/or intellectual knowledge critical to your business Contract Candidates Operational Partners Highly specialized skills, but not unique to your business. Can be outsourced. Skills are less unique but who are critical to running your business operations.
  16. 16. Performance Potential <ul><li>Evaluates leadership potential: the potential to take on larger responsibilities.. </li></ul>Source: Trinet White Paper: Employee Retention June 2010 Who must we keep/lose? Likely Potential Current Performance Bottom 10% Middle 70% Top 20% Top: 20% Turn 4 2 1 Meet: 70% Growth 7 5 3 Low : 10% Mastery 9 8 1
  17. 17. Risk Analysis Results then lead to appropriate strategies to deal with identified risks. Bottom Line : Business leaders think about these factors – uniqueness, performance, potential and value – because understanding them leads to the desired actions necessary to properly retain people and increase the success of the merger . Source: Trinet White Paper: Employee Retention June 2010 Who’s at Risk? Value to Business Risk of Leaving Low Medium High Low Medium High
  18. 18. Impact of a Fully Integrated TM System <ul><li>Half the rate of turnover </li></ul><ul><li>Twice the rate of promotions </li></ul><ul><li>80% better at developing great leaders </li></ul><ul><li>92% better at creating a pipeline of ready successors </li></ul><ul><li>71% higher scores on employee engagement </li></ul><ul><li>68% greater ability to plan for future talent needs </li></ul><ul><li>62% higher scores on developing employees </li></ul>Source: Bersin & Associates: Talent Management: Benchmarks, Trends,& Best Practices June 2010
  19. 19. Some TM Successes <ul><li>Organizations that are making significant strides in managing talent are differentiating themselves in the following ways: </li></ul><ul><li>Depth and consistency of practices </li></ul><ul><li>Higher commitment for talent development </li></ul><ul><li>Progressive and innovative practices </li></ul><ul><li>Embed their talent strategy into the overall strategic planning process </li></ul><ul><li>Start by acknowledging challenges </li></ul>
  20. 20. The Beginning: Creating a Talent Strategy <ul><li>Talent planning </li></ul><ul><li>Integration strategy </li></ul><ul><li>Change management strategy </li></ul><ul><li>Measurement approach </li></ul>
  21. 21. 10 best practices for companies that want to adopt and progress their talent management strategy <ul><li>Facilitate Process-Driven Succession Management </li></ul><ul><li>Promote a Transparent Process and Data </li></ul><ul><li>Align Capabilities with the Business Strategy </li></ul><ul><li>Hold Leaders Accountable </li></ul><ul><li>Broaden the View of Talent </li></ul><ul><li>Implement the Same Process at All Organizational Levels </li></ul><ul><li>Create a Culture of Sharing Talent </li></ul><ul><li>Integrate with Talent Management </li></ul><ul><li>Establish a Measurement Strategy </li></ul><ul><li>Recognize That Technology Is a Tool and Not a Solution </li></ul>
  22. 23. <ul><li>Atticus Canada Inc. 1 First Canadian Place, Suite 3700 100 King Street West Toronto, ON M5X 1C9 </li></ul><ul><li>Carmine Domanico: 416 520 5448 [email_address] </li></ul>Reduce Business Risk. Right Now.™

×