Managing Talent In The 21st Century_extended version


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Presentation by Sebastian Bailey from The Mind Gym on how to create a 21st century talent programme by nurturing talent from within.

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Managing Talent In The 21st Century_extended version

  1. 1. Managing talent in the 21 st century
  2. 2. Today <ul><li>What is talent management? </li></ul><ul><li>The prize for getting it right </li></ul><ul><li>Three keys to 21 st century talent management </li></ul>
  3. 3. Defining talent <ul><li>Everyone is talent and therefore talent management is about looking after all human capital </li></ul><ul><li>Top slicing – identify high potential individuals and accelerate their progression through the business </li></ul><ul><li>Top slicing and business critical roles </li></ul>
  4. 4. The prize A 10-point increase in an average Fortune 500 company's talent quotient score will add between US$70 million and US$160 million to the firm's bottom line over the next two to three years. Hewitt Associates.
  5. 5. The differences <ul><li>Old way </li></ul><ul><li>Short half life </li></ul><ul><li>Most of the effort in the initial selection </li></ul><ul><li>Minimal measures with organisational objectives </li></ul><ul><li>Subject to social loafing </li></ul><ul><li>New way </li></ul><ul><li>It’s tough to get in and stay in </li></ul><ul><li>It’s worth the effort – it fits with my needs and helps me succeed </li></ul><ul><li>It makes a step change to organisational capability and retention </li></ul>
  6. 6. It’s tough to get in and stay in <ul><li>Makes it more attractive for those who want to succeed </li></ul><ul><li>The threat of losing the privilege makes people invest more effort </li></ul><ul><li>It reduces social loafing </li></ul><ul><li>It makes it easier for those not involved </li></ul><ul><li>Very visible message to everyone that performance is what matters here </li></ul>
  7. 7. Who should join?
  8. 8. How to identify this? Source: Deloitte (2008)
  9. 9. What about those not included? <ul><li>Performance management for the ‘vital many’ </li></ul><ul><li>Labelling </li></ul><ul><ul><li>67% of CIPD respondents agreed using the term ‘talent’ is demotivating. </li></ul></ul><ul><ul><li>Think about alternatives: high flyers; Aspire? </li></ul></ul><ul><li>Transparent on how to get in and out </li></ul><ul><li>Understood that some will drop off – not right for everyone </li></ul>
  10. 10. It’s worth it for me <ul><li>Appeal to self-interest increases </li></ul><ul><ul><li>Participation </li></ul></ul><ul><ul><li>Willingness to change </li></ul></ul><ul><ul><li>Transfer of learning </li></ul></ul><ul><li>What talent wants </li></ul><ul><ul><li>This helps me get ahead faster </li></ul></ul><ul><ul><li>I feel proud to have made it onto the programme </li></ul></ul>
  11. 11. Increasing the value of the programme <ul><li>Recognition </li></ul><ul><li>I’m special (exclusivity/ongoing assessment) </li></ul><ul><li>Recognised outside my company </li></ul><ul><li>Opportunities to grow fast </li></ul><ul><li>Stretch </li></ul><ul><li>Choice – in control of what I am doing </li></ul><ul><li>Regular flow of interesting work </li></ul><ul><li>Job promotion/new career opportunities </li></ul><ul><li>Investment in me </li></ul><ul><li>Access to senior people </li></ul><ul><li>Coaching, development, etc – the skills to become great </li></ul><ul><li>Very different kind of experience, eg, social projects </li></ul><ul><li>Reward – different structure for top talent? </li></ul>
  12. 12. What is it that’s difficult? Matt Pease and Simon Mitchell, Leaders in Transition: Stepping Up, Not Off. DDI.
  13. 13. It makes a step change to organisational performance <ul><li>Measurable shifts in </li></ul><ul><ul><li>Retention </li></ul></ul><ul><ul><li>Speed of promotion </li></ul></ul>
  14. 14. KPIs for talent programmes Source: Deloitte (2008) Other
  15. 15. What makes a difference? <ul><li>Openness, teamwork, autonomy, career development, training </li></ul>Hiltrop, J-M. (1999) The Quest for the Best: Human Resource Practices to Attract and Retain Talent . European Management Journal 17(4), 422-430.
  16. 16. Organisational obstacles Source: McKinsey (2006)
  17. 17. What’s effective vs. what’s popular? Source: CIPD (2006)