Managing talent January 2011

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One day interactive open workshop on talent management held in Toronto.

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Managing talent January 2011

  1. 1. Managing talent <br />by Toronto Training and HR <br />January 2011<br />
  2. 2. 3-4 Introduction to Toronto Training and HR<br /> 5-7 Definitions<br /> 8-9 Core characteristics or talents<br /> 10-12 Key assumptions<br />13-14 Individual development plans<br /> 15-16 Drill<br /> 17-25 Global talent risk<br /> 26-29 Organizational effectiveness<br />30-36 Linking reward to talent management<br />37-38 Battle for talent in China<br />39-40 A talent-based recipe<br /> 41-44 Tailoring talent strategy to context<br />45-49 Effective talent conversations<br />50-57 Example-talent management in the finance sector<br /> 58-67 Emergent best practices<br />68-74 Implementation of talent management<br /> processes<br />75-77 Making talent programs work<br />78-92 The future talent agenda <br /> 93-98 Case studies<br />99-100 Conclusion and questions<br />Contents<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definitions<br />
  8. 8. Page 6<br />Definitions 1 of 2<br />Who is talent?<br />What is critical talent?<br />What is missing talent?<br />Talent and skills scarcities-the numbers<br />Link between top-performing talent and productivity advantages<br />
  9. 9. Page 7<br />Definitions 2 of 2<br />TESTS FOR TALENT<br />Know them by what they want<br />Know them by their influence on others<br />Know them by how they demand to be spoiled<br />
  10. 10. Page 8<br />Core characteristics or talents<br />
  11. 11. Page 9<br />Core characteristics or talents<br />Vision<br />Self-belief<br />Passion and principles<br />A questioning disposition<br />The networking factor<br />
  12. 12. Page 10<br />Key assumptions<br />
  13. 13. Page 11<br />Key assumptions 1 of 2<br />Talent is a key driver of organizational performance across the entire business lifecycle-growth and recession<br />Don’t think talent management, but rather talent-informed strategic decision-making <br />
  14. 14. Page 12<br />Key assumptions 2 of 2<br />A focus on human capital in a knowledge economy<br />A focus on scarce and valuable people (the power<br />curve) – the exclusive rather than inclusive approach<br />A focus on buy rather than make<br />A focus on potential rather than experience<br />
  15. 15. Page 13<br />Individual development plans<br />
  16. 16. Page 14<br />Individual development plans<br />Definition<br />Strengthening the individual development plan<br />Opportunities to bolster talent over the entire span of the employee life cycle<br />A critical re-recruiting tool<br />A massive middle radar tool<br />A baby boomer transition planning tool<br />
  17. 17. Page 15<br />Drill<br />
  18. 18. Page 16<br />Drill<br />
  19. 19. Page 17<br />Global talent risk<br />
  20. 20. Page 18<br />Global talent risk 1 of 8 <br />Introduce strategic workforce planning<br />Ease migration<br />Foster brain circulation<br />Increase employability<br />Develop a talent “trellis”<br />Encourage temporary and virtual mobility<br />Extend the pool<br />
  21. 21. Page 19<br />Global talent risk 2 of 8<br />INTRODUCE STRATEGIC WORKFORCE PLANNING<br />Define job families and future critical skills.<br />Model workforce supply and demand with a five to ten year planning horizon.<br />Undertake a gap analysis to uncover potential shortages and surpluses.<br />Link workforce planning to the company’s business strategy. <br />Systematically determine actions from gap analysis; develop skills database for potential job rotations.<br />Inform employees of the skills they will need in future growth areas.<br />
  22. 22. Page 20<br />Global talent risk 3 of 8<br />EASE MIGRATION<br />Establish multilingual and virtual company presence to recruit beyond national borders and neighbouring countries.<br />Seek expertise in immigrant pools while investing in the development of current employees.<br />Recruit beyond national borders and neighbouring countries. <br />Foster a migration-friendly culture. <br />Brand your company internationally as “talent friendly”.<br />
  23. 23. Page 21<br />Global talent risk 4 of 8<br />FOSTER BRAIN CIRCULATION<br />Offer generous return packages to highly skilled people and relocation assistance, including spouse career services and child care programs.<br />Keep your talent mobile through:<br />Horizontal and vertical mobility within the company<br />International assignments<br />Job rotation<br />Encourage employees to take short-term assignments or sabbaticals abroad.<br />Encourage foreign employees to build relationships with potential partners businesses in their home countries.<br />
  24. 24. Page 22<br />Global talent risk 5 of 8<br />DEVELOP A TALENT “TRELLIS”<br />"Step into the talent’s shoes" to understand what diverse,<br />talented employees seek (compensation, organizational<br />flexibility, meaningfulness of business, etc.)<br />Develop long-term retention strategies to retain scarce talent (e.g. flexible career systems).<br />Provide a variety of development opportunities, such as<br />virtual/cultural training, entrepreneurial training, peer-to-peer learning and lifelong learning.<br />Ensure horizontal and vertical mobility opportunities. <br />Build an international profile and use web 2.0/social media to attract, recruit and retain scarce talent.<br />
  25. 25. Page 23<br />Global talent risk 6 of 8<br />TEMPORARY AND VIRTUAL MOBILITY<br />Introduce flexible work arrangements. <br />Explore virtual work opportunities for employees abroad.<br />Set up rotation programs and short-term assignment between business units and geographies.<br />Foster virtual recruiting events and activities.<br />
  26. 26. Page 24<br />Global talent risk 7 of 8<br />EXTEND THE TALENT POOL<br />Create a presence for the company brand at universities locally and internationally.<br />Display cultural sensitivity in targeting minorities and women. <br />Hire graduates from abroad with limited language skills and offer intensive language courses.<br />Give employees support to contribute part-time as they raise families.<br />Engage retirees (your own or those of other companies) to mentor, consult or complete short-term assignments.<br />Recruit from other industries’ pools with similar skill sets.<br />
  27. 27. Page 25<br />Global talent risk 8 of 8<br />INCREASE EMPLOYABILITY<br />Make education a priority of the corporate social responsibility agenda (e.g. through pro bono training locally and internationally).<br />Offer internships and vocational training opportunities <br />Offer certified training opportunities beyond current job and educational leaves to foster upskilling.<br />Engage with academia and government to equip talent with a balance of theoretical and practical skills (e.g. “teach the teachers” program).<br />
  28. 28. Page 26<br />Organizational effectiveness<br />
  29. 29. Page 27<br />Organizational effectiveness 1 of 3 <br />Definition<br />
  30. 30. Page 28<br />Organizational effectiveness 2 of 3 <br />LEADERSHIP<br />Vision<br />Vigour<br />ORGANIZATIONAL ENABLERS<br />Capability<br />Architecture<br />Action<br />ENTERPRISE ACCELERATORS<br />Enterprise alignment<br />Enterprise agility<br />
  31. 31. Page 29<br />Organizational effectiveness 3 of 3 <br />IMPLICATIONS FOR TALENT MANAGEMENT<br />Talent management is central to the success of the entire business machine<br />Talent management strategies and practices must be aligned<br />Talent management strategies and practices also must become agile<br />
  32. 32. Page 30<br />Linking reward to talent management<br />
  33. 33. Page 31<br />Linking reward to talent management 1 of 6<br />INTRODUCTION<br />Banish silos<br />Get some data<br />Be inclusive<br />Show people the way<br />Link reward and performance<br />Pick some quick wins<br />Communicate benefits<br />Be creative<br />Keep it simple<br />Measure and review<br />
  34. 34. Page 32<br />Linking reward to talent management 2 of 6<br />TAKING AN INTEGRATED APPROACH<br />Less likely to experience problems attracting critical-skill employees and top-performing employees <br />Less likely to report having trouble retaining<br />critical-skill employees and top-performing employees <br />More likely to be high-performing<br />organizations<br />
  35. 35. Page 33<br />Linking reward to talent management 3 of 6<br />BEST PRACTICES TO ADOPT<br />Define an organization-wide employee value<br />proposition (EVP) for attraction, retention, pay<br />and talent management<br />Manage and design programs according to an<br />organization-wide total rewards philosophy<br />Perform formal workforce planning activities that<br />optimize the supply of talent versus demand<br />
  36. 36. Page 34<br />Linking reward to talent management 4 of 6<br />BEST PRACTICES TO ADOPT<br />Leverage competency models across recruiting,<br />career management and pay activities<br />Facilitate healthy work/life balance and take<br />measures to moderate employees’ levels of<br />work-related stress<br />
  37. 37. Page 35<br />Linking reward to talent management 5 of 6<br />BEST PRACTICES TO ADOPT<br />Link employee performance goals to the<br />business, and effectively communicate performance expectations and results to employees<br />Leverage total cash rewards through<br />differentiation of merit increases and annual<br />incentive awards<br />Link individual and organization results to rewards<br />Effectively deploy recognition programs<br />
  38. 38. Page 36<br />Linking reward to talent management 6 of 6<br />TO CONCLUDE<br />Align<br />Integrate and optimize<br />Execute<br />
  39. 39. Page 37<br />Battle for talent in China<br />
  40. 40. Page 38<br />Battle for talent in China<br />Reboot employer branding efforts<br />Create local development opportunities<br />Offer viable career paths<br />Be smart about pay<br />Become a quasi-local company<br />
  41. 41. Page 39<br />A talent-based recipe<br />
  42. 42. A talent-based recipe<br />Top-down plan<br />Bottom-up: shared mindset<br />Workforce <br />alignment<br />Acquiring talent: pre-qualify source<br />Workforce <br />Scalability – <br /> Right numbers<br />Right types of<br /> people<br />Right places<br />Doing right things<br />Releasing employees: outplacement<br />Enrich talent pool: diversity, fit<br />and (serial in)competence<br />Workforce <br />fluidity<br />Facilitate interpersonal connectivity:<br />Increase absorptive capacity<br />Expand role orientations<br />Unleash talent pool<br />Align incentives<br />
  43. 43. Page 41<br />Tailoring talent strategy to context<br />
  44. 44. Page 42<br />Tailoring talent strategy to context 1 of 3<br />RECRUIT AND INTEGRATE<br />How are the requisite capabilities obtained?<br />How are job candidates selected?<br />
  45. 45. Page 43<br />Tailoring talent strategy to context 2 of 3<br />DEPLOY, REVIEW AND DEVELOP<br />How does talent get deployed?<br />What level of career guidance should be provided?<br />What types of behaviours get rewarded?<br />To what extent do we differentiate performance?<br />What are the boundaries for under-achievement?<br />
  46. 46. Page 44<br />Tailoring talent strategy to context 3 of 3<br />ENGAGE AND CONNECT<br />How do we keep talent connected to one another?<br />How do we energize our talent?<br />
  47. 47. Page 45<br />Effective talent conversations<br />
  48. 48. Page 46<br />Effective talent conversations 1 of 4<br />QUESTIONS TO ASK<br />Do I have the right person in the job?<br />Who are our rising stars and next generation leaders?<br />Who should I promote?<br />How do I get more out of …?<br />Who is my successor?<br />
  49. 49. Page 47<br />Effective talent conversations 2 of 4<br />WHY TALENT REVIEWS OFTEN FAIL<br />There is too little focus on strategic context<br />Predicting executive success is tough<br />Vested interests can lead to uninspired conversations<br />
  50. 50. Page 48<br />Effective talent conversations 3 of 4<br />PRINCIPLES FOR IMPROVING THE TALENT CONVERSATION<br />Get clear on the critical role requirements<br />Pick your spots<br />Holistic assessment<br />Focus on learning potential<br />Put the right people in the assessment room<br />Figure out the role of HR<br />Actively seek meaningful conversations<br />Open and honest<br />
  51. 51. Page 49<br />Effective talent conversations 4 of 4<br />PRINCIPLES FOR IMPROVING THE TALENT CONVERSATION<br />Act with good will<br />Focus on identifying development opportunities<br />
  52. 52. Page 50<br />Example-talent management in the finance sector<br />
  53. 53. Page 51<br />Example-talent management in the finance sector 1 of 7<br />INTEGRATED TALENT MANAGEMENT<br />Definition of talent<br />Recruitment and talent identification<br />Competency frameworks<br />Targeted development<br />Comprehensive learning<br />Structured career paths<br />Performance measurement and reward<br />Ongoing review<br />
  54. 54. Page 52<br />Example-talent management in the finance sector 2 of 7<br />CHALLENGES AHEAD<br />How do CFOs structure the finance function and the roles within it to ensure maximisation of resources and a strong long-term talent pipeline?<br />How do CFOs access the specialists they need – must they recruit or can internal talent be trained?<br />What is the best way to improve the commerciality of the finance function and boost its internal credibility? <br />
  55. 55. Page 53<br />Example-talent management in the finance sector 3 of 7<br />CHALLENGES AHEAD<br />How can individuals in roles deemed less critical be<br />motivated and their expertise retained if they see training priorities being focused on others?<br />How can the organization create a sufficiently stimulating career path to retain the talents of Generation Y?<br />How can finance assess return on investment in its people in order to target learning and development and general talent management spend most effectively?<br />
  56. 56. Page 54<br />Example-talent management in the finance sector 4 of 7<br />STRATEGY FOR ORGANIZATION DESIGN<br />What is the value-creating objective of the organization?<br />Where and how can finance best contribute to supporting the organization in value creation? (What do our internal and external stakeholders want and need from the finance function?)<br />How capable is finance in delivering these objectives currently?<br />
  57. 57. Page 55<br />Example-talent management in the finance sector 5 of 7<br />STRATEGY FOR ORGANIZATION DESIGN<br />How much will it cost and what metrics can be used to measure success?<br />Could a new structure – people, process, systems – improve the success of finance in supporting the organization?<br />
  58. 58. Page 56<br />Example-talent management in the finance sector 6 of 7<br />FINANCE FUNCTION EFFECTIVENESS<br />Centres of excellence<br />Shared services<br />Outsourcing and offshoring<br />Business partnering<br />
  59. 59. Page 57<br />Example-talent management in the finance sector 7 of 7<br />INTEGRATED TALENT MANAGEMENT<br />Centres of excellence<br />Shared services<br />Outsourcing and offshoring<br />Business partnering<br />
  60. 60. Page 58<br />Emerging best practices<br />
  61. 61. Page 59<br />Emerging best practices 1 of 9<br />Recruit<br />Develop<br />Engage<br />Assess<br />Retain<br />
  62. 62. Page 60<br />Emerging best practices 2 of 9<br />TURNOVER RISK<br />Those with skills in short supply and high demand<br />High performers<br />Key contributors/technical experts<br />Those with leadership potential at mid-level<br />Those with leadership potential at an entry level<br />Those in roles critical to delivering the business strategy<br />Senior leadership<br />The entire workforce <br />
  63. 63. Page 61<br />Emerging best practices 3 of 9<br />PRIORITIES<br />Performance management<br />Assessing/developing high potentials and top talent<br />Recognizing exceptional performers<br />Assessing/developing senior leaders<br />Measuring/increasing employee engagement<br />Strengthening the talent pipeline and succession management<br />Training managers<br />
  64. 64. Page 62<br />Emerging best practices 4 of 9<br />PRIORITIES AND EFFECTIVENESS<br />Mentoring of key talent<br />Deploying key talent across roles/functions/regions<br />Career pathing and planning<br />Identifying and integrating competencies<br />Onboarding<br />Developing/implementing an employment value proposition<br />
  65. 65. Page 63<br />Emerging best practices 5 of 9<br />WHAT DOES TALENT WANT?<br />Accessible talent borders<br />Diversity<br />High level of freedom of mind<br />Inspiring work environment<br />Lifelong learning opportunities<br />Positive country brand<br />Skill recognition institutions<br />The “Perfect Employer” Inc.<br />Virtual mobility<br />
  66. 66. Page 64<br />Emerging best practices 6 of 9<br />REASONS TO JOIN A PARTICULAR ORGANIZATION<br />Employee<br />Employer<br />
  67. 67. Page 65<br />Emerging best practices 7 of 9<br />CATEGORIES OF BENEFIT THAT DETERMINES IF TALENT STAYS OR LEAVES<br />Great leaders<br />Great company<br />Great job<br />Attractive compensation<br />
  68. 68. Page 66<br />Emerging best practices 8 of 9<br />ACCOMODATING THE REQUIREMENTS OF GENERATION Y<br />More flexi-time options <br />More recognition programs<br />Access to state-of-the-art technology<br />Increased compensation<br />Access to educational programs<br />Pay for cell phones and blackberrys<br />Telecommuting options<br />More vacation time<br />
  69. 69. Page 67<br />Emerging best practices 9 of 9<br />HARNESSING THE TALENT OF SKILLED IMMIGRANTS<br />Building increased awareness among senior leaders and decision makers of the significance of the immigrant population as a source of skilled talent<br />Providing recognition for the value and transferability of international skills and credentials<br />Developing a data-driven understanding of the potential benefits of employing skilled immigrants<br />Creating awareness among leaders of the value of skilled<br />immigrants for access to international markets, and local<br />niche/ethno-specific markets<br />Recognizing that skilled immigrants bring access to new ideas and perspectives to support innovation<br />
  70. 70. Page 68<br />Implementation of talent management processes<br />
  71. 71. Page 69<br />Implementation of talent management processes 1 of 6<br />Linking rewards more closely to performance<br />Giving employees self-service tools to search and apply for new roles in the organization<br />Focusing more on key workforce segments<br />Giving business leaders greater ownership and accountability for building the talent pipeline<br />Using branding/marketing techniques to enhance the employment value proposition<br />
  72. 72. Page 70<br />Implementation of talent management processes 2 of 6<br />Creating more consistency in how talent is identified, developed and moved throughout the organization<br />Creating a formal governance structure and process for talent management activities<br />Redefining the critical attributes and competencies needed for the next generation of leaders<br />Integrating talent management processes more directly into business strategy and operations<br />
  73. 73. Page 71<br />Implementation of talent management processes 3 of 6<br />Scaling and adapting talent strategies on a global basis<br />Increasing use of technology to streamline talent management processes and activities<br />Giving managers self-service tools to source and deploy internal talent<br />Creating an experience “punchlist” for critical roles and designing targeted career paths to ensure<br />adequate succession<br />
  74. 74. Page 72<br />Implementation of talent management processes 4 of 6<br />Improving quality and use of analytics to monitor the need for, and supply of, talent<br />and better differentiate performance<br />Adopting just-in-time talent-sourcing approaches, including contingent workforce designs<br />Leveraging social networking tools to access and engage the workforce in new ways<br />
  75. 75. Page 73<br />Implementation of talent management processes 5 of 6<br />PROCESSES MOST CRITICAL TO ACHIEVING RESULTS AND TOUGHEST TO IMPLEMENT & SUSTAIN<br />Integrating talent management processes more directly into business strategy and operations<br />Giving business leaders greater ownership and accountability for building the talent pipeline<br />Redefining the critical attributes and competencies needed for the next generation of leaders<br />Creating more consistency in how talent is identified, developed and moved throughout the organization<br />
  76. 76. Page 74<br />Implementation of talent management processes 6 of 6<br />IMPLEMENTING A PROACTIVE TALENT MANAGEMENT PROGRAM<br />Creed<br />Strategy<br />System<br />
  77. 77. Page 75<br />Making talent programswork<br />
  78. 78. Page 76<br />Making talent programs work 1 of 2<br />Clearly communicate the core objectives-set expectations at the start and manage them throughout<br />Even though the organization as a whole may sponsor talent activities, it is beneficial to have HR/talent running the program, and visibility is important to maintain credibility and consistency<br />Consider implementing a selection process for the top talent program to increase its perceived value and motivate participants to perform-make the selection process a learning event in itself and ensure all applicants receive constructive feedback<br />
  79. 79. Page 77<br />Making talent programs work 2 of 2<br />Review the structure of the talent program/pool with the business sponsor-coaching, mentoring and networking are the elements most valued by senior talent pool members<br />Develop ways of harnessing the peer group created as part of the talent program by creating opportunities beyond the lifespan of the program<br />
  80. 80. Page 78<br />The future talent agenda<br />
  81. 81. Page 79<br />The future talent agenda 1 of 14<br />DEFINING THE FUTURE TALENT AGENDA<br />What leadership competencies/attributes are required to drive our business strategy and lead<br />the evolution of the culture?<br />How robust is our existing leadership pipeline, and where are there risks?<br />What are the pivotal job families/roles most critical to executing our business strategy?<br />How will we differentiate talent strategies/investments accordingly?<br />
  82. 82. Page 80<br />The future talent agenda 2 of 14<br />DEFINING THE FUTURE TALENT AGENDA<br />What are the implications for skill development, given our business strategy?<br />What are our existing/emerging talent requirements in the various markets we serve, and how will we attract/deploy the right talent to these markets?<br />How can we optimize investments in talent and reward programs to achieve the right performance outcomes and evolve the culture?<br />Does the talent function have the right structure, capabilities and people to deliver value to the<br />organization at the right cost?<br />
  83. 83. Page 81<br />The future talent agenda 3 of 14<br />TALENT MANAGEMENT IN THE NEW WORLD<br />Differentiation<br />Assessment and ranking<br />Performance management<br />Performance improvement<br />Transparency<br />
  84. 84. Page 82<br />The future talent agenda 4 of 14<br />FUTURE ISSUES FOR THE TORONTO FINANCIAL SERVICES INDUSTRY<br />Local and global competition for talent<br />Gaps in leadership talent<br />Significant loss in critical knowledge and skill with retirees<br />Attracting younger workers and managing multi-generational workforces<br />Integrating immigrant workers and managing increasingly diverse workforces<br />
  85. 85. Page 83<br />The future talent agenda 5 of 14<br />QUESTIONS TO ASK IN TORONTO<br />Which segments of the workforce create the value for which we are most rewarded in the marketplace?<br />Which areas of our business will be most impacted by impending waves of retirement? What are we doing to prepare successors? What impact will anticipated retirement have on the skills and productivity necessary to meet future demand?<br />
  86. 86. Page 84<br />The future talent agenda 6 of 14<br />QUESTIONS TO ASK IN TORONTO<br />In what areas is the talent market heating up (i.e., demand will outpace supply)? Which segments of our workforce will be most impacted? What are the potential top-line and bottom-line implications?<br />What skills will we need over the next five years that we don’t currently possess? How will we create that capacity? What happens to our business if we don’t?<br />
  87. 87. Page 85<br />The future talent agenda 7 of 14<br />QUESTIONS TO ASK IN TORONTO<br />What is our turnover within critical areas? How much is it costing us? In customers? In productivity? In innovation? In quality? What are we doing to resolve the root cause?<br />Are we actively developing talent portfolios or workforce plans that will help us to understand and communicate the financial consequences of talent decisions on our business?<br />
  88. 88. Page 86<br />The future talent agenda 8 of 14<br />A TIPPING POINT FOR TALENT MANAGEMENT?<br />Integrated talent management remains more aspiration than reality<br />Current talent management practices are insufficiently forward-looking <br />
  89. 89. Page 87<br />The future talent agenda 9 of 14<br />CHALLENGES AHEAD-WESTERN COUNTRIES<br />A step change in productivity is required<br />New kinds of jobs<br />Aging population<br />Different preferences of Generation Y compared to other groups<br />Different offering needed from employers<br />
  90. 90. Page 88<br />The future talent agenda 10 of 14<br />CHALLENGES AHEAD-DEVELOPING COUNTRIES<br />China alone will build “one Canada” in the next ten years<br />Asia returning to its natural half-share of the world economy<br />Emerging markets provide access to large skilled talent pools<br />Not all graduates are treated equally<br />The supply of professionals in China is fragmented<br />
  91. 91. Page 89<br />The future talent agenda 11 of 14<br />CHALLENGES AHEAD-DEVELOPING COUNTRIES<br />China alone will build “one Canada” in the next ten years<br />Asia returning to its natural half-share of the world economy<br />Emerging markets provide access to large skilled talent pools<br />Not all graduates are treated equally<br />The supply of professionals in China is fragmented<br />
  92. 92. The future talent agenda 12 of 14<br />Page 90<br />
  93. 93. The future talent agenda 13 of 14<br />
  94. 94. Page 92<br />The future talent agenda 14 of 14<br />CHALLENGES AHEAD-SUMMARY<br />Is talent management strategy as embedded as business and financial strategy?<br />Are you tapping into non traditional talent pools and who are you competing against?<br />Is your employee value proposition as tailored as possible to key segments (age, gender, diversity) and do you have five “compelling” stories?<br />To what extent are you accelerating the development of high performers and how are you retaining them?<br />
  95. 95. Page 93<br />Case study A<br />
  96. 96. Page 94<br />Case study A <br />
  97. 97. Page 95<br />Case study B<br />
  98. 98. Page 96<br />Case study B <br />
  99. 99. Page 97<br />Case study C<br />
  100. 100. Page 98<br />Case study C <br />
  101. 101. Page 99<br />Conclusion & Questions<br />
  102. 102. Page 100<br />Conclusion<br />Summary<br />Questions<br />

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