Paul leibowitz & kevin distiller latitude 26

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Paul leibowitz & kevin distiller latitude 26

  1. 1. 25 June 2010
  2. 2. Outline <ul><li>Our Experience of Talent Management </li></ul><ul><li>Who we are </li></ul><ul><li>Latitude 26 Talent Management Model </li></ul><ul><li>The Value of the Model </li></ul><ul><li>Application: Case Study </li></ul>
  3. 3. Our Experience with TM <ul><li>Right or wrong? </li></ul><ul><li>HR lacks understanding of integrated TM Strategy </li></ul><ul><li>TM Specialists/Duplication </li></ul><ul><li>Lack of integration/silos </li></ul><ul><li>Lack of appreciation for business strategy </li></ul><ul><li>Lack of focus on change management </li></ul><ul><li>Leads to inefficient systems of TM </li></ul><ul><li>HR departments lose credibility </li></ul><ul><li>Rise to our identity and model to guide TM practice </li></ul>
  4. 4. Who are we <ul><li>Specialists in integrated organisational talent management </li></ul><ul><li>Use a methodology, which applies psychological theory to the world of business i.e. Hard and soft consulting </li></ul><ul><li>Link organisational talent management strategies to broader business strategy. </li></ul>
  5. 5. Talent Management Model
  6. 6. Business Strategy: Step 1
  7. 7. Long Term TM Considerations : Step 2
  8. 8. TM Implementation: Step 3
  9. 9. Change Management: Step 4 loop <ul><li>Some changes: </li></ul><ul><ul><li>Globalization and technology has increased the pace and complexity of work </li></ul></ul><ul><ul><li>Demands on organisations and individuals change constantly </li></ul></ul><ul><ul><li>Thus flexibility and adaptability crucial </li></ul></ul>
  10. 10. Value of the Model <ul><li>Greater understanding of TM </li></ul><ul><li>Helps connect pieces of puzzle </li></ul><ul><li>Ensures all TM components are linked </li></ul><ul><li>Links to Business Strategy </li></ul><ul><li>Strengthens culture of TM </li></ul><ul><li>Ensures consistent TM functions </li></ul><ul><li>Creates the business case for TM </li></ul><ul><li>Present organisation for the organisation </li></ul><ul><li>Helps clients understand their TM reality </li></ul><ul><li>Flexibility </li></ul><ul><li>Different starting points </li></ul>
  11. 11. Case Study <ul><li>Context & Issues </li></ul><ul><ul><li>Fast growing organisation- profit/personnel </li></ul></ul><ul><ul><li>Lagging HR strategy/practices </li></ul></ul><ul><ul><li>Immature TM practices </li></ul></ul><ul><ul><ul><li>Structure/reporting lines poor </li></ul></ul></ul><ul><ul><ul><li>Job profiles weak </li></ul></ul></ul><ul><ul><ul><li>Performance management system inferior and inconsistently applied </li></ul></ul></ul><ul><ul><ul><li>Weak selection processes </li></ul></ul></ul><ul><ul><ul><li>No focus on talent development </li></ul></ul></ul><ul><ul><ul><li>Limited succession planning </li></ul></ul></ul>
  12. 12. Context Contd <ul><ul><li>TM viewed operationally </li></ul></ul><ul><ul><li>No focus of change management </li></ul></ul><ul><ul><li>No link between TMS and BS </li></ul></ul>
  13. 13. Work Flow <ul><li>Graduate Program </li></ul><ul><li>Management Assessments </li></ul><ul><li>Developmental Sessions </li></ul><ul><li>Coaching </li></ul><ul><li>Job Profiling </li></ul><ul><li>Performance Management (Current) </li></ul><ul><li>Org wide-psych assessments </li></ul><ul><li>Selection Methodology </li></ul><ul><li>Creating culture & awareness </li></ul>
  14. 14. Work Flow Contd <ul><li>Helping HR develop knowledge base </li></ul><ul><li>Help develop 5 year HR business plan and TM strategy </li></ul><ul><li>Creating buy-in </li></ul>
  15. 15. Benefits to Client <ul><li>Enhanced HR reputation </li></ul><ul><li>Business Partner versus Service Provider </li></ul><ul><li>Culture of TM </li></ul><ul><li>Culture of development </li></ul><ul><li>Integration of TM practices </li></ul><ul><li>Increased maturity </li></ul><ul><li>Directorship involvement </li></ul><ul><li>Shapes organisational understanding </li></ul>
  16. 16. Conclusion <ul><li>Model linked to our identity </li></ul><ul><li>Provides integrative view of TM </li></ul><ul><li>Argues strategic implications for TM </li></ul><ul><li>Transaction to Strategic </li></ul><ul><li>Enhances client understanding </li></ul><ul><li>Provides ‘ideal’ </li></ul><ul><li>Links to on-line systems (e.g. Evalex) </li></ul><ul><li>Mechanism for sales </li></ul><ul><li>Helps to partner </li></ul><ul><li>Benefits to clients </li></ul><ul><li>Not right or wrong </li></ul>

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