Building Talent Pipelines


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Speaker: Mr. Marcel R Parker

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Building Talent Pipelines

  1. 1. Building Talent Pipelines
  2. 2. The War for Talent=The 100 YearWar! The BCG Study has established that Human Capital is a MUST component for organizational success The old adage-cash is king-no longer holds true The Chief Talent Officer is now considered equivalent to the CEO in importance Our formal education system is no longer ‘fit for purpose” The skill gap is widening The war for talent continues relentlessly
  3. 3. POLL In the war for talent is the CTO equivalent to or more important than the CEO? -Yes he is more important than the CEO -He and the CEO are equally important The CEO is the most important person in the organization
  4. 4. Common to everything Identifying the right talent acquisition strategy Developing internal talent Striking the right balance between internal and external talent
  5. 5. Make or Buy? Quickest and best way to achieve strong leadership- make or buy? Buying is faster? Building internally is better? Will a blend work and if so at what levels? Is there a industry or domain specific pattern
  6. 6. POLL A relevant talent strategy for middle managerial jobs for a 10 year old Co will have -60%Internal/40%Externals 50/50 blend 80Internal/20External 90 Internal/10 External
  7. 7. Is there a right strategy? Complexity of skill requirement Forecasting needs Developing from scratch with academia Competition for skill acquisition Consistency of requirement flow Competence of hiring team Do we outsource-RPO?
  8. 8. POLL In the long run it is more productive to buy external talent Agree Disagree
  9. 9. What will go into my strategy? Sourcing at different levels and linkage to succession Changes with business changes Geographical availability Short-term tactics vs long-term plans “the bench” Using the Welch technique-replacing the bottom 5% Structured process of acquisition Open-sourcing-a double-edged sword Campus and lateral hiring balance
  10. 10. Creating the Internal Talent Pool Source of sustainable resource for mission-critical positions Gives opportunities for advancement to less experienced persons to be evaluated fairly One of the main criteria for an Employee Brand and Value Proposition Need for a integrated systemic approach to create pipeline Accountability is of top leaders for the business growth Open-sourcing
  11. 11. Developing internal talent Succession planning for sustainability Should I share succession plans? Shadow boards Coaching and Mentoring as development tools The Learning and Development investments Diversity-Gender/Communities/Differently-abled/Alt Sexuality/affirmative action/geographies-a new caste system? Handling my ‘satisfactory” performers?
  12. 12. POLL My PMS must ensure that the bottom 10% performers leave every year to ensure fresh talent annually Agree Disagree
  13. 13. Using Talent Intelligence Determining factor between growth and stagnation Develop intelligence for sourcing strategy Market mapping Buying data bases Ensuring internal HRIS’s are being used properly- SAP/Oracle/PS? What is competition doing? Do we collaborate OR compete Getting the best out of your Search Partners- converting them from Vendors to Business Partners
  14. 14. Social Media usage Do we really understand how to make it work for us From FB and Linked-In to Blogging/Tweeting/web Enterprise 2 Part of talent attraction /EB savviness
  15. 15. Employee REFERRALS Effectiveness The conscience-keepers Reward Building strong relationships with people you want to hire Encourage employees to go out and recruit for you
  16. 16. The Employee Brand / EVP/Engagement Are these necessary How effective are they What really attracts an employee to work for an organization? The ME factor –understanding Gen Y aspirations and managing 3 generations in the work place simultaneously
  17. 17. Some considerations in externaltalent hiring Greater useage of psychometrics-who pays? Diversity and Affirmative Action-flavor of the month? Frequent job changers Mavericks-remember Ricardo Semmler? Internal vs external compensation parity Herd or Group Hiring-”Me and my team from my previous organization”
  18. 18. POLL Psychometrics should be the sole determinant of measuring a person’s abilities whilst hiring externally at middle and junior managerial levels Agree Disagree
  19. 19. Some considerations on internaltalent Creating back-up for every 5 top levels Incentivise leaders for talent nurturing-both reward and recognition Communicate-communicate communicate Stay interviews vs Exit Interviews Competence Development Programs Job Rotation by design-see the Public Sector Greater exposure to senior leaders of Gen Y Projects and Transformational work
  20. 20. Finally-is there a right balance? Benchmarking Special needs for business growth Scarce skills Attrition Culture and leadership displayed A forward-looking organization is always scouting for talent even if there are no immediate vacancies Is there a right balance????
  21. 21. Thank