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Developing a business focused talent strategy


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Here is a presentation on "Developing a business focused talent strategy". This webinar was conducted by SHRM India with Yashwant Mahadik as speaker.

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Developing a business focused talent strategy

  1. 1. Webinar on “Developing a Business Focused Talent Strategy” 5th February, 2014 Leading People. Leading Organizations. All materials are Copyrighted 2014 by Strategic Human Resources Management India, Pvt. Ltd. or Society for Human Resource Management unless otherwise expressly noted. All rights expressly reserved.
  2. 2. Speaker Yashwant Mahadik - Head of HR Business Transformation & Chief Learning Officer at Philips Yash is a seasoned global HR professional with over 24 years of experience across industries/sectors and geographies in top-class companies viz. Crompton Greaves, Colgate Palmolive, AstraZeneca, Johnson & Johnson and is currently with Royal Philips based out of Amsterdam, Netherlands. He has established a track record of success in all his roles and tours of duty and his experience is diverse and varies across multiple industries/sectors. His strengths and areas of expertise include; Strategy, HR and Business Transformation, Leadership Development, Organization and Culture building, Capability Building, Workforce Design & Planning, Talent Management and Succession Planning, Merger/Acquisition Integration and Executive Coaching. He is recognized amongst top 50 most powerful HR professionals of the country and is a leading HR thought leader. Leading People. Leading Organizations. 2
  3. 3. Structure • The role of a Talent strategy in the overall business framework. • Identifying and creating the links between talent and business. • Assessing the talent strategy's impact on business (direct and indirect) • Lets be pragmatic!! • Get going!! Leading People. Leading Organizations. 3
  4. 4. Leading People. Leading Organizations. 4
  5. 5. Old Chinese Proverb Leading People. Leading Organizations. 5
  6. 6. Role of talent strategy in overall business framework • Organizations are People or People are the biggest assets of any Organisation! • Customers are the purpose of the existence of any organization! • People and their talents make all the difference! • Talent = People!! • People = Human Resources !! • Rest are just resources, which are available in equality! Leading People. Leading Organizations. 6
  7. 7. Identifying and creating the links between talent and business. Grow People Leading People. Leading Organizations. Grow Business 7
  8. 8. Assessing the talent strategy's impact on business (direct and indirect) Every effect and impact is direct!! Leading People. Leading Organizations. 8
  9. 9. Lets be pragmatic!! Macro Issues/Challenges • What is strategy? What are the Tactics? – Don’t miss the wood for the trees!! • Talent management and development, retention strategy, planning and its linkage to business • Culture eats strategy for breakfast!! Do you know how to create the right culture?? Leading People. Leading Organizations. Solutions • There should be one comprehensive business strategy (including talent) • Workforce planning and management is the mantra. Don’t confuse it with HR or Talent strategy. • Culture engages and makes talent perform and productive and not just talent processes and planning 9
  10. 10. Lets be pragmatic!! • • • • Macro Issues/Challenges Conference room talent reviews and paper succession plans that don’t get executed Talent acquisition, development and learning operate as silos Talent management COE is so distant from business that its thought leadership voice is feeble and is vs HRBPs role Recruitment is pivotal to attracting talent Leading People. Leading Organizations. • • • • Solutions Leadership commitment and ownership for attracting and growing talent Talent management is one endto-end process Talent management is closest to business and is owned by business leaders. HRBPs own the Talent Management COE Employer branding is pivotal to attracting and retaining talent 10
  11. 11. Get going!! 3 key steps….. • Be a HR leader who partners with business leaders to build a business strategy and plan. • Then in alignment to the workforce strategy create a workforce plan to deliver on the business plan. • Then make a HR and Talent plan to deliver on the workforce plan Leading People. Leading Organizations. 11
  12. 12. Business Strategy - Workforce Planning - Talent Strategy/Planning Model BUSINESS STRATEGY Strategy Planning (5 years)/ Business Planning (1 year) Strategic Workforce Planning To deliver the Business Strategy CAPABILITY BUILDING WORK FORCE PLANNING • Identify • Assess • Prioritize • Plan to Acquire (Build/ Buy) • Quantitative Planning – Numbers required • Qualitative Planning - Work Force Segmentation • A Positions, B Positions, C Positions • A Players, B Players, C Players HR STRATEGY To deliver the Work Force Strategy CULTURE BUILDING • Performance •Values •Ethics TALENT MANAGEMENT • Leadership Development • OD • L&D • Capability Building Initiatives Confidential TALENT ACQUISITION •Employer Brand Building • Employer Value Proposition building/maint COMP & BEN • Market Benchmarked Total Rewards Concepts TALENT ENGAGEMENT •Inspiring Leadership • Crucial Conversations • Reward & Recognition •Monitoring Engagement HR EXCELLENCE IN OPS • Delivering on Basics • Superior Employee service MEASURE, METRICS, REVIEW AND REWARD PROCESSESS CHRM, Strategic Workforce Planning Training Presentation, February 7, 2011 Leading People. Leading Organizations. 12
  13. 13. Leading People. Leading Organizations. 13
  14. 14. Leading People. Leading Organizations. 14