The document discusses frameworks and tools for developing organizational talent sustainability. It notes challenges like replacing retiring baby boomers and low graduation rates in STEM fields. Successful companies value people as sources of talent. The biggest human capital challenges are succession planning, developing leaders, recruiting talent, and retaining employees. Talent sustainability requires attracting, developing and retaining capable people through strategies like succession management aligned with talent systems. It outlines components of talent management systems including competency models, learning & development, knowledge management, and performance management. Metrics are needed to measure talent sustainability efforts. Senior executive commitment and involvement in talent management, or "talent orchestration," is key to ensuring sustainable human capital.

1. © 2008 Center for Creative Leadership. All rights reserved. 1
Richard Walsh
Senior Faculty & Executive Coach
Center Connection- Austin, TX
Talent Sustainability: Frameworks and Tools for
Developing Organizational Capacity

2. © 2008 Center for Creative Leadership. All rights reserved. 2
Number of more jobs available then people
to fill them because of retiring Baby Boomers.

3. © 2008 Center for Creative Leadership. All rights reserved. 3
Percentage of students graduating with
science and engineering degrees in the
United States, Germany, and Japan
is in the single digits.

4. © 2008 Center for Creative Leadership. All rights reserved. 4
“The global war for talent is fierce and growing
fiercer. In our view, global companies are
undergoing a transition in how people are
valued. Once thought primarily in terms of cost,
people in successful global companies are
valued as rich sources of talent, skill and
diversity, which are critical to the success of
the enterprise.”
~ Price Waterhouse Coopers
10th Annual Global CEO Survey

5. © 2008 Center for Creative Leadership. All rights reserved. 5
Biggest Human Capital Challenges of the Future
1. Succession Planning
4. Engaging & Retaining
Talented Employees
2. Providing leaders with the skills
they need to be successful
3. Recruiting & Selecting talented
employees to fill positions
Source: SHRM Foundation 2007

6. © 2008 Center for Creative Leadership. All rights reserved. 6
Aligning Succession Management with
the organization’s talent management
systems and practices.

7. © 2008 Center for Creative Leadership. All rights reserved. 7
The work of designing and implementing the
strategies, culture, systems and processes needed
for
Talent sustainability is an organization’s ability to
continuously attract, develop, and retain people with
the capabilities and commitment needed for current
and future organizational success.
Talent Management
talent sustainability.
Talent Sustainability
talent sustainability.

8. Strategy
Culture

9. © 2007 Center for Creative Leadership. All rights reserved.

10. C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
Reward&
Recognition
Perform
ance
M
anagem
ent
© 2007 Center for Creative Leadership. All rights reserved.

11. C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
Reward&
Recognition
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
© 2007 Center for Creative Leadership. All rights reserved.

12. Rewards&
Recognition
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
Identifying what type of talent
is most critical to implementing
the organization’s strategy,
continuously developing that
talent, and moving it into roles
where it is most needed.

13. Competency
Development&
Deployment
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
Learning&
Development
Creating opportunities for
employees to enhance their
capabilities and connections with
others in the organization in order
to improve job performance,
career advancement,
organizational commitment, and
organizational performance.

14. Reward&
Recognition
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
R
ew
ard
&
R
ecognition
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Delineating the competencies
needed in employees and
using the resulting competency
models across talent
processes.

15. Rewards&
Recognition
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
Knowledge
Management
Developing and making
accessible the shared
knowledge, expertise,
and collective wisdom
across the organization.

16. Rewards&
Recognition
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
Perform
ance
M
anagem
ent
Setting performance
standards, monitoring
employee performance,
providing feedback and
support for performance
improvement, and exiting
employees who cannot
meet standards.

17. Competency
Development&
Deployment
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
Reward&
Recognition
Using formal and informal
rewards to align employee
behaviors and activities
with organizational
strategies and to build a
committed workforce.

18. Reward&
Recognition
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
Sourcing
&
Recruiting
Developing reliable
sources of talent for the
organization and
practices for attracting
that talent to the
organization.

19. Rewards&
Recognition
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Perform
ance
M
anagem
ent
t
Talent
Sustainability
Metrics
Metrics
Executive
Commitment &
Engagement
Senior executives who believe that
talented employees are critical for
organizational success, who are
directly involved in talent
management work, and who ensure
that their organization has effective
talent management practices in place.

20. © 2008 Center for Creative Leadership. All rights reserved. 20
How engaged and committed
are YOUR senior executives?

21. © 2008 Center for Creative Leadership. All rights reserved. 21
Percentage of time executives spend
engaging in talent management activities
relative to other executive responsibilities.

22. © 2008 Center for Creative Leadership. All rights reserved. 22
Talent Orchestration
represents a senior
executive’s ability and
personal involvement in
leading talent
management processes
and outcomes to ensure
the sustainable utilization
of human capital assets.
Orchestrators

23. © 2008 Center for Creative Leadership. All rights reserved. 23
Instructions: Use the following rating scale to respond to each item:
1=STRONGLY DISAGREE 4=slightly agree
2=Disagree 5=Agree
3=slightly disagree 6=STRONGLY AGREE

24. © 2008 Center for Creative Leadership. All rights reserved. 24
O r g a n iz a t io a n l T a le n t M a n a g e m e n t E f f o r t s
1 .
T h e B o a r d h a s id e n tifie d ta le n t m a n a g e m e n t a s a to p
p r io r ity .
2 .
T h e C E O , o r m o s t s e n io r e x e c u tiv e , a n d to p m a n a g e m e n t
te a m a r e c o m m itte d to ta le n t m a n a g e m e n t.
3 .
T h e C E O , o r m o s t s e n io r e x e c u tiv e , a n d to p m a n a g e m e n t
te a m in v e s t th e ir tim e in ta le n t m a n a g e m e n t.
4 .
D e v e lo p in g ta le n t is a s h a r e d r e s p o n s ib ility b e tw e e n
e x e c u tiv e s , h u m a n r e s o u r c e s , a n d lin e m a n a g e r s .
5 .
T h e o r g a n iz a tio n ’s ta le n t d e v e lo p m e n t p r a c tic e s a r e d ir e c tly
lin k e d to b u s in e s s s tr a te g y .
6 .
T h e r e is a c le a r a n d c o m p e llin g r e a s o n f o r ta le n te d
in d iv id u a ls to jo in th e o r g a n iz a tio n .
7 .
T h e r e is a c le a r a n d c o m p e llin g r e a s o n f o r ta le n te d
in d iv id u a ls to s ta y in th e o r g a n iz a tio n .
8 .
F o r m a l p e r fo r m a n c e m a n a g e m e n t p r o c e s s e s a r e in p la c e to
id e n tify a n d r e v ie w th e o r g a n iz a tio n ’s to p ta le n t.
9 .
T h e o r g a n iz a tio n p r o v id e s fo r m a l d e v e lo p m e n t o p p o r tu n itie s
to s u p p o r t e m p lo y e e s .
1 0 .
T h e o r g a n iz a tio n c h a lle n g e s h ig h p o te n tia l e m p lo y e e s w ith
d e v e lo p m e n ta l a s s ig n m e n ts , r o le r o ta tio n s , a n d /o r c r o s s
fu n c tio n a l e x p e r ie n c e s .
1 1 .
T h e o r g a n iz a tio n h a s id e n tifie d a n d d iff e r e n tia te d th e c r itic a l
c o m p e te n c ie s n e e d e d fo r tr a n s itio n in g in to e a c h le v e l o f
m a n a g e m e n t/le a d e r s h ip r e s p o n s ib ility .
1 2 .
T h e o r g a n iz a tio n e ffe c tiv e ly m e a s u r e s th e im p a c t o f its ta le n t
m a n a g e m e n t in itia tiv e s .
1 3 .
T h e o r g a n iz a tio n ’s r e c o g n itio n a n d r e w a r d s y s te m s
e n c o u r a g e ta le n t m a n a g e m e n t.
1 4 .
T h e C E O , o r m o s t s e n io r e x e c u tiv e , a n d to p m a n a g e m e n t
te a m e n c o u r a g e s le a d e r s to s h a r e ta le n t a c r o s s th e
o r g a n iz a tio n .
1 5 .
T h e o r g a n iz a tio n is tr a n s p a r e n t in p r o v id in g in fo r m a tio n
a b o u t s u c c e s s io n p la n s .
1 6 .
T h e o r g a n iz a tio n h a s a c u ltu r e o f d e v e lo p m e n t a n d g r o w th
fo r e m p lo y e e s .
1 7 .
M e n to r s a n d /o r c o a c h e s fo r m a lly w o r k w ith h ig h p o te n tia l
e m p lo y e e s in th e o r g a n iz a tio n .
7 0 .2 %
7 5 .0 %
6 1 .4 %
8 3 .7 %
5 8 .1 %
6 4 .7 %
6 8 .5 %
6 9 .6 %
6 9 .5 %
4 6 .7 %
3 2 .0 %
1 7 .5 %
3 6 .9 %
5 0 .0 %
1 8 .4 %
4 6 .2 %
2 6 .7 %
1
2
3
4
5
6
7
8
9
1 0
1 1
1 2
1 3
1 4
1 5
1 6
1 7
1 8
1 5 .0 %
% A g r e e m e n t ( A g r e e & S tr o n g ly A g r e e )

25. © 2008 Center for Creative Leadership. All rights reserved. 25
Orchestrators In Action

26. © 2008 Center for Creative Leadership. All rights reserved. 26
E x e c u tiv e T a le n t M a n a g e m e n t E ffo rts
1 8 .
I a m h e ld p e rs o n a lly a c c o u n ta b le fo r d e ve lo p in g ta le n t in m y
o rg a n iza tio n .
1 9 . I a m d ire c tly in vo lve d in id e n tifyin g ta le n t in m y o rg a n iza tio n .
2 0 .
I a m a c tive ly in vo lve d in re vie w in g th e p ro g re s s o f h ig h
p o te n tia l e m p lo ye e s .
2 1 . T h e re is a t le a s t o n e s u c c e s s o r id e n tifie d fo r m y p o s itio n .
2 2 .
I p ro vid e d e ve lo p m e n ta l o p p o rtu n itie s to h ig h p o te n tia l
e m p lo ye e s .
2 3 .
I u s e s tre tc h a s s ig n m e n ts , a c tio n le a rn in g , o r re a l life c a s e
s tu d ie s to d e ve lo p e m p lo ye e s .
2 4 . I h e lp e m p lo ye e s le a rn fro m th e ir m is ta k e s .
2 5 .
I a m fo rm a lly m e n to rin g a t le a s t o n e h ig h p o te n tia l
e m p lo ye e .
2 6 .
I p ro vid e o n g o in g d e ve lo p m e n ta l fe e d b a c k to im p ro ve
e m p lo ye e p e rfo rm a n c e .
2 7 .
I b e lie ve th a t d e ve lo p in g ta le n t w ill le a d to im p ro ve d
o rg a n iza tio n a l p e rfo rm a n c e .
2 8 . I h o ld m y d ire c t re p o rts a c c o u n ta b le fo r ta le n t m a n a g e m e n t.
2 9 . M y d ire c t re p o rts re g u la rly e va lu a te th e ir ta le n t.
3 0 .
M y d ire c t re p o rts h a ve id e n tifie d a t le a s t o n e h ig h p o te n tia l
e m p lo ye e .
3 1 .
M y d ire c t re p o rts a re m e n to rin g a t le a s t o n e h ig h p o te n tia l
e m p lo ye e .
3 2 .
M y d ire c t re p o rts m a k e fo rm a l re c o m m e n d a tio n s to m e
a b o u t th e ir h ig h p o te n tia l e m p lo ye e s .
5 2 .7 %
8 2 .0 %
7 1 .2 %
5 0 .0 %
7 0 .1 %
5 0 .0 %
7 7 .7 %
5 0 .0 %
7 1 .2 %
9 7 .8 %
6 3 .6 %
6 1 .9 %
6 5 .8 %
3 4 .8 %
5 3 .3 %
1
2
3
4
5
6
7
8
9
1 0
1 1
1 2
1 3
1 4
1 5
1 6
1 5 .0 %
% A g re e m e n t (A g re e & S tro n g ly A g re e )

27. © 2008 Center for Creative Leadership. All rights reserved. 27

28. © 2008 Center for Creative Leadership. All rights reserved. 28
Talent Acceleration
represents a senior
human resource,
training and
development, or
organizational
development
executive’s ability and
personal involvement in
driving talent
management processes
and outcomes to ensure
the sustainable
utilization of human
capital assets.
Accelerators

29. © 2008 Center for Creative Leadership. All rights reserved. 29
In addition to improving
the quality of the talent
and leadership,
reducing the “readiness
to lead” cycle time, and
improving people
processes, talent
acceleration involves
alignment of people
systems and processes
and influencing critical
outcomes in order to
achieve talent
sustainability.
Accelerators

30. © 2008 Center for Creative Leadership. All rights reserved. 30
Rating Instructions
Thinking about yourself as a ‘people’ executive please rate the extent to which you agree with the
following statements. Please put an X in the one box that best represents your level of agreement
Rating Scale
SD=STRONGLY DISAGREE
D=Disagree
sd=slightly disagree
sa=slightly agree
A=Agree
SA=STRONGLY AGREE

31. © 2008 Center for Creative Leadership. All rights reserved. 31
Accelerators In Action
High potential talent can be found on
key position succession plans
The organization’s critical roles have been identified
and defined, and successor candidates are being
actively developed for each critical role
Assessing executive talent and emerging talent
Help managers get a clear
understanding of who their critical talent is and why

32. © 2008 Center for Creative Leadership. All rights reserved. 32
Being a Strategic Influencer
Are Accelerators positioned to optimally facilitate the
assessment of critical talent needed for the business?
Are the critical talent we have identified the right
talent based on the changes that are going on
with the organization?
I Influence the executive team to
link talent to business strategy.
I have engaged at least one senior leader in a
conversation about how they are impacting
the organization’s talent management process.

33. © 2008 Center for Creative Leadership. All rights reserved. 33
Talent Acceleration
Engaging in Strategic Thinking
Assessing Where We Are
Strengths: What internal capabilities or assets give the organization a competitive
advantage? In what ways does the organization serve its key internal and external
stakeholders?
Weaknesses: What internal capabilities or assets is the organization relatively ineffective or
inefficient at performing or possessing, or so limited in capacity as to put it at a competitive
disadvantage? In what ways does the organization fall short in serving key internal and
external stakeholders?
Opportunities: What conditions or possible future conditions in the external environment
might give the organization a competitive advantage and enhance achievement of its vision if
taken advantage of?
Threats: What conditions or possible future conditions in the external environment might put
the organization at a competitive disadvantage and inhibit achievement of its vision if steps
are not taken to minimize their impact?
SWOT Analysis

34. © 2008 Center for Creative Leadership. All rights reserved. 34
SWOT Conversations
Someone two levels senior to you
Someone from a different functional area
Someone with a reputation for creative business thinking
A manager with a reputation for being solid and level headed
What were the points of agreement?
What were the points of disagreement?
What did you learn from your own insight and
appreciation for your organization’s strategic situation?

35. © 2008 Center for Creative Leadership. All rights reserved. 35
How do YOUR line managers
influence the development of talent?

36. © 2008 Center for Creative Leadership. All rights reserved. 36
88% of identified high potentials believe they are
actively identifying and developing talent.
75% of leaders not formally identified
as high potentials believe they are actively
identifying and developing talent.

37. © 2008 Center for Creative Leadership. All rights reserved. 37
“A View from the Pipe”
Influencers
How does it feel to be formally identified as a high potential?
Coach Teacher Guide

38. © 2008 Center for Creative Leadership. All rights reserved. 38
Talent
High Potential Talent
Critical Talent

39. © 2008 Center for Creative Leadership. All rights reserved. 39
Talent
Individuals who have the capability to make a
significant difference to the current and
future performance of the organization.
Critical Talent
Individuals in critical positions who have the potential to
make the most significant impact to the current
and future performance of the organization.
High Potential Talent
An employee who has been assessed as having the ability,
organizational commitment, and motivation to rise to and
succeed in more senior positions in the organization.

40. © 2008 Center for Creative Leadership. All rights reserved. 40
“A View from the Pipe”
Talent
I appreciate the recognition but am a bit concerned about my
ability to prove myself.
I don’t really deserve the honor.
It is very gratifying and humbling at the same time. It also
strengthens my dedication to the company as it demonstrates
it’s interest in me.
Extremely complimentary but stressful at the same time.
At first it made me proud that someone noticed my potential.
Then quite frankly, it made me a little scared. Now what is
expected of me?
How does it feel to be formally identified as a high potential?

41. © 2008 Center for Creative Leadership. All rights reserved. 41
“A View from the Pipe”
Talent
A little left out. I am already pretty high up in the organization.
If my improvement gets me promoted, great. If not, that’s also
ok.
The fact that I have been told that I am a high potential team
member but not recognized formally makes me question if what
I have been told is accurate or just an underhanded way to
keep me striving for something unattainable.
Even though I am told that I am in the succession plan and
considered high potential, no one can outline the next steps
associated with being this person. As time passes, I feel as
though they are giving me lip service to retain my assets.
How does it feel not to be formally identified as a high potential?

42. © 2008 Center for Creative Leadership. All rights reserved. 42
Role of the Executive
Role of the
‘People’ Executive
Critical Roles in Talent Sustainablity
Role of Line Managers
Talent Influencer

43. C
om
petency
M
odel
D
evelopm
ent&
D
eploym
ent
Learning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcing
&
Recruiting
C
riticalTalent
Identification,
D
evelopm
ent,
&
Succession
Reward&
Recognition
Perform
ance
M
anagem
ent
Talent
Sustainability
Metrics
Metrics
© 2007 Center for Creative Leadership. All rights reserved.
What will be YOUR Talent Legacy?

44. © 2008 Center for Creative Leadership. All rights reserved. 44
Center Connection- Austin, TX
Talent Sustainability: Frameworks and Tools for
Developing Organizational Capacity
Richard Walsh
Senior Faculty & Executive Coach
One Leadership Place
Greensboro, NC 27358
01.336.286.4581
Roland Smith
Senior Faculty
850 Leader Way
Colorado Springs, CO 80906
01.719.329.7895