Talent Management
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This document discusses managing a global workforce in multi-national organizations. It highlights the rapidly changing market and business requirements and the need for human resource policies and practices to link globally dispersed employees. It examines how these changes transform the global talent market and the future demand for talent across different regions. It stresses the importance of employee engagement, rethinking reward and mobility strategies, understanding different generations, and investing in analytics and talent to develop the right HR competencies for organizations to efficiently respond to changes.
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Talent Management
- 1. Managing a Global Workforce in Multi-national Organisations Efficiently to Respond to the Rapidly Changing Market and Business Requirements … Jayesh Menon-29thth -31stOct 2012 Hilton , KL, Malaysia.
- 2. WHAT WE BELIEVE The way we manage energy and water will shape this century.
- 3. ESTIMATED WORLD POPULATION IN 2025 8 billion
- 4. WORLD DEMAND FOR WATER BY 2025 +22%
- 5. WORLD DEMAND FOR NATURAL GAS BY 2025 +67%
- 6. WORLD DEMAND FOR ENERGY BY 2030 +40%
- 7. At Itron, we provide the technology and talent to enable the world’s utilities to measure, manage and analyze the delivery and use of electricity, gas, and water to create a more sustainable future.
- 8. OUR HERITAGE Over 100 years of knowledge and experience.
- 9. A RESOURCE MANAGEMENT LEADER ITRON OVERVIEW 9 105mENDPOINTS 8,000CUSTOMERSIN 130COUNTRIES 9,500EMPLOYEES 2.4bn2011 REVENUEUSD
- 10. 10 A GLOBAL COMPANY Operating locally. LOCATIONS 80 COUNTRIES 35
- 11. ITRON OVERVIEW / 11 Changing Market and Business Dynamics. Analysing the impact on the global talent market today and in the future. Linking organisations’ globally dispersed employees through human resource policies and practices. Fostering global workforce practices that are scalable, sustainable and ethical. HR competencies. Index
- 12. 12
- 13. ITRON OVERVIEW / 13 HOW DOES THIS TRANSFORM OUR TALENT MARKET
- 14. 14 30% 22% 15% 14% 12% 8% 6% 5% Countries most important for business growth China USA Brazil India Germany Rusia Source:PWC CEO survey 2012
- 15. 15
- 16. ITRON OVERVIEW / 16 THE FUTURE DEMAND FOR TALENT Western Europe NAM Devloped Asia Eastern Europe MENA Latin America Emerging Asia Total %change 3.50% 6.10% 10.00% 10.00% 12.70% 13.00% 22.20% Industrial -0.50% -2.40% 11.40% 2.40% 28.70% 17.10% 37.70% Emerging 26.10% 38.30% 8.40% 19.80% 6.30% 10.20% 13.30% Heavy Manu 24.60% 1.70% 1.70% 33.20% 10.30% 17.80% 60.30% Business Svc -4.40% 0.30% 51.40% 6.80% 30.10% -0.60% 40.00% Financial svc 13.20% -8.10% 4.90% -9.90% 31.60% 48.60% 20.90% Energy -11.30% 5.00% 8.00% 8.70% 12.20% -11.90% 33.00% Travel and Trans -9.30% 22.70% 36.50% 5.00% 14.10% 32.90% 32.60% Life sciences -4.10% -1.40% 8.20% 19.70% 8.60% 20.40% 16.60% Source: Oxford Economics
- 17. ITRON OVERVIEW / 17 EMPLOYEE ENGAGEMENT OF THE SURVIVORS
- 18. 18 LET US GET SOME REALITY CHECKS Only 30% CEO’s are confident about accessibility talent in next 3 years 53% of CEO’s worry about lack of key skills 43% CEO’s say their talent cost rose more than expected 53% CEO’s say their greatest challenge is to recruit and retain HiPo middle Mangers Source:PWC CEO survey 2012
- 19. 19 TRANSLATING THIS TO VIABLE HR PRACTICES
- 20. 20 HR TRANSFORMATION IS THE KEY Strategy Outside in Capabilities Service, Collaboration Culture Innovation Talent Leadership HR Department Practices Professionals Analytics Line manager as owner HR architects Employee Advisor
- 21. 21 PARADIGM SHIFT IN HR POLICIES AND PRACTICES •Understand your business context •Benchmarking best practices alone wont work •Focus on return of investment: revenue- non people costs/FTE X average remuneration. •Understand your employee engagement and concentrate on it. •Rethink your reward and global mobility strategy •Understand the different generations. •Invest on analytics and focus on Talent
- 22. 22 DO YOU HAVE THE RIGHT HR COMPETENCIES? SOURCE: RBL INSTITUTE
- 23. CORPORATE HEADQUARTERS 2111 N Molter Road Liberty Lake, WA 99019 United States THANK YOU
Editor's Notes
- We are at the center of unprecedented change in the energy and water industries. Global energy and water issues will shape the 21st century. This shifting landscape will change the way we look at the world, the way we do business and the way we live our lives. Transition: The following, staggering statistic illustrates what is driving this change.
- First, a booming population. According to the US Energy Information Agency & UN, our population will exceed 8 billion by 2025. In 1999 we passed the 6 billion mark. Today, our world population sits at just over 7 billion. That’s a billion more people in 12.5 years.
- Global demand for water will increase by 22% by 2025. Compound this by the fact that today almost one quarter of the world’s population lives in regions where ground water is being used up faster than it can be replenished. It’s estimated that this is creating quite a business – Over $100 billion will be spent by 2016 per year on water infrastructure, including pipes, pumps, valves and meters. Much of this spend is being attributed to population increases and aging water infrastructure.
- Demand for Natural Gas is also on the rise. But let’s consider the state of natural gas and the “Shale Gale”. It’s been said that the US shale gas resources could meet our nation’s gas needs for more than 100 years. This generates huge change in the entire natural gas industry. Of course this also impacts our electricity generation. The amount of clean-burning natural gas to generate electricity is expected to double by 2035.
- Global demand for energy will increase by 40% by 2030. As we look at the overall increase in demand for electricity, it’s staggering. Even after some demand cooled with a slackened world economy. However, this is not the one and only crux for change with electric utility industry is contending with. Let’s consider the need to adapt to evolving energy supply sources like Distributed Generation, solar, and possibly EV’s. Then we look at increasing pressures and mandates to move to cleaner forms of generation. All of which require investment in modernizing the grid, none of which is clear how it will be paid for given the reluctance to pass on increased rates to taxpayers. In addition, the overall relationship between the utility and the utility customer will continue to evolve. This generates more change in this period of time, than in the last 30 years combined. Transition: Global demand for energy and water is real and our industry is in the midst of a transformation. The responsible management of these resources and stewardship of our environment will be at the center of this transformation.
- We have a long history of providing the technology and talent to move the utility industry towards a more sustainable future.
- Itron has:Deployed more than 105 million communication modules globally.More than 8,000 customers in 130 countries.More than 9,500 employees.Had revenues of $2.4 billion in 2011.
- Operating locally allows Itron to provide customers with local support while still taking advantage of our experience around the globe.
- IT IS not exactly news that the world's economic centre of gravity is shifting east. But it is striking how fast this seems to be happening. In a new study on the economic impact of urbanisation the McKinsey Global Institute, the research arm of the eponymous consultancy, has attempted to calculate how this centre of gravity has moved since AD 1 and how it is likely to move until 2025. Although the underlying maths (which involves weighting the approximate centre of landmass of a country by its GDP) has to be taken with a pinch of salt, the calculations show that the centre is rapidly shifting east—at a speed of 140 kilometres a year and thus faster than ever before in human history, according to Richard Dobbs, one of the authors of the study. The main reason for this is rapid urbanisation in developing countries, in particular China. As people are moving into cities many are becoming richer, driving further economic growth. Most of this growth will not occur in much-hyped megacities, such as Mumbai or Shanghai, but in what the authors call "middleweight cities". Few in the rich world would be able to identify these on a map. Ever heard of Foshan or Surat, for instance? (Hint: the former is China's 7th-largest city, the latter India's capital for synthetic textiles.)
- This would be leading to talent gap in some countries.The greatest skill demand would be” 1) Digital Skills, 2)Agile Thinking, 3) Interpersonal and communcation skills , 3) Global Operating skills.