47. Succession & Career Planning Focus on mission critical roles Rotation of talent to maximise exposure Targeted career planning and reviews Competency career routing Shadowing senior staff Clarify transition processes and responsibilities Opportunities to work in customer and client organisations 9 Dr D Young/ hrpd.co.uk/ 2009
48. Integration Integration is an active process not an emergent property Key strategic drivers need to inform the integration process Some of the elements may be more heavily weighted than others Someone needs to be held accountable for integration and evaluated against benefit accrual Review any potential conflicts between the elements of the Talent Strategy and operations 10 Dr D Young/ hrpd.co.uk/ 2009
49. PERFORMANCE & METRICS If you can’t measure it, you can’t manage it Informs the Talent Management Panel Metrics need to be robust and transparent Look to develop a return on investment model Talent dashboards to enable regular monitoring Needs to formally link back to process improvement Metrics focus may need to shift in line with strategic shifts 11 Dr D Young/ hrpd.co.uk/ 2009
50. Identification Selection On-boarding & Exiting Recognition & Reward PERFORMANCE & METRICS Strategy, Structure & Roles EXTERNAL PRESSURES & OPPORTUNITIES Integration Learning & Development Leadership, Culture & Climate Succession & Career Planning Feedback 12 Dr D Young/ hrpd.co.uk/ 2009
51. Thanks, hope it’s been useful… Thanks for viewing this introductory slideshow We have significant experience in the range of Talent Management processes We are based in the UK Contact us:Dr Doug Young HR Performance & Development Email: dy@hrpd.co.uk Web: http://www.hrpd.co.uk 13 Dr D Young/ hrpd.co.uk/ 2009