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Talent Management January 2010
The document discusses effective talent management strategies by Fluid Consulting, highlighting key aspects such as identifying and developing future leaders, avoiding pitfalls, and ensuring non-ageist practices. It emphasizes the importance of aligning talent management strategies with business needs and understanding what attracts and retains top talent. The document also covers challenges like global talent shortages and practical solutions for improving workforce planning and employee development.
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Talent Management January 2010
- 1. Managing talent effectivelyby Fluid January 2010
- 2. Contents3-4 Introduction toFluid5-6 At the beginning7-8 Key to good talent management9-11 Pitfalls12-15 Developing future leaders14-15 Give feedback, get back performance16-17 When key talent becomes demotivated18-19Ensuring talent management is not ageist20-21 Exercise A22-25Real-life example26-28 Managing career development29-30 What attracts the best people?31-32 …and what makes them stay?33-34 Managing top talent35-37 Get YOUR talent noticed38-40 Global talent shortage41-43 Main skills lacking where skills shortage vacancies were identified 44-45 Top 10 difficult positions to fill46-47 Exercise B48-49 Case studies50-51 Exercise C52-53 Conclusion and questions
- 3.
- 4. Page 4Introduction toFluidFluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking10 years in Human Resources consultancyFluid trading since 2006The core services provided by Fluid are:Retention
- 5. Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
- 6. Page 5At thebeginning
- 7. Page 6At thebeginningDEFINITION OF TALENT MANAGEMENT
- 8.
- 9. Take action beforestarting
- 10.
- 11.
- 12. Focus on outputsand outcomes, not activity
- 13. Mitigate remaining problemsPage7Key to good talent management
- 14. Page 8Key togood talent managementCreate your strategy in accordance with your business needs. It sounds like a given but it is not always done.
- 15. Take into accountnot only your high potentials but also your high professionals-they make the organisation work.
- 16. The faster youcan show success, the greater the acceptance and momentum
- 17. Be rigorous. Comeup with a system and stick to it. If you change it every year, people get confused.Page 9Pitfalls
- 18. Page 10Pitfalls 1of 2Money being badly spent because of a lack of focus on the development ‘goodies’ that are given to people in talent pools
- 19. Potential leaders beinggiven good experience of strategic work but not gaining enough experience of operational management jobs
- 20. Talent management beingseen as a set of HR initiatives that never really deliver, and are redesigned or relaunched by each successive HR Director or ‘Head of Talent’ Page 11Pitfalls 2 of 2Cloning the kind of leaders you already have
- 21. Developing leaders whoare superficially skilled but not committed to the organisation
- 22. Too wide aseparation between ‘those who have talent’ and ‘those who don’t’, which can result in resentment and in many good employees not being developedPage 12Developing future leaders
- 23. Page 13Encourage yourleaders to actively engage in development processes. Doing so helps sustain the processes and sends a message to talented employees that they are valued.
- 24. Ensure there isgreater organisational clarity on the capabilities that underpin successful performance. This ensures the development processes are aligned against a common goal of growing the right capabilities to achieve and sustain organisational performance.
- 25. So you knowwhere tomorrow’s leaders will come from, focus on the transition you are looking to help individuals make. Be clear about the specific challenges that particular groups of functional experts will face once promoted, and focus in assessing and developing these. Make sure individuals truly want to make the transition and that they are ready.Developing future leaders 1 of 3
- 26. Page 14Continually reviewsand re-evaluate the process; what is working, what could be more effective, how well engaged business sponsors are, and how the programme benefits the organisation and individuals.
- 27. Put in placeprocesses to enable ongoing development. Mentorship, action learning and specific ‘on the job’ experiences are particularly beneficial.
- 28. Involve your leadersas assessors. The skills they apply and hone during the process are invaluable in building the wider leadership capability of the organisation by developing leaders as coaches.Developing future leaders 2 of 3
- 29. Page 15Developing futureleaders 3 of 3MANAGING LEADERSHIP TALENT STRATEGICALLY
- 30. Understand the keyelements
- 31. Ask yourself ‘so what?’
- 32. Know your talentpool
- 33.
- 34.
- 35. Don’t lose focusPage16When key talent becomes demotivated
- 36. Page 17When keytalent becomes demotivatedLoss of enthusiasm
- 37. Reduced visibility ora subtle withdrawal of discretionary contribution
- 38.
- 39. Commiseration with theworkplace cynics
- 40.
- 41.
- 42. Loss of urgencyand drive/procrastination
- 43. Unguarded candour withsuperiors
- 44. ProcrastinationPage 18Ensuring talentmanagement is not ageist
- 45. Page 19Ensuring talentmanagement is not ageistDefine people by ability
- 46. More experience doesnot mean less talent
- 47.
- 48.
- 49.
- 50. Attract back formeremployeesPage 20Exercise A
- 51.
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- 53. Page 23Real-life example1 of 3ABOUT THE ORGANISATION
- 54. Amey is asupport services provider managing infrastructure ad business services including motorways, parts of the London Underground and council services.
- 55.
- 56. Historically Amey hadno talent or succession planning processes and little career planning or development. There was poor visibility of the talent within the organisation, and a high proportion of the roles were filled with external applicants.Page 24Real-life example 2 of 3WHAT THE ORGANISATION DID
- 57. The Talent Trackerinitiative was launched to: support strategic resource planning including succession planning, improve internal recruitment rates and provide focused career development for employees
- 58. All workers canapply for the scheme and shortlisted candidates attend an assessment centre where their potential is reviewed. Each receives expert career feedback and is identified Fast Track, On Track, Emerging Talent or Matched. Page 25Real-life example 3 of 3BENEFITS AND ACHIEVEMENTS
- 59. In the firstyear there were more than 500 applications to the scheme, and 290 people attended assessment centres.
- 60. Forty were identifiedas Fast track, and receive dedicated support from the Talent Manager (who manages their career for 24 months).
- 61. Twenty-three moved intopositions of greater responsibility within ten months, filling posts that would previously have gone to external applicants. This has boosted morale and reduced the reliance on and cost of using recruiters.Page 26Managing career development
- 62. Page 27Managing careerdevelopment 1 of 2Identify what the problem is and areas for improvement. Use employee surveys to cover whether employees feel enough is being done to help them move forward in their careers.
- 63. Make sure thereality lives up to the perception. Be careful if you create the impression at the beginning there are lots of opportunities when that is not the reality, as people will become disillusioned and quit.Page 28Managing career development 2 of 2Assemble cross-disciplinary user groups to feedback where they think the organisation is going wrong.
- 64. Use a careermapping tool to give employees a sense of control over their career development, especially the self-diagnostic section if one exists.
- 65. Once a systemis in place, make sure the budget allows for promoting it fully to employees.Page 29What attracts the best people?
- 66. Page 30What attractsthe best people?Competitive base pay
- 67.
- 68.
- 69.
- 70. Learning and developmentopportunities
- 71.
- 72. Organisation’s reputation asa good employer
- 73.
- 74. Organisation’s financial healthPage31..and what makes them stay?
- 75. Page 32…and whatmakes them stay?Prestige of working in a well-regarded organisation
- 76. Satisfaction with theorganisation’s people decisions
- 77. Potential career trackwith the organisation is clear
- 78. Scope to balancethe demands of work and personal life
- 79. Sense of faircompensation for similar work
- 80. Working environment wherenew ideas are encouraged
- 81. Regular career developmentand training on offer
- 82. Opportunities to havea say in departmental decisions
- 83. Organisation’s commitment tosocial responsibilityPage 33Managing top talent
- 84. Page 34Managing toptalentWork out who they are
- 85.
- 86.
- 87.
- 88.
- 89.
- 90.
- 91. Educate them ontheir valuePage 35Get YOUR talent noticed
- 92. Page 36Get YOURtalent noticed 1 of 2Stop trying to win everything-win where it is essential and let the other stuff go
- 93. Stop telling theworld how smart you are
- 94. Stop undermining othersin a bid to make yourself look better
- 95. Stop sucking upto higher management
- 96. Stop acting likesomeone else
- 97. Stop getting immersedin the detail
- 98. Stop telling andstart listeningPage 37Get YOUR talent noticed 2 of 2Stop expecting your career to fall into your lap-take control
- 99. Stop focusing onthe endless tick-list of things to do. Find out what’s going to make the biggest difference and focus on that
- 100. Stop hiding behindyour desk. Get out there and network. Learn how you can make a difference in some of the big projects that really matter to your organisationPage 38Global talent shortage
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- 105. Poor or ineffectualtrainingGlobal talent shortage 1 of 2
- 106. Page 40HOW CANIT BE RESOLVED?
- 107.
- 108. Increased training anddevelopment
- 109. Greater use ofmigrant workers
- 110. Tapping into underusedrecruitment pools
- 111. Better qualifications andmore vocational trainingGlobal talent shortage 2 of 2
- 112. Page 41Main skillslacking where skills shortage vacancies were identified
- 113. Page 42Technical orpractical skills
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- 117.
- 118. Written communication skillsMainskills lacking where skills shortage vacancies were identified 1 of 2
- 119.
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- 124.
- 125. General IT skillsMainskills lacking where skills shortage vacancies were identified 2 of 2
- 126. Page 44Top 10difficult positions to fill
- 127. Page 45Skilled manualtrades
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- 136. DriversTop 10 difficultpositions to fill
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- 143. Page 52Conclusion &Questions
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