1) Talent management is a high priority for CEOs, with 83% anticipating changes to their talent strategy in 2011. 2) Most companies lack the talent data needed to make informed decisions, with only 21% knowing if they have the skills to execute business goals. 3) SHL Talent Analytics provides data-driven insights about an organization's talent compared to competitors, answering questions about critical talent.

1. April 2012
Turning People Intelligence into
Strategic Advantage
Dr. Ray Glennon, SHL,
C. Psychol, AFBPsS
© SHL 2012
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2. The CEO perspective: Talent is Critical
Q. To what extent do you anticipate changes to any of the
following areas of your company?
83% Talent Management Strategy
“Talent is now at the top of the CEO Agenda with 83% of CEO’s anticipating
making changes to their talent management strategy in 2011”
PWC, Annual CEO Survey, 2011
© SHL 2012
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3. People Intelligence: Do you know your critical talent?
“75% of companies do not have access to the talent data
they need to make informed business decisions”
“75% of companies have visibility into their defined
business goals but only 21% know if they have the
skills to execute it”
Taleo, Talent Intelligence Report , 2011
© SHL 2012
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4. 27th Jan 2012
“Today almost all of the 70 million
iPhones, 30 million iPads and 59
million other Apple products sold
last years were manufactured in
other countries. “Why can’t that
work come home?”, President
Obama asked Apple’s Steve P.
Jobs at a dinner in California last
Apple’s executives believe the
February.
vast scale of overseas factories
as well as the flexibility,
“Those jobs aren’t coming
diligence and industrial skills
back,” Mr. Jobs reportedly said.
of foreign workers have so
outpaced their American
It is not just a matter of wages
counterparts that “Made in the
being lower outside the United
U.S.A.” is no longer a viable an
States….
option for most Apple products”.
© SHL 2012
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5. Using data to get the most from your critical talent
“If you and your head of HR
haven’t recently discussed
ideas for using data to
generate a talent strategy
that’s more closely linked to
business results
…it’s time to start.”
How good is HR at using
data to justify its case and
drive change?
Source: McKinsey 2011 “Question for your HR chief: Are Source: McKinsey Quarterly 2011
we using our people data to create value?”
© SHL 2012
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6. What is SHL Talent Analytics?
SHL Talent Analytics provides data-driven talent insights that
improve business performance
SHL Talent Analytics benchmarks
customers’ talent pools against their
competitors and is built upon the largest
global database on the potential of
people to deliver organisational success.
Answering the question:
“How good is my critical talent
compared to the marketplace?”
© SHL 2012
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7. So, there are analytics ....
Descriptive ...
... tells you where you’ve been
Efficiency ...
... tells you about the time and cost
of your processes
© SHL 2012
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8. ... and Analytics
Predictive ...
... tells you where you’re going
Effectiveness...
... tells you what you will achieve
when you get there
© SHL 2012
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9. Taking people intelligence and turning
it into strategic advantage
…can it be done?
© SHL 2012
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10. A banking story
1 The global view
SHL’s benchmark comparisons are considered within the context of
our global top talent benchmark…
In this case, we will compare two large banking organizations
SHL Banking & Finance Benchmark
50
SHL Global
Top Talent 25
Benchmark
0
© SHL 2012
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11. A banking story
2 The industry view
There is less “Leading & Deciding” in There is more “Enterprising &
Banking and Finance than there is in Performing” in Banking and Finance
the Global Benchmark than there is in the Global Benchmark
SHL Banking & Finance Benchmark
50
SHL Global
Top Talent 25
Benchmark
0
© SHL 2012
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12. A banking story
3 The organisation view
Bank A Bank B SHL Banking & Finance Benchmark
50
SHL Global
Top Talent 25
Benchmark
0
Leading & Supporting & Interacting & Analysing & Creating & Organising & Adapting & Enterprising &
Deciding Cooperating Presenting Interpreting Conceptualising Executing Coping Performing
© SHL 2012
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13. A banking story
3 The organisation view
Bank A was in the upper quartile globally
for profits for 2010
Bank B was also in an upper quartile ...
... for customer complaints
Bank A Bank B SHL Banking & Finance Benchmark
50
SHL Global
Top Talent 25
Benchmark
0
Leading & Supporting & Interacting & Analyzing & Creating & Organizing & Adapting & Enterprising &
Deciding Cooperating Presenting Interpreting Conceptualizing Executing Coping Performing
© SHL 2012
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14. SHL Talent Analytics
What’s in the SHL Database?
• 80+ million data points
25 million every year
• 30 countries
• 37 industry sectors
• 31 business functions
• 5 job levels
Each customer engagement is based on a subset of this data depending
on the clients talent-related questions……
© SHL 2012
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15. SHL Talent
Evaluating effectiveness by candidate source Analytics
can be used to
compare
• Direct candidates appear stronger on five dimensions1
recruiting sources
• Candidates supplied by agencies fall short of the benchmarks
for Creating & Conceptualizing; Organising & Executing; and
Enterprising & Performing2
Direct Applicants
% Top talent Agency Sourced Applicants
SHL Banking & Finance Benchmark
50
1
1
1 1
2
1
2
25
Note: Benchmark for all applicants against
0 the banking and finance industry globally.
Leading & Supporting & Interacting & Analyzing & Creating & Organizing & Adapting & Enterprising &
Deciding Cooperating Presenting Interpreting Conceptualizing Executing Coping Performing
© SHL 2012
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16. Capability profile through the SHL Talent
Analytics
recruitment process can be used to
evaluate
This recruitment process is screening out Leading & recruiting
Deciding and Enterprising & Performing strength… stages
• Is the focus on acquiring talent that “delivers” high
enough among recruitment decision-makers?1
• The biggest step change is occurring in your
assessment centres; look here first
Overall process effectiveness: Competency Applicants
Invited to Assessment Centre
Interviewed
% Top talent
Hired
50
SHL Banking & Finance Benchmark
25 1
1
Notes: Benchmark for all applicants reaching each
stage in the recruitment process against the banking
and finance industry globally. Where bars increase
0 across stages, stronger talent is being acquired.
Leading & Supporting & Interacting & Analysing & Creating & Organising & Adapting & Enterprising & Where the bars decrease across stages, the level
Deciding Cooperating Presenting Interpreting Conceptualising Executing Coping Performing of talent is being reduced at successive stages.
© SHL 2012
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17. SHL Talent
Leadership Effectiveness Analytics
can be used to
evalute
• You have limited transformational leadership strength leadership
in IT which will limit the impact of technology on the potential
company strategy1
• Probable leadership/succession gap is confirmed by
this view
• Your IT group is probably overly focused on processes
and meeting targets2
Overall leadership potential SHL IT Leadership Benchmark
IT Leaders
At their best in a high profile role 1 1 1 At their best in a role where they can
where they can drive innovation frame, lead and deliver company wide
and change -3% -11% -17% strategy, working closely with and
influencing key stakeholders
-4% -3% -7%
Transformational
At their best when working in 27% 6% 14% At their best in a role responsible for
a well defined role with clear the implementation of processes and Note: Benchmark for all IT hires against
responsibilities and expectations the delivery of targets managers and professionals in IT functions globally.
Transactional See Appendix for definitions of leadership potential
implied by the 3x3 matrix
© SHL 2012
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18. SHL Talent Analytics Offering
Online
Application
Services Wrapper
Insight Report
Services Wrapper
© SHL 2012
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19. On-demand benchmarking
© SHL 2012
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20. Answering critical talent questions
SHL Talent Analytics provides rigorous and objective answers to
a broad range of talent-related questions, such as:
“At which stage(s) of “How does the calibre “What is the bench-
the recruitment of my graduate strength of my
process am I losing applicants compare to succession pool
my best candidates?” the market?” compared to the best
in the marketplace?”
“How strong is the “How does my “Where do I need to
managerial talent I leadership team stack focus the development
am recruiting up against others in of my managers to
compared to industry my sector?” raise them above the
sector benchmarks?” industry standard?”
© SHL 2012
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21. Thank You
ray.glennon@shl.com
© SHL 2012
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