Vlerick HRday 2013: Talentmanagement in KBC - Elly Kog

1. KBC talent management program
Vlerick HR day – June 2013

2. Two strands in talent management
Strategic workforce planning
Match demand - supply
Key functions
Succession planning
Leadership talent
Strategic expertise
Core competencies
Diversity
Career management
Strength-based development
and employment
Job crafting
Career counseling
Being in flow
Personal development plans
Personal coaching

3. Let’s consider this …
Inclusive approach
Succession planning is outdated before you’ve even
finished it. You have to look broader than the current
top players and focus on actual data of the whole
personnel pool.

4. Let’s consider this …
Transparency
Career management without transparency is leading
us nowhere except in divergent directions.

5. Let’s consider this …
Dialogue
The voice of the customer in talent management is
twofold. Meeting the business needs regarding
workforce planning without hearing the aspirations of
the workforce itself is counterproductive in the long
run.

6. KBC goes4talent step by step
strategy processes
culture leadership
HR talent
management
mission

7. Convince top management
The importance of ‘manager led development’
Employees reporting to managers who are effective at
manager-led development have
• 25% higher performance levels
• 40% higher retention levels
• 37% higher satisfaction levels
• 29% higher commitment
• 8% more willing to adapt to change
Investing in talent development costs money;
not developing our employees’ talent costs fortunes.
Returns from the past offer no guarantees for the future.
We invest in talent, with the opportunity of future returns.
Talent development is in essence ‘risk management’.
Managing talent, leadership development
& strategic workforce planning are
considered as most critical issues by
senior managers worldwide
We will be
confronted with
talent scarcity. In
2020, we have a
shortage of 15% to
meet the growing
retirement outflow.
ROI !

8. Our vision

9. All activities related to the identification, development and
deployment of our internal talents, focused on reconciling
organisational objectives and individual aspirations of our
employees (i.e. achieving business targets through optimal
use of talents).
We combine a planning component (the right person in the
right job) with a strength-based component (helping all
employees grow to their fullest potential)
Our definition of Talent Management

10. What’s specific in our talent
management approach?

11. Our process: a flux from macro to
micro level and back

12. Asking the right strategic questions
as a starting point

13. Talent leadership: every manager
should be a talent manager …

14. … using the tools provided for
identifying, developing and deploying
talent
Yearly performance evaluation
Assessment centers
My Talent Scan & Talent Box
Career Development Talk & support
Personal Development Plan & guide
Job catalogue & job agent
My Profile & talent search engine
Talent
identification
Talent
development
Talent
deployment

15. A culture of empowerment &
accountability
PERSONAL DEVELOPMENT PLAN

16. Getting into action by measuring:
from micro to macro
Apart from data on micro level we need consolidated data in order to
determine appropriate action on macro level. These data originate from
different sources (existing SAP personnel data, performance evaluation,
talent round input, My Profile, …). We foresee management reports on
talent data.

17. In 2012, a representative sample of KBC employees evaluated the actual
development and career coaching practices of their managers. We use
this survey as a baseline measure.
Getting into action by measuring:
having a good baseline measure
Survey in co-operation with KU Leuven & Lessius

18. Supporting tool for
managing talent
data
High impact skill
training for managers
‘Supporting your employees’
development’
Tools for managers
and employees
PERFORMANCE
Open Talent Days
Job aids and
testimonials
Training our HR
business partners in
supporting the line
How do we make this a reality?
HR supports

19. For more information on our talent management program:
Elly Kog – General manager Talent Management – elly.kog@kbc.be
Ann Gevers – Leadership & Talent Development expert – ann.gevers@kbc.be