Windsor Conference Has Hr Learned From The Past Mtim 1010
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The document discusses challenges in talent management for the future. It argues that while the economic crisis will subside, a talent shortage crisis will remain. Organizations must balance short-term cost cutting with long-term talent retention strategies to ensure future success. Looking ahead, talent management will become more complex and individualized as diversity, flexible work arrangements, and engagement of different generations all grow in importance. Technology will also transform how organizations interact with and develop talent.
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Windsor Conference Has Hr Learned From The Past Mtim 1010
- 1. MARC TIMMERMAN EXECUTIVE DIRECTOR TALENT MANAGEMENT EMEA HAS HR LEARNED FROM THE PAST ? WHAT WILL IT TAKE IN THE FUTURE ?
- 2. The Mosquito & the Nudist Colony
- 3. Anno 2009
- 4. How many crises can the mind of a CEO handle simultaneously ?
- 6. THESE TRENDS ARE RECESSION PROOF CHANGE IN WORKING POPULATION
- 7. There is a paradox between short term cost savings and longer term talent requirements
- 9. HR PRIORITIES: DOWNSIZE, BUT KEEP TALENT ENGAGED
- 11. KEY HR ISSUES IN 2009 ENGAGING AND RETAINING TALENT WHILE RIGHT-SIZING
- 13. Anno 2010
- 14. Are we facing a hiddenTsunami ?
- 16. Are you ready to play Musical Chairs ?
- 20. HR ISSUES & RISKS FOR THE FUTURE My “Capita Selecta”
- 24. THE BIGGEST INJUSTICE IS THE EQUAL TREATMENT OF PEOPLE WHO ARE NOT THE SAME
- 25. CULTURAL CAREER MODELS : HISTORY ? Anglo-Dutch Model Germanic Model Latin Model
- 26. BE BETTER IN HIRING “SUPERSTARS” & GROW YOUR OWN “SUPERSTARS” T E S T I N G Experienced External Influx Zero- Measurement Period Entry Level Controlled ZigZag Management Period Junior & Mid Career Senior Mgmt Career Track Top Exec Track BUYING SUPERSTARS 80 / 20 rule Final Admission Assessment Senior Mgmt Development Centre Junior Mgmt Development Centre Young Graduate Assessment
- 27. PUT YOUR CRITICAL PLAYERS IN CRITICAL ROLES Talentship (Boudreau) High High Low Low X Y A Z B Impact Complexity High Potential Good Performer
- 31. THANK YOU FOR YOUR ATTENTION AND JUST REMEMBER … “ The certainty of misery is better than the misery of uncertainty”
Editor's Notes
- THE HIT BECOMES A GLOBAL HIT WHERE ALL ECONOMIES ARE AFFECTED
- IT IS KEY TO CONSIDER THE BIG PICTURE
- THESE TRENDS ARE RECESSION PROOF THEY ARE FUELLING LONG TERMS SHORTAGES IN THE WORKING POPULATION IN ALL REGIONS OF THE WORLD Comments MT : A shortage of 24 million people in the EU Workforce expected by 2035
- THIS SURVEY GATHERED REPRESENTATION FROM ALL REGIONS GLOBALLY
- Over the course of the last 12 months, the priorities of HR professionals in major organisations across the globe have changed significantly. Unsurprisingly, right-sizing is a top priority in each region surveyed, but it is a positive sign of growing HR maturity that this instinct to restructure and downsize (see below) is balanced by an increasing focus on talent management Our perspective: Companies must be careful not think in a linear way about reducing headcount; rather they need to take a close look at which people should stay. The results of our study show a high importance placed on talent engagement (2nd priority, mentioned by 23% of businesses across Europe, 23% in Asia, 29% in ANZ, 18% in NA). Organisations do try to balance the psychological effects of the downsizings on their workforce. The next phase of the crisis may see HR leaders placing even more emphasis on organisational development (3rd priority, mentioned by 18% of organisations across in Europe) and people development (4th priority, 17% of business in Europe) as organisations become aware that they have lost critical skills or re-deployed people into new roles that they do not yet have the appropriate skills to fulfil. Consequently, companies should attempt to reassess their talent mix sooner rather than later and focus their attention on top performers, high potentials, and ‘irreplaceable’ employees. Some organisations are maintaining headcount but the challenge is finding sufficient work for employees. We are seeing a number of companies investing in competency development programmes to make available time more productive.
- Organisations are very resourceful in carrying out their HR initiatives to weather the economic storm. These include a strong focus on measures accompanying cost cutting initiatives, such as outplacement Other areas in strong focus include talent development programmes This multifacetted approach also indicates that organisations try to balance short term cost cutting, with longer term initiatives like strategic hirings and development programs (EU). The high personnel turnover rates in Asia are countered by talent development programs. Comments MT : The delta shows that there are major differences in HR initiatives when comparing 09 to 08 ! Downsizing : up 51 points in UK and 56 points in CE Strategic Hirings : up 39 points in UK, up 53 points in NA, up 68 points in Asia Talent Development : up 78 points in Asia Assessment : up 36 points in UK, up 57 points in Asia, up 45 points in ANZ
- Primary challenges are the retention of key staff and maintaining employee engagement. In Europe, after right -sizing, retention of key talent was listed as the second top challenge (17%). US/Canada companies are split between workforce optimisation and retention (26% each). In Asia, talent engagement (16%), attraction of key talent (16%) and upgrading the competency skills of employed people (13%) are still key concerns. In ANZ, retaining key talent (30%) is the top concern, then talent engagement (16%) US/Canada companies are split between workforce optimisation and retention (26% each). They are conscious of the potential impact that layoffs may have on the rest of their staff and are concerned about engagement and retention of the employees who remain. As seen in the increase in Corporate Social Responsibility (CSR) as a strategic HR initiative, these organisations are focusing on retention initiatives such as CSR programmes as a way to engage their people. In Asia, talent engagement (16%), attraction of key talent (16%) and upgrading the competency skills of employed people (13%) are still key concerns. This is partially due to the structural lack of specialist skills in the region. Job-hopping is more common in Asia than in other regions as people continue to look for growth opportunities and higher pay. Asian organisations are also looking ahead in anticipation of future organisational needs. In Australia/New Zealand, talent engagement is a top concern (16%), after retaining key talent (30%). As previously explained, HR people fear they are going to lose some of their best people through restructuring and recognise the need to have specific plans to retain top performers. Comments MT : Word of Warning : There is a cause-and-effect relationship between retention and engagement : Retention is the result of an active policy towards increasing / maintaining talent engagement and not vice versa !
- Our perspective: As companies reduce staff, key talent becomes available and sought after. Where they have an opportunity to secure exceptional talent due to market circumstances, we have seen hiring freezes thaw. The depressed market sees organisations preying on competitors’ highly skilled and experienced talent, who are difficult to recruit during better economic times. Companies need to address how to retain and engage this talent once on board. Star performers are, however, often staying put, because they are uncomfortable moving to an organisation that is unknown to them. A-players also prefer a participative leadership style (cfr. “High Potentials : The Competitive Edge in your Organisation”, 2007, Marc Timmerman & Charlotte Sabbe). Most Important Comment : Insecurity of your total remaining workforce will lead to disengagement, anxiety and even anger. Having a plan and communicating this to the workforce will have a securing effect on many of them. Not communicating a plan will have the same effect as having no plan, a possible disconnection of a large part of your workforce, just when you need their engagement most. Organisations have the opportunity to cull less effective employees from their work force while retaining an efficient organisation. A certain level of turnover can be beneficial for companies – the challenge is, of course, finding the correct level. This strategy can easily become counter-productive if handled badly. Other possible comment : Generation Y (young potentials) are finding out for the first time in their life, that the system can be stronger than the individual. They are seeking help and advice from their elders, in order to reduce the feelings of insecurity.
- Segment talent “One size fits all” no longer applies to HR. HR must learn to mould talent management offerings to meet the needs of different employees. The requirements of someone with high potential are not necessarily the same as those of an irreplaceable professional. HR needs to learn from Marketing : “Segmenting Talent pools”. Draw up a special competency profile for identifying your high potentials at an early stage in their career. Pre-selection of High Potentials : clear criteria and processes are crucial. Retain Key Players and put them in Key Roles. Set up specific challenges and engagement-systems for each segment.