Critical Talent Pipelines Web Seminar


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Critical Talent Pipelines Web Seminar presented 3rd May 2012 by Susan Graeme and Chris Phillips of Taleo

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Critical Talent Pipelines Web Seminar

  1. 1. AGENDA14:00 - 14:05 Welcome Susan Graeme, Marketing Director, Taleo14:05 - 14:40 Critical Talent Pipelines Research 2012 Chris Phillips, VP Marketing, Taleo14:40 - 14:50 Q&A Chris Phillips, VP Marketing, Taleo TALENT INTELLIGENCE
  2. 2. Taleo’s Social Community Taleo Event Hashtag: #TalentPipelines Taleo, Talent Intelligence Community
  3. 3. Critical Talent PipelinesChris Philips, VP EMEA Marketing, Taleo
  4. 4. Critical Talent LandscapeTA L E N T I N T E L L I G E N C E
  5. 5. Changing size of the workforce in 2012 Expected change in size Expected number of people leaving of workforce in 2012 voluntarily compared to 2011 Decrease Lower Higher 20% Increase 21% 22% 30% Stay the No change same 57% 50%Q1. How do you expect the overall size of your workforce to change in the next 12 months?Q2. Do you expect the number of people leaving the company voluntarily over the next 12months to be higher or lower than the previous 12 months? TALENT INTELLIGENCE
  6. 6. Ability to grow is the main concerns for companies94% of companies define some roles within their organisation as critical Yet only 60% are fully confident they have the best people in the right places to drive growth… 40% are not TALENT INTELLIGENCE
  7. 7. Importance of visibility of talent needs and gaps Extremely important Important All sectors 64% 31% 95% Financial services 71% 29% 100% Pharmaceutical 69% 28% 97% Construction / manufacturing 75% 21% 96% Retail / wholesale 66% 30% 96% IT / technology 63% 32% 95% Public sector 57% 37% 94% Hospitality / leisure 60% 33% 93% Business services 52% 41% 93%Q20. How important do you think it is for companies to have visibility oftalent needs and gaps for critical roles and plan accordingly? TALENT INTELLIGENCE
  8. 8. What are the Critical Roles?TA L E N T I N T E L L I G E N C E
  9. 9. Identifying the most critical roles Pharmaceutical and Impact on business efficiency 60% construction / manufacturing (69%) share the strongest Direct financial contribution 45% view on efficiency Indirect financial contribution 37% Impact on company brand image 36%Market insight into services most valued by customers 31% 10% of companies say they don’t know how to identify the most Through quality talent intelligence / data 31% critical roles – rising to 22% amongst public sector organisations Other 3% Q23. How do you know which are your critical roles? TALENT INTELLIGENCE
  10. 10. Most critical roles for driving future growth* % rating as critical (4 or 5 out of 5) Finance & legal professionals 62% Customer service 58% Technical & IT professionals 58% Marketing professionals 51% Sales professionals 48% Production staff 47% R&D 42% Administrators 36% “Without them, the actual operational service that we provide wouldn’t happen efficiently and our customer satisfaction would decline and we would lose business” – HR Director of an energy company cites the importance of senior technical engineersQ21. More specifically, which of the following job functions do you consider to be critical roles within yourcompany in terms of driving future growth? Please rate on a scale of 5-1 where 5 is “extremely critical” and 1 T A L E N T I N T E L L I G E N C Eis “not at critical”*Asides from HR professionals
  11. 11. Critical roles that are difficult to fill% rating as critical (4 or 5 out of 5) Technical & IT professionals 32% Finance & legal professionals 24% Sales professionals 23% R&D 22% Marketing professionals 22% HR professionals 22% Production staff 15% Customer service 11% Administrators 10% Q21. More specifically, which of the following job functions do you consider to be critical roles within your company that are difficult to fill? Please rate on a scale of 5-1 where 5 is “extremely difficult to fill” and 1 is “extremely easy to fill” TALENT INTELLIGENCE
  12. 12. Critical skills quadrant: all sectors Technical / IT NON CRITICAL SPECIALISTS CRITICAL SPECIALISTSMore difficult to fill Finance / legal R&D Sales HR Marketing NON CRITICAL GENERALISTS CRITICAL GENERALISTS Production Customer service Administrators More critical roles TALENT INTELLIGENCE
  13. 13. Closing the GapsTA L E N T I N T E L L I G E N C E
  14. 14. Effectiveness at managing critical talent pipelines % saying they are effective (4 or 5 out of 5)Match high performing individuals with critical roles 68%Identify critical roles within the business based on business goals 66%Fill talent gaps either through development or recruitment 61%Determine gaps between available and needed talent 56% Identify risk of losing critical employees 54% Q24. How effectively is your company currently able to do the following? Please use a scale of 5-1 where 5 is “extremely effectively” and 1 is “not at all effectively” TALENT INTELLIGENCE
  15. 15. Building a Critical Talent Strategy…Identify Critical Roles, and Define Current and Future NeedsUnderstand Inventory of Internal TalentDetermine Target Mix of Internal vs External Recruitment Define and Nurture Pools of Internal Talent Through Development, Mobility and Retention Plans
  16. 16. Building a Critical Talent Strategy… Track Development Progress, Promotion and Turnover RatesDefine Pools of Existing External CandidatesMeasure and Refine Continuous Sourcing /CRM StrategiesMeasure Health of Internal and External Talent Pools on a Regular Basis
  17. 17. Critical Talent Pipelines – IHG Case Study
  18. 18. IHG Today Size Purpose• Worlds largest hotel operator bynumber of rooms (over 658,348 rooms)• 4,480 hotels• Across nearly 100 countries• 345,000 extraordinary people•Pipeline 1,144 hotels with 180,484 rooms Strategy Business Model•To build the hotel industry’s strongest • Franchising (85%)operating system focused on the biggest • Managing (14%)markets and segments where scale reallycounts • Owning (1%) 18
  19. 19. Business Drivers for Critical TalentKey Drivers:• 1,144 hotels in the development pipeline• 256,000 hires to make over the next 3 years• To understand who IHG’s internal talent are, where they are and what they would like to do• Increase awareness of opportunities within IHG• Consistent global approach to internal moves 19
  20. 20. ApproachThe main approaches are:• Talent Review process• Performance Review process• Global People planning process• Internal Moves Guiding Principles• Global Careers Weeks 20
  21. 21. Careers Week• Started in April 2010• Held twice a year• Aimed at Global Owned and Managed hotels and corporate offices• All levels and bands• Weeks awareness and local activity to promote career opportunities and development with IHG• Increase awareness of• Increase understanding of application process• Drive applications through the web site• Give a consistent global message with regards to career opportunities 21
  22. 22. Tangible Business Benefits• During Careers Week in April 2012 over 4,700 internal people created or updated their profiles• Employee engagement responses increased for the question “I can find out about and apply for other opportunities within IHG” to 85% in 2011• In 2011 we saw the following increase in % of roles filled internally Corporate Roles 44% (+33pp) GM Roles 71% (+10pp) Hotel Roles 12% (+5pp)• Savings on recruitment and training costs by not sourcing externally 22
  23. 23. ADDITIONAL RESOURCESTaleo Research BlogIHG Prepares for Growth by Focusing on Critical Talent PipelinesTaleo White PaperCritical Talent Pipelines in 2012 TALENT INTELLIGENCE
  24. 24. Questions?TA L E N T I N T E L L I G E N C E