Академический Документы
Профессиональный Документы
Культура Документы
Goethe
Talent consists of those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer-term by demonstrating the highest levels of potential.
Talent management is the systematic attraction, identification, development, engagement/ retention and deployment of those individuals who are of particular value to an organisation, either in view of their high potential for the future or because they are fulfilling business/operation-critical roles
CIPD working definitions
Research shows that outstanding performers typically deliver four to six times more performance than average (whether salespeople, surgeons, software developers or any other role) Selecting or developing just one outstanding performer has huge impact on overall performance Identifying what differentiates outstanding performers from average can be used to:
Coach and develop less effective performers Inform the succession planning process Produce a template to inform selection of outstanding performers (as opposed to average) Massively leverage organisation performance ie shift the whole curve to the right
Poor
Average
Outstanding/ Talent
Performance
The best way to persuade Senior Management of the value of Talent Management is to put a Value on that talent (ROI)
The current uncertain economic climate makes the effective and strategic management of talent more not less important. It is likely that whatever the economic backdrop, organisations will continue to prioritise recruiting scarce talent and identifying, developing and managing talent throughout the business
Chartered Institute Personnel & Development
DRIVER
THINK ABOUT
FOCUS
Alignment goals & roles Succession Planning Monitor performance alignment Use dashboard analysis
Businesscritical needs
Restructuring
Keep close to talent & address concerns e.g. talent who might leave Ensure knowledge/client networks base built /maintained Optimise current talent Grab external talent now if you can afford it - seed bed the future talent pool
55% are developing more in-house talent 45% are focusing on essential development 43% are continuing to recruit key talent 35% are increasing their focus on employee retention. However, only 51% felt that managers are equipped to tackle the challenges of managing talent in a downturn
CIPD Survey
Inclusive
Exclusive Groups
All employees are potential talent More appropriate for small professional organisation
Low aspiration model Less competitive/fit for purpose Reasonable proposition? May turn off real talent Any new process required? Easier to implement/less impact
HRPD Associates 2009
1. Define Talent
4. Manag e
1. Define Talent
6. Evaluate
2. Identify
Process Design
Process Revue
4. Manage
Development experiences
Development workshops Business Schools/Universities Challenging Project teams
4. Manage
Performance Management Workforce & Succession Planning Talent Panel Review Coaching & Mentoring
Career Planning
Process Design
2.
3. 4. 5.
6.
7. 8. 9.
10. Mobility/cross functional transfer levels within talent pool? 11. ???
10
Process Design
Design Preparation
1. 2. Create a Talent Management Panel from engaged senior management and ensure one senior manager with sufficient authority has overall responsibility Develop a lexicon of definitions and terms to use in relation to Talent Management
3.
4. 5. 6.
Clarify and agree how you will evaluate success, monitor and improve the process
Decide on whether it is an Inclusive or Exclusive all staff in talent pool or a subset of mission critical roles/ people -If Exclusive then how will you maintain morale of anybody excluded Clarify how the process will be linked to current and future strategic direction Agree how it will be embedded into corporate culture driven and supported from the top
7.
8. 9.
10. Consider reviewing and deploying a specific software package for talent management and/or generate a talent audit/register to capture the level of your talent
11
Define Talent
1. Define Talent
4. Manag e
Defining Talent
1. 2. 3. 4. 5. 6. 7.
Clarify strategy to inform identification of mission critical roles in the future Whether Inclusive or Exclusive start with small group, ideally senior management
12
Identify
1. Define Talent
4. Manag e
Identify
1. 2. 3. 4.
Develop a protocol and train line management in Talent Identification Ensure that identification and nurturing of talent is recognised as a key line management responsibility Generate a set of agree criteria by which Talent can be identified Conduct a risk analysis eg where criticality is a function of eg
Strategic importance Size of job Difficulty and cost of replacement Unique skill sets, technical knowledge Holding large network/client base
5. 6.
Conduct informal or formal assessment of mission critical role holders or of potential talent pool groups Generate Talent database (see Talent Management Software)
13
HRPD Associates
Define Talent
Evalua te
Attrac t/ Identif y
Devel op Mana ge
Retain
External - acquire 1. 2. 3. 4. 5. 6. 7. Use staff as talent scouts to identify external potential talent Set up bounty bonus processes to recognise successful talent scouting Be prepared to take on outstanding external talent even when there is no pressing immediate need to seedbed potential future Continue to receive and process speculative applications, with key focus on potential talent identification Keep register with permission of speculative applicants (data protection) Regularly contact high potential speculative applicants and keep them informed of possible employment Invite speculative talent applicants in for tour of the organisation show them you genuinely care
8.
9. 10.
Focus on improving on-boarding process from setting up meetings with key staff to having formal onboarding coaching and mentoring process
Establish the real reason why on-boarding talent left previous role/was dissatisfied and look to ensure this doesnt recur in your company Conduct in-depth discussion at monthly frequency with new talent to identify and address any concerns and seek feedback to improve on-boarding process
14
HRPD Associates
Define Talent
Evalua te
Attrac t/ Identif y
Devel op Mana ge
Retain
Leadership: how people feel about the head of the company and its most senior managers. Personal growth: to what extent people feel stretched by their job. My manager: peoples feelings towards their day-to-day managers. My company: feelings about the company people work for as opposed to the people they work with. My team: peoples feelings about their colleagues. Wellbeing: how people feel about stress, pressure and the balance between their work and home life. Giving something back: how much companies are thought to put back into society and the community. Fair deal: how happy staff are with their pay and benefits.
HRPD Associates
15
1. Define Talent
4. Manag e
http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/best_100_tables/
2009 1 2 3 4 5 6 7 8 9 10
HRPD Associates
2008 (1) (15) (7) (14) (8) (4) (11) (9) (12) (13)
Employer KPMG Bourne Leisure American Express Services Europe Marriott Hotels International Mott Macdonald Sytner Group PricewaterhouseCoopers Morgan Stanley UK Deloitte Atkins
Sector Audit, tax and advisory services Hospitality and leisure Travel and financial services Hospitality and lodging Multi-disciplinary consultancy Prestige car retailer Professional services Financial services Professional services Engineering consultancy
16
Attrac t/ Identif y
Manage
Devel op Mana ge
Retain
Manage
1. 2. 3. 4.
Hold regular Talent Panel reviews to monitor and report on progress of any identified talent Generate formal career planning processes and succession planning for key talent roles - Identify and address gaps in potential successors Ensure performance management becomes a genuine performance development and coaching opportunity Revue remuneration regularly to ensure that talent role holders remain well remunerated relative to potential sources of poaching
5.
6. 7. 8.
HRPD Associates
Define Talent
Evalua te
Attrac t/ Identif y
Devel op Mana ge
Retain
HRPD Associates
18
Evaluate
1. Define Talent
4. Manag e
Evaluate
1. Review progress against success factors agreed at design stage 2. Use a dashboard approach - assign a red, amber or green light flag for talent to enable quick identification of potential problems 3. Check retention levels and monitor absence levels regularly 4. Conduct employee satisfaction surveys 5. Explore whether there is a positive correlation between Talent ranking and performance 6. Review how do participants feel about the process and use feedback to improve 7. What is working well and what needs to improve 8. Establish and review benchmark performance against competitor organisations in terms of employer of choice
HRPD Associates 19
Coaching is about helping talented people to recognise and release their potential Coaching is the central performance lever for all successful Sports Professionals Coaching is core to most key aspects of Talent Management:
Selection and On-boarding Helping line management to develop talent
HRPD Associates
1. 2. 3.
Talent Management needs to be driven by, dovetail, align with and enable strategy Common, shared and understood definitions and purpose for the Talent Management Programme, including an agreed lexicon of terms The process needs to be genuinely bought into and driven by the senior team and there should be a Talent Management Panel and a single individual with overall responsibility for the process not a part-time role Coaching is central to Talent Management and there should be a programme of coaching which identifies and deploys the best coaches to support the TM process It may be supported by HR but needs to be seen as being owned by the organisation and not an HR driven initiative It is fundamental to recognise that there is much more talent untapped in the organisation than has been historically recognised and that a key feature is to identify and release that value TM needs to be both formal and informal, embedded in the culture Line management need to accept and actively support the process There needs to be a clear and transparent system for tracking/monitoring the performance and development of talent Any abuse of the system or attempts to undermine it must be dealt with strongly
21
4. 5. 6. 7. 8. 9. 10.
HRPD Associates
Contact us at
22