Measuring the Success of Talent Management

Take our 20 best people away and I can tell you that Microsoft would become an unimportant company
Confidential and Proprietary

Overview
What impact does Talent Management have?

How is success measured?

Can technology be an enabler for managing the talent pool?

Table discussions on local application

2 2009 Right Management.

Right Management
Part of Right Management Consultants Inc / Manpower Group of Companies Global leader of talent and career management consulting services (worlds largest provider of outplacement services) Over 300 offices in 52 countries, speaking 42 languages

Over 2500 employees and 6000 associates

Public and private sector focus Experience of partnering with the NHS

3 2009 Right Management.

Hewitt Survey Oct 08

90% of CEOs declare that Talent is top of their agenda but ..
Only 17% say the Talent strategy is aligned with business strategy

Most agree that CEO is accountable for succession but only 7% hold managers / 10% hold senior managers accountable
70% do workforce planning but only 15% as part of a Talent strategy

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Hewitt Survey Oct 08

Less than 10% say they
measure the effectiveness of Talent Management programmes

track the quality of the talent over time

use quantitatively frameworks to align human capital investments with the business strategy

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Impact on Engagement
There are career opportunities at my organisation
The Engaged employee 70% agree 10% disagree

The Disengaged employee 26% agree 45% disagree

3,434 UK employees Right Management Global Benchmark Study - Jan 09

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Best-in-Class
Higher commitment & accountability for Talent Development
Leadership walks the talk*

Depth & consistency of Practices

Talent Management is a top priority Talent reviews & succession planning are institutionalised Processes are integrated across units, geographies & population segments

Progressive and innovative practices Progress and success is measured

Good to Great, Why some companies make the leap and others dont. Collins, Jim. Harper Business. 2001
8 2009 Right Management.

Levels of success the context for NHS

Situational
Regional visions of leadership
Organisational readiness Enabling culture

Tactical
Identify the demand and supply of leaders
Development interventions carried out Movement of talent across organisational and regional boundaries

Outcome
Increased supply of leaders
Higher percentage of clinical leaders More representative of the communities the NHS serves
(esp BME, Women, People with disabilities)

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Some examples of Talent Management Metrics

Size of succession pipeline (number of potential successors per position) Percentage of leadership positions filled from the succession pool Quality of succession candidates (number of successful placements)

Quality of leadership appointed

Time to-take-charge Attractiveness of Leadership Brand (retention of specific pools) Diversity of pool Percentage of cross-unit & cross-functional moves Employee perceptions of the organisation

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Talent Pools
Targeted Talent Pool Candidates Highly effective

P E R F O R M A N C E

4
High Professional

7
Adaptable Professional

9
High Potential

2
Future High Professional

5
Reliable Performer

8
Future High Potential

1
Less effective Low Performer

3
Inconsistent Performer

6
Possible Future High Potential

Less agile Source: Lominger Research Institute.

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POTENTIAL

More agile

Talent Pools - benchmarks

Targeted Talent Pool Candidates Highly effective

P E R F O R M A N C E

5 10%

5 10%

5%

10 - 20%

45 55%

5%

1
Less effective

5 10%

5 10%

5%

Less agile Source: Lominger Research Institute.

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POTENTIAL

More agile

Talent Asset Management

Technology support

Confidential and Proprietary

Talent Identification

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Performance Profiling and Career Planning

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Succession Management

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Table Discussions
What will success of this programme look like? What will the success metrics look like at the situational, tactical & outcome levels?

What organisational behaviours will enable and/or inhibit the development of a robust Leadership Pipeline?

What is the role of the following in establishing and ensuring success metrics are in place and adopted

NHS London
Local Executive teams Local HR / OD Directorates

26 2009 Right Management.

Further information

Andy Lowe Practice Leader, Right Management UK andy.lowe@right.com Tel 020 7469 6672

27 2009 Right Management.