allocating t & d resources

8/12/2019 Allocating T & D Resources

1/23

Allocating T& D resources

based on contributions


2/23


3/23

Purpose of segmentation

Increase the ratio of top performers toaverage or poor performers

Increase bonuses for top performers to

reward or create incentives for betterperformance overall

Reduce unwanted turnover

Close skill gaps or correcting skill mix Attract enough employees

Reduce surplus employees


4/23

Potential criteria for segmentationCategory Sample composition

Strategic Impact StrategicCore

Requisite

Non-core

Performance & Behavior Performance ratingsTurnover

Measurable performance

Organization unit/job family Job gradeFunction

Subunit

Skill/competence profile TechnicalSocial

Managerial

Demographics EducationAge, genderlocation

Employee value & preferences Security vs growthSocial vs individual

Part time vs full time


5/23

There can be more than one criteriadepending upon the problems &organizational situation


6/23

Determining segments that requireanalysis

Problems to be addressed

Criticality of employee segment & thefirms business strategy

Talent mgmt software


7/23

Matching segmentation purpose &criteria

Criteria Increasingratio of topemployees

Morerewards fortopperformers

Decreasingturnover

Closingskill gap

Inability toattractemployees

Reducingemployeesurplus

Strategicimpact

High H H H H H

Performance & beh

H H H M H H

Org.Unit/jobfamily

M M H H H H

Skill profile H M M H H H

Demographics

L L H L H M

Employeevalues &preferences

M M H L M L


8/23

Case

Name : Sibson consulting

Problem: Skill mix

Segment criteria : practice area,consultant level, competence byconsulting offering

Services:

Leadership performance & rewards Employee effectiveness

Sales & mktg effectiveness


9/23

Consultant

Associate

Consultant: Not specialized, helps in all

Senior consultant : Specialize in one ortwo practices & so staffing needs

Principal


10/23

Solution

Practice leader identified competenciesneeded to perform work associated withmajor offerings of practice & estimated

revenue for next year

Data collection- about level of competencefor each practice

Self rating

Others


11/23

Desired Vs actual capacity

Choke points/ gaps for competent staff

Revenue gaps & surpluses Outcome: Surplus or staff required


12/23

Optimizing your investment in

your employees


13/23

ROI of talent mgmt

Productivity & profitability growth

Companies aim to increase ROI onactivities that companies are engaged in &implied ROI on underlying assets reqd. toperform those activities e.g. human capital


14/23

Talent portfolio mgmt

Talent allocation

Talent deployment

80/20 problem Sales force= 100

Client = 1000

If 20 Sales people- $80 million Revenue per sales person =$4


15/23

Sales model

Transactional- market coverage & focuson price & volume

ConsultativeCustomer needs &relationship mgmt skills

Training to change to consultative model-but failed


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Talent deployment

Identify & mgmt of optimal talent portfolioto implement a cos strategy

To increase ROI- Improve ability to:

Proactively identify no., type & quality of talentrequired to execute business strategy

Effectively attract, retain, develop & leverage

the talent through its talent relationship &talent performance processes.


17/23

Framework for making talentportfolio decisions

2. Human capitalcritical success factors

3. Optimal talentportfolio

1.Operating model &operating objectives

4. Optimal TM processes


18/23

Defining optimal talent portfolio-TYPE of talent

E.g. global electronics mfrer

Study to understand current & anticipatedfuture business environment- change in

law, increasing competition, lower pricingpressures, increase in raw material costs

Determine what changes are requd in

strategy, operating model, objectives etc-new product devp, operation, brand mgmt,customer relationsHUMAN CAPITAL


19/23

Talent needed to be determined on activityactivity basis

Type of talent reqd.

Not reqd

Talent segment/ roles compose type of

talent


20/23

Framework for identifying talenttypes


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22/23

Defining optimal talent portfolio-Number

Driven by budget requirement & annualoperating plan vs type of talent reqd

Only current employee demographics

Segmented along talent lines of function orlevel vs focused on what specificsegments are most/least critical


23/23

Sizing the portfolio

Current view- characteristics & capabilitiesof current

Dynamic- how behaving

Strategic- requirement of future portfolio

allocating t & d resources

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