Creating a Holistic Approach to Talent Analytics: A Practical Session

What are the critical components for success?

Dr Amanda Potter

27th October 2015

www.thetalentgene.com

Welcome

.

www.thetalentgene.comwww.zircon-mc.co.uk

379 interviewees contributed to three years of research, some of the organisations included:

Allied Health Care Group Ltd. Halfords PRS for Music

Power Alstom HSBC Coventry Building Society

American Express IG Group Travis Perkins

British Gas / Centrica Inchcape Shipping Services SEGRO

CACHE Invensys Siemens

CSR Plc Iron Mountain Sportingbet

E.ON Jardine Matheson Swanswell

Eversheds KPMG Thomson Reuters

Eversholt Rail Group Land Lease 3™

Genzyme Nationwide Building Society Trader Media Group

Global Payments BAE Venture Finance

Greater Manchester Fire Service PHCG Wolseley UK

VW Financial Services Fujitsu News UK

Anglo American Barclays Travis Perkins

Pearson English MOD BP

Royal London Sodexo M&G

Travis Perkins Hovis HS2

The Research

Many organisations do not start with a clear definition of Talent or a clear Talent Strategy (even fewer have an Analytics Strategy)

Talent Strategies are not consistently applied orcommunicated across the whole organisationand as a result the Talent Strategy is notembedded in employees’ mind-set

Only 20% of organisations openly communicate their Talent Strategy

What % of organisations measure the ROI of their talent practices??

Organisations focus on talent has increased overthe past three years and they need to increasetheir focus over the next three years to remaincompetitive and drive ROI

Effective execution and communication of aTalent Analytics Strategy is a route to moreinformed Talent discussions at Board level

Talent Strategies are responsive to externalmarket conditions, but they do not show howthey are different from their competitors

78% are responsive to market conditions

28% use TM to show how they are different to their competitors

28%

72%

0%

50%

100%

Yes No

Does your talent model show you are different from your competitors?

When designing your Talent and Analytics Strategy

Adopt a Strengths Approach

Untie Performance & Potential

Use Multiple Assessment Points

Have a Clear Line of Sight

Have a Clear Model of Talent and Potential

Differentiate between Analytics and Metrics

Make the Connections

Be Clear on the Purpose Create an Agile Solution

Be clear on the purpose

Organisational Strategy

Talent Strategy

Talent Model

Competencies, Values, Skills

Talent Analytics

Have a Clear Line of Sight

A clear and structured talent model is the starting point for assessment and measurement

Our philosophy is that everyone is talented.

The question we should ask therefore is whether an individual has the BESTcombination of attributes for the future requirements of the organisation. Inother words, whether or not they have the potential fit for the current andfuture organisation.

Have a clear Model of Talent and Potential

Your organisation is uniqueImposing a standardised talent model will detract fromthat uniquenessWe therefore suggest that it must have its ownOrganisation Blueprint as the starting point

Tailor your talent management to match the organisationBEST Blueprint

Create an Agile Solution

Organisations encourage their Leaders tobe “Pragmatic” and “Innovative”. Peoplewho are “Pragmatic” are sensible andrealistic and make the most of their time.They draw upon previous experiences; andcarefully consider the consequences oftheir actions.

People who are “Innovative” arecreative, conceptual thinkers,considering new and novel ways ofworking, whereas “Pragmatic”individuals prefer to retain a moresensible or practical approach.

Make the connections

Organisations encouragetheir Leaders to be“Authentic” and unique.

They would also likeemployees to be“Compliant” and act in linewith the organisationalnorms and values.

Differentiate between Analytics and Metrics

Use Multiple Assessment Points

73% businesses are moving towards a strengths based approach to talent.

72% organisations encourage their leaders to identify their own strengths.

“Spiky” leaders invest time andeffort in becoming one of thebest within their area ofstrength, therefore, lessimportance is placed on theiraverage leadership strengths ordevelopment needs.

Adopt a Strengths Approach

A1 to

A3

Exceptional, emerging and future talent. Requires a particular focus for action planning.

B1 to

B3

Potential talent with development needs. Ensure retention and development strategies are in place.

C1

Valued Performer.

Ensure retention

strategies are in place.

D1 an

d D

2

Under or borderline

performer. Priority for

performance

management or

manage out decisions.

Untie Performance and Potential

Practical Exercise:Start to define your Organisation Blueprint

What are two main macro/external challengesfacing your organisation in the next 2-5 years?

What leadership skills, knowledge andexperience (Expertise) needed to respond tothose challenges? Pick your top 5.

What values (Tenets) are needed to respond tothe challenges? Pick your top 5.

How would you prioritise these based on yourorganisations strategy?

How I Deliver How I Lead How I Interact How I Think

Makes Informed Decisions

Delivers Projects and Results

BusinessDeveloper

Commercial Focus

OrganisesEffectively

Develops OthersCommunicates

with ImpactFinancially Aware

Safety Focused Manages RiskCreates Successful

NetworksInnovative and

Creative

Self-Starter Situational Leader Customer FocusSimples

Complexity

Technology Savvy Solves ProblemsInfluences and

Negotiates Effectively

Strategic Thinking

www.thetalentgene.com

How I Deliver How I Lead How I Interact How I Think

Accountable AspirationalCulturally Exclusive

Ambitious

Dependable Authentic Family Focused Bold

Enthusiastic Encouraging Expressive Compliant

Honest ProfessionalSocially

ResponsibleDriven

Integrity Proud Trusting Expedient

Structured Safe Vigilant Visionary

www.thetalentgene.com

Create your benchmark

How it is today? How it could be in the future?

How do you define talent? How could you look at talent and potential?

Do you measure your talent analytics or talent metrics?

How could you assess both your talent analytics or talent metrics?

Is your current model static or agile? How agile and fluid could your model be?

What tools do you use to assess talent and potential?

What tools could you consider?

Do these tools directly assess your talent requirements (e.g. BEST)

How can you improve the validity of the tools?

How do you differentiate between potential and performance?

How could you improve the measurement of both potential and performance?

How holistic and joined up is your talent analytic solution?

How could you take a more holistic approach?

Do you have a line of sight from the organisation strategy to the talent

programmes and events?

How can you create better line of sight and therefore stronger analytics?

Practical Exercise:

In Summary, when designing your Talent and Analytics Strategy

Adopt a Strengths Approach

Untie Performance & Potential

Use Multiple Assessment Points

Have a Clear Line of Sight

Have a Clear Model of Talent and Potential

Differentiate between Analytics and Metrics

Make the Connections

Be Clear on the Purpose Create an Agile Solution

ConclusionThe Critical Components for success include

Identify and define the talent strategy

Identify the MACRO and MICRO challenges

Research and define the talent model and BEST Fit requirements

Validate and agree

Identify the most suitable tools and events for talentassessment/development/succession/recruitment

Check for a clear line of sight / holistic solution

Identify and agree the talent analytics

Measure both talent analytics and metrics

Report, track and communicate on a monthly/bi-monthly/annual basis

Thank you

For further information about Creating a Holistic Approach to Talent Analytics

Please contact:

Dr Amanda Potter

+44 (0)208 645 0227

+44 (0)7740 684 184

amanda.potter@zircon-mc.co.uk