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