insight driven - talent management unbundled
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Insight Driven's overview of Talent Management.TRANSCRIPT
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Talent Management Unbundled
Strategic People Management & Talent Acquisition.
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The following material
on the subject of Talent Management
is entirely original and is our own work.
It is based on our own practical experience as practitioners and consultants.
Strategic People Management & Talent Acquisition.
It is essential to clarify the specific meanings being given to a number of frequently used and important terms when they are being used in the context of Talent Management.
The meanings of terms - a persistent problem in the context of Talent Management
This is because some of the key terms employed in the context of Talent Management also get used frequently within “common parlance”.
In the context of Talent Management, however, such terms are given specific “technical”meanings that are different from their “common parlance” meanings.
Furthermore, sometimes when being used in “common parlance”, some of these wordscan stimulate quite strong emotions, deriving from personal values and beliefs around human capability and equality, inclusion /exclusion, “elites” etc.
e.g. “potential”, “high-potential”, “talent”, “capabilities”, “key people”, “key roles”.
Unfortunately, there is no universal, common view on what these specific “technical” meanings are.
Instead, each individual organisation or (thinker in the field) has to clarify (and reach agreement on) the meanings being given to the terms being used within their specific approach to Talent Management.
CAVEAT
Strategic People Management & Talent Acquisition.
What does the term “Talent Management” mean? (1)
It is widely believed that to maintain and strengthen organisational competitiveness/effectiveness
and to enable the delivery of any new activities/growth/change envisaged within strategic plans,
organisations have to try to employ capable, high-performing people in all areas.
Talent Management however, is usually more focused than this.
It is about trying to ensure the continual availability of a population of appropriately talented
and motivated people able to undertake and perform well in an organisation’s Key Roles.
This may include roles that do not presently exist, but which the organisation will need to create
in order to meet future challenges.
Strategic People Management & Talent Acquisition.
• Identifying and Understanding “Key Roles”
• Identifying and Understanding Individuals’ “Talent”
• Making judgments about Individuals’ “Potential” (in terms of Key Roles / Organisational Levels)
• Creating & implementing Personal Development Plans for people in the “Key Talent” population (and/or “Retention Plans”).
Underpinning essentials within any Talent Management Framework
Strategic People Management & Talent Acquisition.
“Key Roles”
A central aspect of Talent Management is that, given finite resources, the organisation has to decidewhich people in particular it should focus its efforts (and investment) on - in terms of attracting, developing and retaining them.
To enable it to make such decisions, the organisation needs to identify the set of “Key Roles” which are critical to its ability to maintain & strengthen competitiveness and to deliver its strategic goals.
It needs then to understand the demands of these roles and the skills and other characteristics neededby effective incumbents.
The driving logic is that the organisation should focus its efforts (and investment) on attracting, developing and retaining people who can perform these “Key Roles” effectively now, or who canreasonably be expected to be able to perform them in the near, mid, or long-term future.
“Key Roles” are: • senior leadership roles
• other “very high-impact” technical/specialist roles.
Strategic People Management & Talent Acquisition.
Overleaf is an overview diagram showing the various elements involved in:
a) reaching a sensible and ethical view about the capabilities and characteristics a person has (referred to as their “talent”)
b) reaching a sensible and ethical judgment about the probability of that person becoming capable of successfully undertaking “Key Roles” within the organisation at some given point in the future (referred to as their “potential”).
Coming to a view on an individual’s “Talent” and “Potential”
…. and based on this:
Strategic People Management & Talent Acquisition.
Judgment made about individual’scapacity for developing specificother capabilitiesand of performing well in future seniorleadership or other very “high-impact”roles – given certain development opportunities & activities.
Note:
Judgment on likelihood of suitable “Key Roles”or “Development Roles” becoming available takes place within Succession Planning process
Expressed in the form of a hypothesis
“if…………… then…………”
This hypothesis may or may not include statementsabout possible future roles.
“Inherent” characteristics
andcapabilities
Presenttechnical /
professionalcapabilities
Preferences Aspirations+++
Coming to a view on an individual’s “Talent” and “Potential”
(i.e. their potential future contribution to the organisation)
- “Temperament” (Achievement Drive, Resilience)- “Intellect” (Problem Analysis, Creative Thinking, Judgement) - “Emotional Intelligence” (Adaptive Influence, Empathy Personal Insight)- “Learning Drive”
Person’s goals& preferences
Person’s“Talent”
Person’s “Potential”
May be summarisedin a “Potential Rating”
Strategic People Management & Talent Acquisition.
What does the term “Talent Management” mean? (2)
The terms
• “Talent Management”
• “Talent Management Framework”
• “Talent Management System”
are also given to the set of “policy and practices clusters” that companies develop and utilise in order to identify, attract, retain and develop capable, high-performing people for their Key Roles.
It is now regarded as “good practice” for organisations to develop a Talent Management Framework.
The policy and practices clusters which can constitute a Talent Management Framework are discussed further below.
Strategic People Management & Talent Acquisition.
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”
Clusters’goals
Clusters’goals
Internal Talent
Identificationpolicies &practices
To have identified those peoplewithin the organisationwho are to be included
in the key talent population
SeniorLeadership
Developmentpolicies & practices
To have a highly skilled(world class?) and
collaborative senior leadership cadre
Internal Talent
Developmentpolicies &practices
To maximise the likelihoodthat staff in the key talent
population will learn and develop as needed in order to
continue to perform welland to fulfill their
(hypothesised) potential
Succession Planning
policies & practices
To have continual coverfor senior leadership roles
To have continual coverfor “very high-impact”
technical/specialist roles
To manage the availabilityof appropriate roles for key talent people as part of theirdevelopment and as an aid
to their retention.
Compensation & Benefits
policies & practices
To attract & retainkey talent people to maintain& strengthen competitivenessand delivery of strategic goals
To have cost effective employment
contracts
To attract & selectkey talent people to maintain& strengthen competitivenessand delivery of strategic goals
Clusters’goals
Clusters’goals
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
ExternalTalent
Resourcingpolicies & practices
Compensation & Benefits
policies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practicesKey RolesAnalysispolicies &practices
Underpinsall
often involves Competencies frameworks
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”
Clusters’goals
Clusters’goals
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
ExternalTalent
Resourcingpolicies & practices
Compensation & Benefits
policies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practicesKey RolesAnalysispolicies &practices
To provide information onthe demands and challengesand on the relative sizesof the organisation’s key roles.
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”
Clusters’goals
Clusters’goals
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
ExternalTalent
Resourcingpolicies & practices
Compensation & Benefits
policies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practices
PerformanceManagement
policies &practices
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”
Clusters’goals
Clusters’goals
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
ExternalTalent
Resourcingpolicies & practices
Compensation & Benefits
policies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practices
PerformanceManagement
policies &practices
To provide information on the contribution being made by staff and on their developmental progress, and to signify fairness and objectivity in assessingcontribution & performance
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”
Clusters’goals
Clusters’goals
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
ExternalTalent
Resourcingpolicies & practices
Compensation & Benefits
policies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practices
Assessmentpolicies &practices
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”
Clusters’gals
Clusters’goals
Assessmentpolicies &practices
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
ExternalTalent
Resourcingpolicies & practices
Compensation & Benefits
policies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practices
To provide objective data on the capabilities, characteristics, aspirations,preferences and potential(organisational) of individuals.
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”
Assessmentpolicies &practices
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
ExternalTalent
Resourcingpolicies & practices
Compensation & Benefits
policies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practices
PerformanceManagement
policies &practices
the continual availability of a
population of appropriately skilled and
motivated people to be able to fill
and perform well in “very high-impact”
(or “business critical”) roles.
Key RolesAnalysispolicies &practices
Underpinsall
Underpinsall
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practices
SOME COMPANIES CHOOSE TO VIEW ONLY SOME OF THESE CLUSTERS AS FALLING WITHIN THE SCOPE OF THEIR OWN PARTICULAR TALENT MANAGEMENT FRAMEWORK.
e.g. Company X sees it’s own Talent Management Framework as consistingof 3 key elements. And, it chooses not to see Compensation & Benefitsas an integrated part of its Talent Management Framework.
Element 2.“Optimisationof LeadershipPerformance”
Element 3.“Succession Management”
Element 1.“Identificationof LeadershipTalent”
ExternalTalent
Resourcingpolicies & practices
Internal Talent
Identificationpolicies &practices
SeniorLeadership
Developmentpolicies & practices
Internal Talent
Developmentpolicies &practices
Succession Planning
policies & practices
But, while Company X’s Talent Management Framework may have “only” have 3 elements, these also require the “underpinning” clustersshown in the centre in this graphic.
Element 2.“Optimisationof LeadershipPerformance”
Element 3.“Succession Management”
Element 1.“Identificationof LeadershipTalent”
ExternalTalent
Resourcingpolicies & practices
Assessmentpolicies &practices
PerformanceManagement
policies &practices
Key RolesAnalysispolicies &practices
Underpinsall
Underpinsall
Founding Partners:John Gemmill, MBA, MA (Hons)
Managing Director Mobile: 07983 [email protected]
Richard Palmer, MA
DirectorMobile: 07714 [email protected]
Strategic People Management & Talent Acquisition.
www.insightdriven.co.uk