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Sadie Harries

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Sadie Harries. Talent Management. What is talent management & why do we do it?. How do you do it & what makes it work?. Q&A. What are others doing & what is coming next?. How do you measure it to see if it works?. Q&A. What is it & why do it?. “…to retain our best people…”. - PowerPoint PPT Presentation

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Page 1: Sadie Harries

Sadie Harries

Page 2: Sadie Harries

Talent Management

What is talent management & why do we do it?

How do you do it & what makes it work?

What are others doing & what is coming next?

How do you measure it to see if it works?

Q&A

Q&A

Page 3: Sadie Harries

What is it & why do it?

“Its about getting the best out of people”

“It’s the way we develop people that are important to the organisation”

“…to help people perform…”

“…to retain our best people…”

“…to achieve the organisations goals…”

“Its how we manage our people, from start to finish”

Page 4: Sadie Harries

CIPD definition

· Talent consists of those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential.

· Talent management is the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business / operation-critical roles.

Page 5: Sadie Harries

What is talent?Lo

w

P

erfo

rman

ce

H

igh

Low Potential High

Problem Child

Trooper Golden Goose

Flatliner

Page 6: Sadie Harries

CIPD definition

· Talent consists of those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential.

· Talent management is the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business / operation-critical roles.

Page 7: Sadie Harries

What is talent management?Lo

w

P

erfo

rman

ce

H

igh

Low Potential High

Maintain

Improve

Enable

Support

IdentificationDevelopment

EngagementRetention

Deployment

Problem Child

Trooper Golden Goose

Flatliner

Attraction?

Attraction

Engagement? Development?

Retention?

Page 8: Sadie Harries

What is talent management?Lo

w

P

erfo

rman

ce

H

igh

Low Potential High

Maintain

Improve

Enable

SupportProblem Child

Trooper Golden Goose

Flatliner

Attraction DeploymentIdentification

DevelopmentEngagement

RetentionAttraction Deployment

DevelopmentEngagement

Retention

Attraction Deployment

DevelopmentEngagement

RetentionAttraction Deployment

DevelopmentEngagement

Retention

Page 9: Sadie Harries

What is talent management?

Differentiated

Management

Strategies

Page 10: Sadie Harries

Why manage talent?Knowledge

WorkersGreater

Individualism

New Psychological Contract

More Lifestyle Choices

Less Trust & Loyalty

Stronger Value Alignment

Greater Mobility

Flexible Working

Referent Power Balance

Ownership Internal Equity

Page 11: Sadie Harries

Talent Management

What is talent management & why do we do it?

How do you do it & what makes it work?

What are others doing & what is coming next?

How do you measure it to see if it works?

Q&A

Q&A

Page 12: Sadie Harries

How do you do it?

Greater Individualism

“Customer”Profiling

“Talent Pool

Segments”

Structure employment

arrangements

• Basic demographic characteristics, like location, gender, age and education / qualification level.

• Physiographical characteristics, like lifestyle preferences, personality and social class, spending habits, hobbies etc.

• Behavioral segmentation, like job history, participation in projects, taking on extra work etc.

Page 13: Sadie Harries

What makes talent management work?

IntegrationPl

anni

ng &

R

esou

rcin

g

Empl

oyee

R

elat

ions

Rew

ard

&

Rec

ogni

tion

Lear

ning

&

Dev

elop

men

t

Perf

orm

ance

M

anag

emen

t

Tale

nt

Man

agem

ent

Page 14: Sadie Harries

Plan

ning

&

Res

ourc

ing

Empl

oyee

R

elat

ions

Rew

ard

&

Rec

ogni

tion

Lear

ning

&

Dev

elop

men

t

What makes talent management work?

Integration

Performance Management

Talent Management

Page 15: Sadie Harries

What makes talent management work?

ManagementLess Trust & Loyalty

Personal Loyalty

Ethical Behaviour

Stretch & Develop

Managers Are The “Black Box”

Relationship = most significant factor

impacting willingness to

perform

EQ & Interpersonal Skills

Influence & Rapport

Page 16: Sadie Harries

What makes talent management work?

Management"...if employees' relationship with their manager is fractured, then no

amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel

about their relationship with the boss”

Engagement

Page 17: Sadie Harries

What makes talent management work?

Page 18: Sadie Harries

Talent Management

What is talent management & why do we do it?

How do you do it & what makes it work?

What are others doing & what is coming next?

How do you measure it to see if it works?

Q&A

Q&A

Page 19: Sadie Harries

Talent Management

What is talent management & why do we do it?

How do you do it & what makes it work?

What are others doing & what is coming next?

How do you measure it to see if it works?

Q&A

Q&A

Page 20: Sadie Harries

What are others doing?

• Highly skilled engineers• Expensive• WLB• Assisted self employment• Ownership• Resourcing models

• Survey – attraction reasons• Fun, challenge & community• Align organisational priorities.• Mgt competencies & networking• Management• Alternative working practices

• Gaming = core values• Redesigned performance & talent.• Multi player platform & points.• Attraction tactics.• Value alignment• Integrated practices

• High turnover.• Alumni network former emp’ees.

• Turnaround strategy.• Social talent devt.

Page 21: Sadie Harries

What is coming next?Concept of ownership

Networks & Partnerships

OD & structural resourcing implications

More choices & higher turnover

Alumni & re-attraction strategies

Measures are even more important

Work & home life converging

Expect lack of boundaries in

practices

Retain knowledge, not people

Collaboration & knowledge clusters

Knowledge management systems & CI

Population changes

In 2035…23% = >6518% = <16

Page 22: Sadie Harries

What Can You Do?

Revisit your talent management objectives / needs / areas of pain…

What could you do?

Page 23: Sadie Harries

Talent Management

What is talent management & why do we do it?

How do you do it & what makes it work?

What are others doing & what is coming next?

How do you measure it to see if it works?

Q&A

Q&A

Page 24: Sadie Harries

How do you measure it?

Talent Activity (Inputs)• No. of secondments.• No. of stretch projects.• Shared resource.• Internal mobility.• Level of perf. Mgt.• Collaboration projects.• Knowledge sharing activities.• Manager measures.

Business Measures• Time to promotion.• Income per head.• External awards.• Re-attraction rate.

Talent Results (Outputs)• Promotional exit.• Increase in performance.• Elevated re-attraction.• Survey results.• Level of discretionary effort.

Page 25: Sadie Harries

Summary

Copies of presentation are available on our stand

Email a copy of the information reports and talent management tools from CIPD Toolkit

Fill in a request form….

Know your talent & their expectations

Integration is essential

Managers are the

Black Box

Page 26: Sadie Harries

Talent Management

What is talent management & why do we do it?

How do you do it & what makes it work?

What are others doing & what is coming next?

How do you measure it to see if it works?

Q&A

Q&A

Page 27: Sadie Harries