Talent Management

Ray Rowlings

MRJ Consulting

About me• Consultant, trainer, author and tutor• Specialise in management and leadership

development • 11 years experience in this area• Help organisations identify, develop and retain

‘talent’• Design and deliver development programmes

for Chartered Management Institute• Chartered Manager Assessor and Panel Chair• Personal tutor and mentor for MBA students for

Henley Management College

Overview of the briefing

1. What is talent management?

2. Why is it important?

3. What does the research suggest needs to be done?

4. How are organisations managing talent?

5. What are the 5 key processes?

6. How could this work for our organisation?

CMI ResearchTalent Management- Maximising talent for

Business Performance

http://www.managers.org.uk/research-analysis/research/current-research/talent-management-maximising-talent-business-performance

You can download the executive summary for free

Just type in ‘Talent Management’

1- What is talent management?

Some definitions

• Talent management is the additional management processes and opportunities that are made available to people in the organisation who are considered to be ‘talent’ (CMI)

• Usually high performance/high potential is ‘talent’ with leadership focus

• But not exclusively it may also be critical skills, stable performers or plateau professionals

• Talent could = organisational capability, need a future pipeline of appropriate skills to fill key positions (CIPD)

• Talent = ‘technical experts’ (CIPD)

Who are they?

Talent Matrix

Source: CIPD www.cipd.co.uk

2- Why is it important?

Some facts and figures• Between 40-70% of all senior execs will become eligible

for retirement in next 5 years at most major corporations (Ashridge)

• UK= 50% of organisations have some form of talent management system (CMI)

• 84% of UK managers want to be considered high potential (CMI)

• 31% of UK managers feel their current appraisal system is capable of identifying high potentials (CMI)

• 60% of UK managers agree that those identified as high potential were expected to be become senior managers/partners (CMI)

3- What does the research suggest

needs to be done?

Strategic Perspectives on Talent ManagementStrategic Perspectives on Talent Management

Perspectives on Talent Management

Process = use people management processes to optimise development and deployment of talent

Cultural = belief that talent is most critical factor for success

Competitive = keep talent away from the competition (consultancy/PR agency)

Developmental = Accelerate the development of high potentials (ambition rules ok)

HR Planning = Ensure right people in right jobs at the right time

Change management = Talent management used to drive change

3 key focus areas

• Defining talent

• Developing talent

• Structures and systems

18 Operational Dimensions18 Operational Dimensions

Defining TalentDefining Talent

Developing TalentEffectiveness of delivery methods for developing talent

• In house development programmes 95% • Internal secondments 91 %• Coaching 87%

• Action learning sets 75%• External secondments 69%• Succession planning 62%

Source: CIPD Survey reflections on talent management 2006

Structure and systems to support talent managementStructure and systems to support talent management

A framework for developing a Talent Management SystemA framework for developing a Talent Management System

4- How are other organisations

managing talent?

Gordon Ramsay Holdings

• Focus on developing talent not recruiting it

• Talent Mobility

• Talent spotting carried out by line managers

• Talent= Creativity

• Financial incentives and sabbaticals

• Developing internal Talent= Less costly and risky

Source: CIPD Talent Strategy Management & Measurement 2007

5- What are the key 5 processes?

The 5 key processes

• Attracting & Recruiting

• Developing

• Motivating

• Appraising

• Retaining

Attracting & recruiting talent

“…(it) hinges on fit with the job…”

• Can deal with the mental demands of the position and enjoy the work

• Have the necessary skills to do the job

• Are comfortable with the demands of the environment and people they work with

‘Superior’ producers fit their jobs and:

Developing and motivating talent

360° Review Process

• Motivates behavior change

• Builds Skills

• Measures improvement

• Part of Strategic Plan

• Process or Event?

360° Review ProcessManagerDirect Report

Direct Report

Direct Report

Peer

Peer

Peer Manager Boss

ProfilesCheckPoint360°CompetencyFeedbackSystem

Identify development ‘gaps’

Option – Qualifications

• CMI offer Management and Leadership Qualifications from Level 2 (Team Leader) through to Level 7/8 (Senior Manager)

• Flexible approach• Range of options including

– Awards (1 unit) – Certificates (2 or more units)– Diplomas (9 units)

Level 7 Senior manager

Qualifications- Considerations• Time commitment

– Award (35 hours, 1 month)

– Certificate (50 hours, 3 months)

– Diploma (260 hours, 12 months)

• Assessment– Assignments (reports)

– Tests (exams)

– Projects

– Presentations

– Professional discussions

• Support required– Costs (direct and indirect)

– People (Boss, colleagues, team, family, friends, CMI network)

Appraising talent

Retaining talent

Compare progress

Option - Chartered Manager

• Two routes to award– Online submission– Professional discussion

• Both require completion of online 360 degree questionnaire (boss, colleagues, team)

• Both require examination of ‘Impact’- making a real (measurable) difference in your role

• Both could require examination of your CPD • Both require ‘corroboration’• Entry qualifications (Level 5 Diploma or equivalent)

Chartered Manager- Focus on Key Skills

Leading People Managing Change Provides clear purpose and

direction Encourages others to be creative

and innovative

Inspires trust, respect and shared values

Identifies opportunities for change and development

Communicates clearly and succinctly

Scopes, plans and drives change

Develops and supports individuals and team members

Manages others through the change process

Resolves problems and conflicts with positive outcomes

Takes account of stakeholder issues

Adapts leadership style to take account of diverse situations

Consistently applies strategic thinking

Chartered Manager- 3rd Year Renewal Process

• 2- 4 hours work

• 10 questions- 2 sections, Business impact and CPD

• Business impact- demonstrable difference last 3 years

– Measurements

– Leading people and Managing change skills

– Evaluation of approaches

• CPD

– 3 activities linked to CMgr skill areas

– Reflection on how applied

– How has this helped?

– 12 month plan for CPD

6- How could this work for our

organisation?

10 Recommendations

1. Align Talent Management strategy to specific business requirements

2. What perspective is most relevant?

3. Use the 18 dimensions to shape

4. A talent culture needs to be developed

5. Talent management can complement diversity initiatives by ensuring equality of opportunity and transparency of selection criteria

10 Recommendations

6. Consider the culture of your organisation and attitude to risk

7. Offer differentiated and tailored development routes- helps engagement

8. Consider how you are going to measure ROI?

9. Central ownership is important- align with strategic objectives

10. Integrate with HRM processes

Thank You• Find out a little more about the latest Talent

Management assessment and development tools www.mrjconsulting.co.uk

• Free sample reports• Free assessments• Contact Ray Rowlings• Tel 01858 575896• Email ray@mrjconsulting.co.uk