Strategic Talent Management

Strategic Talent Management : 

Strategic Talent Management Bringing talent together 1 Dr D Young/ hrpd.co.uk/ 2009

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Creating a vision for the future Integration for higher performance levels Maverick talent or team playing high achievers Aligned focus and goals achieved through co-operation 2 Dr D Young/ hrpd.co.uk/ 2009

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PERFORMANCE & METRICS Integration Strategy Structure & Roles Leadership, Culture & Climate Succession & Career Planning Selection On-boarding & Exiting Recognition & Reward Learning & Development EXTERNAL PRESSURES & OPPORTUNITIES Feedback 3 Dr D Young/ hrpd.co.uk/ 2009

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Global talent market Financial constraints Buyer’s market for how long… Uncertainty Mobility Generation X expectations Baby boomer early retirement Current availability of talent Mergers & Acquisitions Increased competition Social networking EXTERNAL PRESSURES & OPPORTUNITIES 4 Dr D Young/ hrpd.co.uk/ 2009

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Premature transaction design before Strategy clarification is a common problem Clarify the primary purpose and anticipated benefits from Talent Management Strategy needs to inform aligned / fit for purpose talent structure and roles Leadership needs to demonstrably value talent Talent must be seen as a line responsibility rather than HR initiative Creation of a culture which attracts, retains and motivates talent Development of a climate which enables talent to be nurtured and release value Strategy Structure & Roles Leadership, Culture & Climate 5 Dr D Young/ hrpd.co.uk/ 2009

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Internal lexicon to describe talent and programme Clarification of metrics Active talent scouting Talent audit and register Use of predictive talent competency models to inform selection Optimum tools to assess and identify talent Rigorous on-boarding support for talent to “hit deck running” Formal exit analysis to address retention problems Selection On-boarding & Exiting 6 Dr D Young/ hrpd.co.uk/ 2009

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Ensuring total remuneration is competitive Highly customised and configurable reward schemes Regular and rigorous competitor benchmarking Retention incentives & absence monitoring Significant investment in Personal development Explicit celebration and recognition of talent Reward linked to talented team performance Recognition & Reward 7 Dr D Young/ hrpd.co.uk/ 2009

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High level Talent Management Panel Customised to fit individual needs and learning styles Partnering with Universities and Business Schools Use of alternative on-line delivery vehicles Learning and development perceived as high value activity Use of succession planning to inform experience opportunities Highly experienced talent coaches and mentoring programmes Learning & Development 8 Dr D Young/ hrpd.co.uk/ 2009

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Focus on mission critical roles Rotation of talent to maximise exposure Targeted career planning and reviews Competency career routing Shadowing senior staff Clarify transition processes and responsibilities Opportunities to work in customer and client organisations Succession & Career Planning 9 Dr D Young/ hrpd.co.uk/ 2009

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Integration is an active process not an emergent property Key strategic drivers need to inform the integration process Some of the elements may be more heavily weighted than others Someone needs to be held accountable for integration and evaluated against benefit accrual Review any potential conflicts between the elements of the Talent Strategy and operations Integration 10 Dr D Young/ hrpd.co.uk/ 2009

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If you can’t measure it, you can’t manage it Informs the Talent Management Panel Metrics need to be robust and transparent Look to develop a return on investment model Talent dashboards to enable regular monitoring Needs to formally link back to process improvement Metrics focus may need to shift in line with strategic shifts PERFORMANCE & METRICS 11 Dr D Young/ hrpd.co.uk/ 2009

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PERFORMANCE & METRICS Integration Strategy, Structure & Roles Leadership, Culture & Climate Succession & Career Planning Identification Selection On-boarding & Exiting Recognition & Reward Learning & Development EXTERNAL PRESSURES & OPPORTUNITIES Feedback 12 Dr D Young/ hrpd.co.uk/ 2009

Thanks, hope it’s been useful… : 

Thanks, hope it’s been useful… Thanks for viewing this introductory slideshow We have significant experience in the range of Talent Management processes We are based in the UK Contact us: Dr Doug Young HR Performance & Development Email: dy@hrpd.co.uk Web: http://www.hrpd.co.uk 13 Dr D Young/ hrpd.co.uk/ 2009