Post on 28-Dec-2015
Talent Pipeline Conference 2011A global perspective
Delivering the workforce of the futureMaking the most of your people30th March 2011
Talent Management: Prevailing assumptions
Background 1997 McKinsey publish ‘The War for Talent’ establishing the
dominant assumption of scarcity 2005 onwards growing awareness of Talent Management as
a distinct aspect of strategic HR capability and driver of sustainable organisational performance
2006 Ashridge is commissioned by public and private sector organisations to map the talent management territory
2007 TM research published– Executive summary available at www.ashridge.org.uk
2008 Financial crisis begins – job losses escalate and talent slips off the agenda
2011 economic recovery – back into battle or a phoney war?
Evolution of talent management
Headless Chicken Bureaucratic Supply Chain
• Anticipate noneeds
• Make no plans to address needs
• Then panic…
• …and hire like mad
• ….then fire when you have too many
• Complex models for forecasting and succession planning
• By the time the plan “pops” out someone else has captured the talent….
• Make & Buy to manage risk
• Adapts to uncertainty in talent demand
• Improve ROI on Talent Development
• Preserve investment by balancing Employer & Employee interests
Source: adapted from Cappelli & Richardson, 2008
TIME
Action research with global talent: What have we learned? Faulty assumptions underpinning TM strategies
– high potentials = 27- 40 years old; globally mobile; educated in the west– Individuals who don’t rock the boat or are ‘mini me’ versions of current
senior executives– Talent pools filled with high performers not future potential
63.5% of global talent have left their organisation because they were ‘under challenged or bored’ so we are not using what we already have
Where shortages do exist organisations need to look across the supply chain – influencing the education to employment transition more proactively
– Programmes to encourage school children to study subjects that will equip them for STEM roles
– Post graduate industry based learning to close the gap
Broader definitions of talent – actively manage the transition from leader to elder
Alternative talent perspectives: emerging market female employees
Source: Hidden Brain Drain Task Force, 2010
Social, Cultural and Political Context
CareerMotivation
(organisation specific)
PotentialPerformance
Global Talent Identification
What is Global Talent wanting from organisations?
Co creation: why does no-one ever ask me? I want to contribute to making TM what I need to really thrive in this organisation
Recognition and support with particular cultural challenges – daughter responsibility; solo travel
Real work: action learning, projects Access to speak truth to power: mentoring by culturally
aware talent friendly senior colleagues Peer support A recognition that Talent Management is a dynamic process
– What works at HQ is not necessarily what is right for the rest of the world
Talent Management
in Action
EmergentHigh
Potentials
Talent Development
High Potential
Departures
Talent Reviews
EmergentTalent
Requirements
Performance Potential
Motivation
Talent IdentificationTalent
Pools & Succession
PlansRedundant Talent
Requirements
Talent Management as Dynamic Process
Source: adapted from Pidgeon & Moncrieff, 1999
Global Talent Summary Where organisational strategy meets individual choice
Explore , identify and articulate the assumptions underpinning your TM strategy– Are you talent blind?
Ensure your TM strategy is aligned to your organisational purpose and delivery outcomes
Talent identification – what are you measuring? Past performance or future potential?
Recognise TM is dynamic and relational – be curious and keep talking
Co-create your TM strategy with the Talent you identify – involve them in their own future
Be aware of your own cultural blindspots