Insight Driven - Talent Management Unbundled

1

If you are viewing this in Slideshow mode, please use the “up” and “down” arrows on your keyboard,

or left-clicks using your mouse, to proceed through this material.

Press “Esc” at any time to exit.

These Slides are best viewed in PowerPoint slideshow mode.

Talent Management Unbundled

Strategic People Management & Talent Acquisition.

2

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.


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


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.


• 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


“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.


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:


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”


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.


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


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


SeniorLeadership


ExternalTalent

Resourcingpolicies & practices



Internal Talent


Succession Planning

policies & practicesKey RolesAnalysispolicies &practices

Underpinsall

often involves Competencies frameworks


Clusters’goals

Clusters’goals

Internal Talent


SeniorLeadership


ExternalTalent




Internal Talent


Succession Planning

policies & practicesKey RolesAnalysispolicies &practices

To provide information onthe demands and challengesand on the relative sizesof the organisation’s key roles.


Clusters’goals

Clusters’goals

Internal Talent


SeniorLeadership


ExternalTalent




Internal Talent


Succession Planning


PerformanceManagement

policies &practices


Clusters’goals

Clusters’goals

Internal Talent


SeniorLeadership


ExternalTalent




Internal Talent


Succession Planning



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


Clusters’goals

Clusters’goals

Internal Talent


SeniorLeadership


ExternalTalent




Internal Talent


Succession Planning


Assessmentpolicies &practices


Clusters’gals

Clusters’goals


Internal Talent


SeniorLeadership


ExternalTalent




Internal Talent


Succession Planning


To provide objective data on the capabilities, characteristics, aspirations,preferences and potential(organisational) of individuals.



Internal Talent


SeniorLeadership


ExternalTalent




Internal Talent


Succession Planning



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


Internal Talent


SeniorLeadership


Internal Talent


Succession Planning


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


Internal Talent


SeniorLeadership


Internal Talent


Succession Planning


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




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]


www.insightdriven.co.uk

mailto:[email protected]

Insight Driven - Talent Management Unbundled

Business

Transcript of Insight Driven - Talent Management Unbundled