www.talentintelligence.com

Talent Intelligence is a global leadership risk management company that solves it’s clients critical talentchallenges through the integration of external talent intelligence in key areas of succession planning, talentpipelining and competitive intelligence.

Talent Intelligence provides client stakeholders with the ability to include benchmarked external talent, andrelated actionable intelligence, against planned or unplanned changes in the structure, composition andperformance of their organisation.

Working with Talent Intelligence, our clients maintain a 360° field of vision over the marketplace. Our expertiseenables companies to:

• continuously map active and passive talent outside of their organisation• identify key players, top performers, and rising stars• network with, and build informal relationships with, high potential individuals• integrate those individuals into the workforce planning

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Succession IntelligenceSuccession Intelligence delivers accurate, timely and relevantbenchmarking of external talent against critical leadership positions.Our dedicated service delivery teams apply proven intelligencemethodologies, creative thinking and trusted advice on a continuousbasis to address and solve the risks and gaps in the succession planningprocess.

The key to our success is our ability to gain a deep understanding of thebusiness strategy, current and desired business context, andorganisational imperatives as they align and apply to best practisestrategic succession and talent management planning.

Pipeline IntelligencePipeline intelligence applies the succession planning model to genericjob families in your organisation. By engaging talent proactively andcontinually, a dedicated Intelligence Delivery Team will build pipelinesfor each mission critical job family, and support strategic growth. Thisongoing process enables our clients to fill vacancies and newly createdpositions quickly.

Competitor IntelligenceOur Human Capital Intelligence service provides our clients with theability to out-manoeuvre, out-wit and out-smart their competitors bypicking up, advising and reporting on critical business and/ororganisational questions as they arise.

Why partner with us?• To end the recruitment cycle of ‘need & react’

• To reduce the costs of traditional recruitment

• To reduce the time to hire

• To actively engage both active and passive talent

• To have a network of ready-now talent for planned and unplanned vacancies

• To engage with high potential ready - later talent on time

• To make intelligence led decisions

• To gain live intelligence and insights from competitors and marketplace

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Phase 1 – Market Mapping

• Tailored in consultation with the client, this will include names, job titles andresponsibilities

• TI will provide summary publicly available biographical information and contactdetails where available

• TI will meet with client to present this market mapping, and provide any requiredclarification

Phase 3 – Socialisation

• During Phase 3, our clients have the option to socialise with the most relevant of the profiled individuals

• TI will provide full assistance and follow up for the socialisation of the selected individuals

Phase 2 – Creation of executive profiles

• TI and the client will agree the individuals of interest for the creation of full Executive Profiles

• TI will hold confidential discussions focussed on career and future motivations withthese individuals. It will be highlighted that these are for succession planning purposesand TI will not reveal the client

• Presentation of profiles and additional Market Intelligence

Client focused, client engaged, active & passive talent

Competitor Intelligence

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business and specific roles to individuals, without the need to sell. In the same way that external talent can interact withbusiness heads without selling themselves into a live position. Categories typically covered in a socialisation meeting includepositioning, career, development, competency, motivation, mobility and market.

After the meeting our clients have:

• A clear picture of what the other person wants from their career / aspirations

• A sense of the challenges and developmental opportunities they are seeking, and how to use this to hook their interestshould a role arise

• Made a positive impression and enhanced their employer brand at a senior level

• Agreed follow up actions and a clear understanding of how to build the relationship

Our clients work with us for different reasons. Common to all isthe desire to build warm pools of external talent to minimise therisk and cost associated with an unplanned vacancy, or the risk ofnot having the talent available to support growth plans. A keycomponent to the Talent Intelligence approach is the building ofrelationships directly between the client and talented externalindividuals. This relationship is built during a ‘socialisation’meeting.

The primary focus of socialisation is to enable our clients to startmaking decisions on talent; which talent a client would like toeither interview for open roles, keep warm or develop into longerterm talent pools. As an informal meeting ahead of vacancy, ratherthan an interview, socialisation provides our client with anopportunity to position their business and specific position their

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ContextOur client, a division of one of the worlds largest multi national conglomerates, wanted to realise a major shift in their sales focus, and movefrom “selling boxes to selling solutions”. In order to stay a step ahead of their competitors, our client wanted sales people that were able tosee beyond the immediate focus of their traditional market and look at the entire P&L of their clients. To this end the required talent neededto be able to sell end to end solutions, bringing in the expertise of the wider group, to answer the full needs of an organisation.Having looked at their current sales population, our client realised it did not have the required solution sales expertise, and furthermore didnot feel that their competitors had the required expertise either.

ActionUnable to find Solution Sales talent within their extended networks, our client engaged Talent Intelligence on 2 projects. The first was acompetitive intelligence project to understand the sales models of their 2 largest competitors, to understand if they were correct in theirassumption and understand what their competitors were doing to drive future growth.In conjunction with this our client wanted to start building pipelines of the very best Solution Sales talent, with a lead time to hire of 6 – 18months. Following detailed implementation planning, agreeing the ‘key must haves’ and requirements of cultural fit, our client requiredTalent Intelligence to focus on mid to senior level expertise, and to populate their future talent pipeline with expertise from several noncompetitors but instead organisations well known for their experience and expertise in Solution sales. These comprised 2 of the worldslargest technology consulting organisations, 3 Systems Integrations organisations, and one of the worlds largest Consulting firms.

ResultsIn terms of the Competitive Intelligence project undertaken, the results confirmed our clients ‘hunch’ that their 2 main competitors had alack of Solution Sales expertise. It did however also uncover that both were planning to make similar moves towards a solution salesstrategy, but our client was ahead of the curve and needed to maintain momentum in order to maintain their position.In terms of building a pipeline of Solution Sales expertise for our client, Talent Intelligence has populated a pipeline of 21 solution salesexperts, pre-qualified and motivated to move. The profiles have been presented to the client, and socialisation is now a live process. To date7 have been socialised with key stakeholders, with 2 moving forward in the socialisation process to meet with the European Divisional CEO,before beginning a formal interview process.

Case study highlights

• Understanding competitor strategies and remaining a step ahead• Sourcing expertise ahead of strategic implementation

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ContextOur client, a major global property and construction firm, recognised how important diverse talent was to be their future success. They hadidentified that across their top three tiers of management they had a 13% female representation.

Their CEO recognised that their was a strong commercial argument for increasing the % of females within their business and set a target toachieve a 20% representation across their management teams by 2020.

ActionThere was a perceived lack of females in the construction marketplace, and so they engaged with Talent Intelligence to map and identify allsenior female talent within their competitors. The purpose of the exercise was to identify the talent available, to connect with the femalesin the industry and to benchmark these individuals against their existing teams and networks in the industry. This enabled them to arguestrongly that they could, and would, still hire the best talent, irrespective of gender.

ResultWorking with Talent Intelligence they have identified 804 females within their competitors who are ready for senior management roles.240 of these have been approached, and the company has now met and holds direct relationships with over 40 high profile, top talentfemales within their industry. For our client, this was about building a leadership team for the future that would deliver improvedshareholder return. Not about quotas, or tick boxes. Their CEO understood the business case for diverse talent. Critically, they have beenable to use this information to reflect the composition, structure and performance of their team, with real-time visibility of top femaletalent.

Case study highlights

• Ensuring diversity• Building relationships with external talent• Delivering strategy

Jon Salmon|Talent Intelligence|New Business EMEALevel 6, 6 Kean Street, London, WC2B 4ASP: +44 (0)20 7632 4464

M +44 (0)7816 666758E: jon.salmon@talentintelligence.comW: www.talentintelligence.com