Talent Management CMI Event
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17-Oct-2014 -
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Transcript of Talent Management CMI Event
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 [email protected]