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