Introduction to strategic integrated talent management

1. Strategic Talent Management Bringing talent together 1 Dr D Young/ hrpd.co.uk/ 2009

3. Integration for higher performance levels

4. Maverick talent or team playing high achievers

5. Aligned focus and goals achieved through co-operation2 Dr D Young/ hrpd.co.uk/ 2009

6. Selection On-boarding & Exiting Recognition & Reward PERFORMANCE & METRICS Strategy Structure & Roles EXTERNAL PRESSURES & OPPORTUNITIES Integration Learning & Development Leadership, Culture & Climate Succession & Career Planning Feedback 3 Dr D Young/ hrpd.co.uk/ 2009

8. Financial constraints

9. Buyer’s market for how long…

10. Uncertainty

11. Mobility

12. Generation X expectations

13. Baby boomer early retirement

14. Current availability of talent

15. Mergers & Acquisitions

16. Increased competition

17. Social networking4 Dr D Young/ hrpd.co.uk/ 2009

19. Clarify the primary purpose and anticipated benefits from Talent Management

20. Strategy needs to inform aligned / fit for purpose talent structure and roles

21. Leadership needs to demonstrably value talent

22. Talent must be seen as a line responsibility rather than HR initiative

23. Creation of a culture which attracts, retains and motivates talent

24. Development of a climate which enables talent to be nurtured and release value5 Dr D Young/ hrpd.co.uk/ 2009

26. Clarification of metrics

27. Active talent scouting

28. Talent audit and register

29. Use of predictive talent competency models to inform selection

30. Optimum tools to assess and identify talent

31. Rigorous on-boarding support for talent to “hit deck running”

32. Formal exit analysis to address retention problems6 Dr D Young/ hrpd.co.uk/ 2009

34. Highly customised and configurable reward schemes

35. Regular and rigorous competitor benchmarking

36. Retention incentives & absence monitoring

37. Significant investment in Personal development

38. Explicit celebration and recognition of talent

39. Reward linked to talented team performance7 Dr D Young/ hrpd.co.uk/ 2009

41. Customised to fit individual needs and learning styles

42. Partnering with Universities and Business Schools

43. Use of alternative on-line delivery vehicles

44. Learning and development perceived as high value activity

45. Use of succession planning to inform experience opportunities

46. Highly experienced talent coaches and mentoring programmes8 Dr D Young/ hrpd.co.uk/ 2009

47. Succession & Career Planning Focus on mission critical roles Rotation of talent to maximise exposure Targeted career planning and reviews Competency career routing Shadowing senior staff Clarify transition processes and responsibilities Opportunities to work in customer and client organisations 9 Dr D Young/ hrpd.co.uk/ 2009

48. Integration Integration is an active process not an emergent property Key strategic drivers need to inform the integration process Some of the elements may be more heavily weighted than others Someone needs to be held accountable for integration and evaluated against benefit accrual Review any potential conflicts between the elements of the Talent Strategy and operations 10 Dr D Young/ hrpd.co.uk/ 2009

49. PERFORMANCE & METRICS If you can’t measure it, you can’t manage it Informs the Talent Management Panel Metrics need to be robust and transparent Look to develop a return on investment model Talent dashboards to enable regular monitoring Needs to formally link back to process improvement Metrics focus may need to shift in line with strategic shifts 11 Dr D Young/ hrpd.co.uk/ 2009

50. Identification Selection On-boarding & Exiting Recognition & Reward PERFORMANCE & METRICS Strategy, Structure & Roles EXTERNAL PRESSURES & OPPORTUNITIES Integration Learning & Development Leadership, Culture & Climate Succession & Career Planning Feedback 12 Dr D Young/ hrpd.co.uk/ 2009

51. Thanks, hope it’s been useful… Thanks for viewing this introductory slideshow We have significant experience in the range of Talent Management processes We are based in the UK Contact us:Dr Doug Young HR Performance & Development Email: dy@hrpd.co.uk Web: http://www.hrpd.co.uk 13 Dr D Young/ hrpd.co.uk/ 2009