Talent Management has become one of 3 main concerns among top executives according to specialized research. The Document is the base of a Course which intends to show why Talent Management is so crucial today for Firms´ Differentiation and even for their Survival. Current trends and best practices to obtain competitive advantage by acquiring and engaging best people.
8. “TALENT is the
Most important ASSET in
Organizations.”
“Money is only a commodity
Talent is what make differece!
“Most Competitive Firms
are those capable to
Keep an ongoing renewing
stream of Talent”
Jesus Guerro
R
9. 40% of companies are reporting loss of personnel as ONE
OF THREE main concerns (SHRM)
38% of employers say lack of qualified talent results in the
major cause of productivity lost. (Aflac)
When companies select the top 20% most talented
candidates for a role, they frequently realize :
- 10% increase in productivity
- 20% increase in sales,
- 30% increase in profitability,
- 10% decrease in turnover and
- 25% decrease in unscheduled absences (Gallup)
Companies that increase their number of talented managers
and double the rate of engaged employees achieve, on
average, 147% higher earnings per share than their
competition (Gallup)
Jesus Guerro
R
12. 1.- CHANGING TRENDS
2.- EMERGING SKILLS
3.- GLOBALITY
4.- DIVERSITY
5.- VISIBILITY
6.- ACCESSIBILITY
(SOCIAL NETWORKS)
Jesus Guerro
R
13. “At General Electric
Managers spend 25%
of time supporting
Others´ Talent Development”
“Talent Management is not an
exclusive HR matter for longer
but one of most important
Managerial Skills
at any level”
Jesus Guerro
R
14. WHAT DOES
FAILING IN TALENT
MANAGMENT
MEAN
IN TERMS OF
ORGANIZATIONAL
COSTS?
Jesus Guerro
R
15. Total turnover in 2014: 15.7% of the workforce
(Compensation Force)
$11 billion is lost annually in USA due to
employee turnover (Bloomberg BNA)
Total voluntary turnover in 2014: 11% of the
workforce (Compensation Force)
Cost of replacing entry level employees: 30-50%
of their annual salary (ERE Media)
Cost of replacing mid-level employees: 150% of
their annual salary (ERE Media)
Cost of replacing high-level or highly specialized
employees: 400% of their annual salary (ERE
Media) ”
Jesus Guerro
R
16. When someone leaves
The Company
She/he makes a
Bleeding Hurt
The bleeding flow will
depend on:
- Influence
- Singularity
Jesus Guerro
R
17. Expected Vacancies Unexpected Outflows
- Expansion
- Retirement
- Promotion
- Mobility
- Layoff
GAP
Level of
Damage?
Internal External
- Team Role
- Informal Role
- Know How
- Value Sharing
- Customers
- Institutions
- Shareholders
- Partners
Uncertainty
Lack of control
Productivity fall
Sales/Shares Fall
Value
Lost
Profile
Singularity
TALENT
MANAGEMENT
Strategic Fit
Speed
HR
Search
Firm
BUSINESS
MANAGERS
AREA Region
Which First?
People
or Strategy?
ORG.
Layers
Jesus Guerro
R
19. 50% of organizations report difficulty recruiting
for full-time, regular positions over the past 12
months (SHRM)
42% of companies struggle to retain top talent
(CareerBuilder)
Only 34.1% of American workers are engaged,
49.5% of employees are "not engaged" and 16.5%
are "actively disengaged" (Gallup).
33% of leaders at organizations with 100+
employees are currently looking for a job at
another organization (Modern Survey)
Jesus Guerro
R
20. Only 45% of employees plan to stay at their jobs for at least
another year (MetLife)
1 in 3 workers will change jobs in the next 6 months (Saba
Software)
Only 47% of employees report feeling very loyal to their
company (Metlife)
28% of employees have considered leaving their employer
and moving to a competitor in the last 12 months (Mercer)
35% of employees report they will search a new job if they
do not receive a pay raise in the next year (Glassdoor)
33% of leaders at organizations with 100+ employees are
currently looking for a job at another organization
(Modern Survey)
44% of employees say they would consider taking a job
with a different company for a raise of 20% or less
(Gallup) Jesus Guerro
R
23. Higher workplace engagement leads to 37% lower absenteeism,
41% fewer safety incidents, and 41% fewer quality defects.
Employee engagement programs can increase profits by $2400 per
employee per year (Workplace Research Foundation)
Organizations that have over 50% employee engagement retain over
80% of their customers (Demand Metric)
An engaged employee costs $127.76 per month in lost productivity
due to unhealthy days, while an actively disengaged employee costs
$236.20 (Gallup)
Highly engaged employees are:
- 2.5 times more likely to stay at work late if something needs to be
done after the normal workday ends
more than twice as likely to help someone at work even if they don’t
ask for help
- more than three times as likely to do something good for the
company that is not expected of them
- more than five times as likely to recommend that a friend or
relative apply for a job at their company (Temkin Group)
u However: Only 55% of organizations have an explicit employee
engagement strategy (Edelman) Jesus Guerro
R
24. Belief in senior leadership is the strongest engagement
driver, growth & development is the second (Modern Survey)
32% of Companies have seen an increase in retention as a
result of increasing their educational requirements
(CareerBuilder)
Only 59% of employees say they can "grow and develop" at
their organization (Modern Survey)
Employees who believe their managers can highlight their
strengths are 71% more likely to feel engaged and
energized (The VIA Institute on Character)
Employees who are supervised by highly engaged managers
are 59% more likely to be engaged but only 27% of workers
strongly agree that the feedback they currently receive helps
them do their work better (Gallup)
The main factor in workplace discontent is not wages,
benefits or hours, but the boss (Gallup) Jesus Guerro
R
25. • THE VALUES OF NEW GENERATIONS!
• Only 29% of millennials are engaged at work, , 55% are
not engaged and 16% are actively disengaged (Gallup
• Millennial turnover costs the U.S. economy $30.5 billion
annually in US (Gallup)
• 25% of Millennials believe that staying at a job for seven
months indicates they're loyal; Boomers believe that
number is five years (Ultimate Software)
• 44% of Millennials say, if given the choice, they expect to
leave their current employers in the next two years
(Deloitte)
• 50% of millennials say they would consider taking a job
with a different company for a raise of 20% or less.
• 30% of them report that higher salary is the biggest
contributor to their loyalty, compared to 20% of the
broader workforce (Gallup)
• 42% of millennials say opportunities for career
progression is the most desirable quality in a workplace,
competitive, Wages, (34%), flexibility at job (24%) (PWC)
• Only about 20% of Millennials want to advance if it
means spending less time with their families / personal
lives (Boston College) Jesus Guerro
R
28. Acquisition means, Likely,
The most important
Stage in
Talent Management
Advanced Acquisition process
Is directly related with
Company´s Success
Talent attracts Talent
Jesus Guerro
R
31. WHY
COMPANIES USE
HEADHUNTING FIRMS?
- CONFIDENTIALLITY
- PRECISE NETWORKING
- REDUCING SCALE (FILTER)
- PROFESSIONAL ASSESMENT
- OBJECTIVITY
- AVOIDING “NO” ANSWERS
- EMPOWER BRANDING
Jesus Guerro
R
32. OPERATIONS
TECHICAL LEADERS
MID-MANAGEMENT
TOP-MANAGEMENT
C-LEVEL
BOARD
RECRUITMENT
- Managing Volume
- High Rotation
- Fast Process
- Broad Visibility
- Intuition
- Automation
HEADHUNTING
- Managing Scarcity
- Low Rotation
- Accuracy
- Patient Process
- Confidentiality
- Business Acumen
- Personal Approach
CHOOSING OUR PARTNERS
RECRUITMENT vs HEADHUNTING
SPECIALIZATION
- CRITICITY
- HARD SKILLS
- SCOPE
Jesus Guerro
R
33. 33 33
The 3-Steps Challenge in Acquisition Process
1.- Identification
2.- Attraction
3.- Seduction
By Accessing a Broad High-Quality
Networking
By Keeping a Personal
& Knowledgeable Approach
By Communicating our Client´s
Goals & Values
Jesus Guerro
R
34. TALENT MANAGEMENT – THE VIRTUOUS PROCESS
ORGANIZATION
- Determina,on
- Coordina,on
- Awareness
- Candor
- Emo,onal
Intelligence
- Intui,on
- Collaterals
HEADHUNTER FIRM
Business Acumen
Networking
Personal Touch &Track
Trust &ConfidenFal Client Insight
Premium Service Oriented - FiJng
IntuiFon
RECRUITING PARTNER
High Vol. Capacity àFront & Back Office
Pull of Resources – TesFng AutomaFon
Speed
Cost Driver oriented
Junior Profiles
AJtude
Sharpness
Wit , Punch
Empathy
CommunicaFon
Some SpecializaFon
Learning Curve
CollaboraFve
Senior Profiles
RelaFonships
Integrity
Know How
Full ExperFse
Affinity / InFmacy
CommunicaFon
Learning Curve
CollaboraFve
HR Business
Partners
Business Managers
Jesus Guerro
R
