Speaker: Mr. Marcel R Parker

1. Building Talent Pipelines

2. The War for Talent=The 100 Year
War!
 The BCG Study has established that Human Capital is
a MUST component for organizational success
 The old adage-cash is king-no longer holds true
 The Chief Talent Officer is now considered equivalent
to the CEO in importance
 Our formal education system is no longer ‘fit for
purpose”
 The skill gap is widening
 The war for talent continues relentlessly

3. POLL
 In the war for talent is the CTO equivalent to or more
important than the CEO?
 -Yes he is more important than the CEO
 -He and the CEO are equally important
 The CEO is the most important person in the
organization

4. Common to everything
 Identifying the right talent acquisition strategy
 Developing internal talent
 Striking the right balance between internal and
external talent

5. Make or Buy?
 Quickest and best way to achieve strong leadership-
make or buy?
 Buying is faster?
 Building internally is better?
 Will a blend work and if so at what levels?
 Is there a industry or domain specific pattern

6. POLL
 A relevant talent strategy for middle managerial jobs
for a 10 year old Co will have
 -60%Internal/40%Externals
 50/50 blend
 80Internal/20External
 90 Internal/10 External

7. Is there a right strategy?
 Complexity of skill requirement
 Forecasting needs
 Developing from scratch with academia
 Competition for skill acquisition
 Consistency of requirement flow
 Competence of hiring team
 Do we outsource-RPO?

8. POLL
 In the long run it is more productive to buy external
talent
 Agree
 Disagree

9. What will go into my strategy?
 Sourcing at different levels and linkage to succession
 Changes with business changes
 Geographical availability
 Short-term tactics vs long-term plans
 “the bench”
 Using the Welch technique-replacing the bottom 5%
 Structured process of acquisition
 Open-sourcing-a double-edged sword
 Campus and lateral hiring balance

10. Creating the Internal Talent Pool
 Source of sustainable resource for mission-critical
positions
 Gives opportunities for advancement to less
experienced persons to be evaluated fairly
 One of the main criteria for an Employee Brand and
Value Proposition
 Need for a integrated systemic approach to create
pipeline
 Accountability is of top leaders for the business growth
 Open-sourcing

11. Developing internal talent
 Succession planning for sustainability
 Should I share succession plans?
 Shadow boards
 Coaching and Mentoring as development tools
 The Learning and Development investments
 Diversity-Gender/Communities/Differently-abled/Alt
Sexuality/affirmative action/geographies-a new caste
system?
 Handling my ‘satisfactory” performers?

12. POLL
 My PMS must ensure that the bottom 10% performers
leave every year to ensure fresh talent annually
 Agree
 Disagree

13. Using Talent Intelligence
 Determining factor between growth and stagnation
 Develop intelligence for sourcing strategy
 Market mapping
 Buying data bases
 Ensuring internal HRIS’s are being used properly-
SAP/Oracle/PS?
 What is competition doing?
 Do we collaborate OR compete
 Getting the best out of your Search Partners-
converting them from Vendors to Business Partners

14. Social Media usage
 Do we really understand how to make it work for us
 From FB and Linked-In to Blogging/Tweeting/web
Enterprise 2
 Part of talent attraction /EB savviness

15. Employee REFERRALS
 Effectiveness
 The conscience-keepers
 Reward
 Building strong relationships with people you want to
hire
 Encourage employees to go out and recruit for you

16. The Employee Brand / EVP/Engagement
 Are these necessary
 How effective are they
 What really attracts an employee to work for an
organization?
 The ME factor –understanding Gen Y aspirations and
managing 3 generations in the work place
simultaneously

17. Some considerations in external
talent hiring
 Greater useage of psychometrics-who pays?
 Diversity and Affirmative Action-flavor of the month?
 Frequent job changers
 Mavericks-remember Ricardo Semmler?
 Internal vs external compensation parity
 Herd or Group Hiring-”Me and my team from my
previous organization”

18. POLL
 Psychometrics should be the sole determinant of
measuring a person’s abilities whilst hiring externally
at middle and junior managerial levels
 Agree
 Disagree

19. Some considerations on internal
talent
 Creating back-up for every 5 top levels
 Incentivise leaders for talent nurturing-both reward
and recognition
 Communicate-communicate communicate
 Stay interviews vs Exit Interviews
 Competence Development Programs
 Job Rotation by design-see the Public Sector
 Greater exposure to senior leaders of Gen Y
 Projects and Transformational work

20. Finally-is there a right balance?
 Benchmarking
 Special needs for business growth
 Scarce skills
 Attrition
 Culture and leadership displayed
 A forward-looking organization is always scouting for
talent even if there are no immediate vacancies
 Is there a right balance????

21. Thank You
marcelrparker@gmail.com