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Thinking
Talent Architecture
The world
of work
has
changed
The world of work has altered radically in
the past decade thanks to the
globalisation of bu...
People who joined the workforce in the last 10 years have a widely different
agenda.
66%
66% will leave by
2020
63%
63% sa...
Many businesses still need to adapt to
these changes and operate talent
strategies which have relevance to today’s
workpla...
What is it?
• Kevin has a job for life
• He will work his way up from
post room to boardroom
• He puts the job first, even...
What is it?
• Deidre has a job not a career
• She does not expect to be
promoted
• The job is chosen to fit around
the fam...
Sam’s progress to the top is halted because they lack the senior
management and leadership skills required. Like dozens of...
The challenge is that the organisation has developed and paid Sam as a
specialist because their skills are in demand in th...
What has
happened?
THE BOWTIE BOMBSHELL
graduates
Middle management
Senior executives
Most companies are strangled by the
...
11
Execs &
Top Teams
Specialists
Back office and support
Staff
Individual contributors in
front line roles
Contingent labo...
The progression of people within businesses is different in four key archetypes
Up or out Grow everywhere Middle aged spre...
The old career paths to senior leadership are not working as they are too narrow
13
The old career mechanism of moving up
...
Changing career paths to senior leadership.
14
New senior leaders need to have a
different set of experiences that match t...
This leaves us two major problems
Talented people like Sam have no where to go but to the exit door
The leadership cannot ...
SENIOR
MIDDLE
JUNIOR
MIDDLE
JUNIOR
SENIOR
SENIOR
Sam will not wait around in middle
management for years. They will jump s...
CEO
MIDDLE
JUNIOR
YOUR CORP
Filled from outside with untried,
more expensive external hires
What
happens
to Sam’s
boss?
RE...
1 million senior managers will leave their
jobs to become independent consultants
by 2020
MBA&CO
FACT
Nearly 9 out of 10 global HR and
business leaders (86 percent) cited
leadership as a top issue.
Yet only 6 percent of orga...
The internal talent response to date
More activity and more talent initiatives then ever, supported by the
proliferation o...
The result
Corporate constipation
Organisations are getting blocked up
in the middle. People are not
progressing and are b...
How can we help?
Structural survey of existing talent architecture,
matched against business needs and external
environment
Three point pla...
24
26
45
319
62
114
231
45
37
85
8
12 1
6
Level 6 Level 4Level 5 Level 2 +3
19
Exec
46% 43% 38% 30%
54% 57%
62%
70%
390 16...
Level 6 Level 4Level 5 Level 2 +3 Exec
Extrapolation of future business shape by end of 2018
And to understand the
future ...
26
Level 6 Level 4Level 5 Level 2 +3 Exec
25%
50%
70% 70%
75% 50%
30%
30%
Internal
promotions
External
hires
17% 12% 10%Ex...
27
To accelerate the performance
of teams and access to great
people
Accelerate the
performance of teams
by helping them t...
William Jodrell ~ Partner
will@thegreenhouseproject.co.uk
+44 7968 439 701
Rupert Angel ~ Partner
Rupert@thegreenhouseproj...
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Thinking Talent Architecture

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Thinking Talent Architecture

  1. 1. Thinking Talent Architecture
  2. 2. The world of work has changed The world of work has altered radically in the past decade thanks to the globalisation of business, the advance of technology and the change in attitudes of the workforce.
  3. 3. People who joined the workforce in the last 10 years have a widely different agenda. 66% 66% will leave by 2020 63% 63% say their leadership skills are not being developed 54% 54% expect to have up to five employers in their lifetime 52% 52% say career progression is top priority DELOITTE PWC
  4. 4. Many businesses still need to adapt to these changes and operate talent strategies which have relevance to today’s workplace.
  5. 5. What is it? • Kevin has a job for life • He will work his way up from post room to boardroom • He puts the job first, even at weekends • He knows what is next job is and is willing to wait • No one at his firm is part time • His wife does not work • He works in manufacturing • He manages people and budgets from an early stage • He certainly does not type • You don’t have to worry about Kevin • Sam moves jobs every three years • He is willing to change career • He sees work life balance as a right not a luxury • He expects to believe in the vision and direction of the business • His girlfriend earns more than he does • He works in data • He has specialist skills • He types • You have to worry about Sam SAM KEVIN
  6. 6. What is it? • Deidre has a job not a career • She does not expect to be promoted • The job is chosen to fit around the family • She knows what is next job is, it is the same one • Earns less than her husband • She works for a man in a support role • She has support skills • You don’t have to worry about Deidre • Sam moves jobs every three years • She is willing to change career • She is ambitious for progressions • She sees work life balance as a right not a luxury • She expects her career to go at different speeds and to decide this herself • She earns more than her boyfriend • She works in data • She has specialist skills • You have to worry about Sam SAMANTHA DEIDRE
  7. 7. Sam’s progress to the top is halted because they lack the senior management and leadership skills required. Like dozens of others, they have been trained for task excellence, not for organisational leadership.
  8. 8. The challenge is that the organisation has developed and paid Sam as a specialist because their skills are in demand in the new workforce. Why get Sam to manage people when he’s so valuable in what he does? This becomes a problem for Sam and the organisation when it comes to filling more senior manager roles. They simply do not have the breadth and track record to get the job. It’s problem for the boss too because they need a replacement to be able to move on. The classic succession gap
  9. 9. What has happened? THE BOWTIE BOMBSHELL graduates Middle management Senior executives Most companies are strangled by the bowtie model which demands, and funnels its brightest people into, specialism at the expense of future leadership skills. You don’t fix this by creating generalists at the bottom. You fix this by working with it. Breadth of skills
  10. 10. 11 Execs & Top Teams Specialists Back office and support Staff Individual contributors in front line roles Contingent labour Middle Managers First line manager Senior Commercial Role Execs & Top Teams Expert Back office and support Staff Individual contributors in front line roles Contingent labour Specialists Senior specialist Senior Commercial Role Middle Managers First line manager “HSBC 260,000 staff 100,000 in IT 80,000 in risk Only 80,000 to do the rest” Past Now Where the value is generated in business has shifted dramatically, primarily driven by digital
  11. 11. The progression of people within businesses is different in four key archetypes Up or out Grow everywhere Middle aged spread Start up Value doers above all else Fluid roles Multi task Organic careers Informal processes Dive in and take risks Pivot business models very quickly to find new opportunities Well defined roles Success is clearly defined Career paths are fairly linear Attrition is good Stable businesses Growing very fast Need people at every level A very high number of vacancies to fill Demand at all levels Nearly all tech driven and American Most areas shrinking or flat A few growth areas New skills required External hiring increasing at mid to senior levels Talent pipeline blocked Markets are changing faster than the business Annual promotion cycle Rapid promotion at all levels Dead mans shoes + As needed
  12. 12. The old career paths to senior leadership are not working as they are too narrow 13 The old career mechanism of moving up within a function is creating, functional experts without sufficient breadth This is true for the new specialisms and the older commercial routes Finance may be the one exception LEADERSHIP GAPS
  13. 13. Changing career paths to senior leadership. 14 New senior leaders need to have a different set of experiences that match the key decisions they re being asked to make • Digital • Multi Channel • International • Partnerships Career path management is rising up the agenda in most organisations we talk to NEW CAREER PATHS
  14. 14. This leaves us two major problems Talented people like Sam have no where to go but to the exit door The leadership cannot be replaced from within 1 2
  15. 15. SENIOR MIDDLE JUNIOR MIDDLE JUNIOR SENIOR SENIOR Sam will not wait around in middle management for years. They will jump ship to senior management elsewhere or run their own show. They will not end up running your company, but someone else’s. YOUR CORP THEIR CORPHIS CORP What happens to Sam?
  16. 16. CEO MIDDLE JUNIOR YOUR CORP Filled from outside with untried, more expensive external hires What happens to Sam’s boss? RETIREMENT
  17. 17. 1 million senior managers will leave their jobs to become independent consultants by 2020 MBA&CO FACT
  18. 18. Nearly 9 out of 10 global HR and business leaders (86 percent) cited leadership as a top issue. Yet only 6 percent of organizations believe their leadership pipeline is “very ready”—pointing to a staggering capability gap. DELOITTE FACT
  19. 19. The internal talent response to date More activity and more talent initiatives then ever, supported by the proliferation of new tools and new solutions (most of which are good) The leadership cannot be replaced from within 1 2 2 But, too often not strategically driven, sustained or successful. Often a strong L&D slant and lack of bite Not bought into by the leadership as a systematic answer to how to move forward and deliver the strategy
  20. 20. The result Corporate constipation Organisations are getting blocked up in the middle. People are not progressing and are blocking the progress for people below. It does not matter how much you add below they only rise so far then move out. At the same time the blocked middle does not have the new skills so more and more senior specialists are added. And the middle does not have what the top needs, causing external hires and further cementing the middle in place as they have no where to go
  21. 21. How can we help?
  22. 22. Structural survey of existing talent architecture, matched against business needs and external environment Three point plan release the pressure 1 2 Creation of a systematic talent plan that aligns to a strategy 3 Help with delivery of talent plan Let’s really understand what is going on, where the business is heading, what the trends are and how the demand is changing Design a talent systems that aligns to the business strategy and insights and with buy in Help where needed, particularly around early talent
  23. 23. 24 26 45 319 62 114 231 45 37 85 8 12 1 6 Level 6 Level 4Level 5 Level 2 +3 19 Exec 46% 43% 38% 30% 54% 57% 62% 70% 390 167407 39 17% Internal promotions External hires Exit rates 8% 7% 7% Totals It helps to understand the shape of the business and the flows
  24. 24. Level 6 Level 4Level 5 Level 2 +3 Exec Extrapolation of future business shape by end of 2018 And to understand the future shape Current shape of the business
  25. 25. 26 Level 6 Level 4Level 5 Level 2 +3 Exec 25% 50% 70% 70% 75% 50% 30% 30% Internal promotions External hires 17% 12% 10%Exit rate And to then understand which initiatives need to be in place to keep the business the right shape
  26. 26. 27 To accelerate the performance of teams and access to great people Accelerate the performance of teams by helping them to work better together in the new world and get to value quicker. Start by focusing on key leaders Simplify key Talent processes, starting with recruitment, to get faster access to the right talent Accelerate the development of key people to provide faster access to ready talent when needed Support the business to work smarter with new systems and more established global ways of working. How we win Speed Collaboration Innovation The difference we will make Strategic intent Where we will play 1. Invest in leadership development around creating a GB approach to change, innovation and collaboration 2. Align top 60 behind the talent strategy, talent beliefs and taking talent work back into the business 3. Support taking the leadership work back into the business as a “Participation sport” 4. Access to good enough development suite for all Kick starting through leadership Simplification Building talent flow 1. Simplify and roll out new global recruitment process from “attract to offer” 2. Build relevant selection criteria for recruitment and promotion and train managers 3. Build a new Employee Value Proposition aimed at more junior hires 4. Build new on-boarding processes 5. Actively manage new cohorts of starters 1. Invest in succession support for level 4 and actively manage the “chessboard” of experiences and moves for this group 2. New transition to leadership support programmes at each level 3. New professional early career entry level programmes 4. New “unique contributor” offer for specialists 5. New Potential model Working smarter 1. Marketing Way roll out 2. Talent data systems 3. Full suite of functional academies 4. Global mobility to support initiatives 5. Review location of Global ways of working The overall approach is focused around clear strategic choices and a phased approach to actions
  27. 27. William Jodrell ~ Partner will@thegreenhouseproject.co.uk +44 7968 439 701 Rupert Angel ~ Partner Rupert@thegreenhouseproject.co.uk +44 7710 344 493

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