1. In Search of a Talent
Management Strategy
April 3, 2008
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2. Today’s Presenters
Heidi Spirgi
President
Suzanne Rumsey
Principal Consultant
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3. Agenda
• About Knowledge Infusion
• Importance of a Talent Management Strategy
• Ten Key Planks for Every Talent Management Strategy
• Enabling Strategy Through People, Process, Technology
• Questions
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4. About Knowledge Infusion
Founded in 2004 by Jason Averbook and Heidi Spirgi
Global Company
Leader in HCM and talent management consulting and
advisory services
Total Employees Approximately 50, Across North America
Headquarters & Offices Minneapolis, MN; Offices throughout US
Target Markets Fortune 2000, Mid-market, Public Sector
Number of Customers Over 150
Areas of Expertise HCM and talent management, portals and self-service,
performance, succession, recruitment, learning &
development, workforce planning, analytics
Nordstrom, MetLife, Yahoo!, Turner Broadcasting, Intuit,
Notable Customers
Safeway, Luxottica, Health Net, AAA
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5. Talent Management Success
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6. Services Tied to Business Results
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7. Why Create a Talent
Management Strategy?
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8. Talent management Still in Infancy
• Companies scoring in the top quintile of talent-management practices outperform
their industry's mean return to shareholders by a remarkable 22 percentage points.”
“The War for Talent, Part Two,” McKinsey Quarterly, May, 2001
• “Just over 20 per cent of personnel managers can see little or no link between
quot;talent managementquot; and their organization's goals… Fewer than half believe the
two are closely linked in their organization.”
“Talent management - a task far easier said than done,” Financial Times, Oct. 23, 2003
• “Too many organizations still dismiss talent management as a short-term, tactical
problem rather than an integral part of a long-term business strategy, requiring the
attention of top-level management and substantial resources.”
“Making Talent a Strategic Priority,” McKinsey Quarterly, 2008, No. 1
• “Demographics, globalization, and the characteristics of knowledge work present
long-term challenges that reinforce the argument for putting workforce planning and
talent management at the heart of business strategy and for giving those issues a
bigger share of senior management’s time.”
“Making Talent a Strategic Priority,” McKinsey Quarterly, 2008, No. 1
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9. Business Press Focus
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10. HR Still Challenged to Articulate a Strategy for Talent
Source: Knowledge Infusion & HR Executive ® Talent Management Suite Adoption Survey
N = 317
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11. How Companies are Approaching Talent Management
Source: Knowledge Infusion & HR Executive ® Talent Management Suite Adoption Survey
N = 317
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12. What is a Talent Management
Strategy?
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13. Talent Management Strategy is
found in the white space between
HR processes and formed out of
business strategy. The objective
is to move beyond optimizing
talent to transforming talent into a
strategic advantage.
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14. Optimization versus Transformation
The design and operation of a system or
process to make it as good as possible in
some defined sense
A marked change in appearance or action
with an emphasis on drastic improvement
and outcomes
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15. Strategy Is Created Out of the White Space
Insight into Talent Develop Key Talent
Manage Critical Roles
Manage the Bench Optimize Deployment
Mobilize Talent
Retain & Engage Develop Talent Pipeline
Compensation
Management
Performance
Management
Succession
Acquisition
Planning
Learning
Planning
Career
Talent
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16. Talent Management Strategy
Planks
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17. Ten Key Elements in a Talent Management Strategy
1. Business AND/OR Employee Focus
2. Talent Supply & Demand Model
3. Definition of Talent Demand
4. Definition of Talent Supply
5. Talent Planning Process
6. Top Down AND/OR Bottom Up
7. Talent Mobility
8. Talent Attributes
9. Processes: Transformation
10. Measurement
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18. Business AND / OR
Employee Focus
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19. Business and / or Employee Focus
Which perspective drives Talent Management?
• Business Focus
• Business performance is critical; talent is essential to performance
• What are the business’ talent demands?
• What does the business need to know about talent (Talent Profiles)?
• What will the business invest in to have needed talent?
• Employee Focus
• Employee engagement is critical; engagement drives performance
• How do we better engage our talent?
• What are our employees’ demands of the organization?
• Where we will invest to improve and sustain engagement?
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20. Talent Supply & Demand Model
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21. Do You: Have It? Build It? Buy It?
Process/Systems for
Talent Supply
Competencies
Performance Mgmt
Succession Planning
Talent Performance Mgmt
Business Compensation
Demand
Objectives Learning Mgmt
Succession Planning
Career Development
Talent Acquisition
Contingent Workforce
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22. Definition of Talent Demand
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23. What Talent Does the Business Need – Now & Future?
Driven by business strategy and objectives
• Short-term – open job requisitions
• Mid-term – talent needs assessments
• Long-term – workforce planning
Assessments and planning to focus on
• Critical Roles
• Leadership
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24. Critical Roles
• Strategic element
• Essential to an organization’s ability to execute its strategy
• What is the organization’s strategic plan?
• What are the organization’s key strategic objectives?
• What are the strategic levers – technologies, information, skills,
knowledge, relationships – required to realize the objectives?
• What are the roles that employ these levers to achieve the objectives?
• What roles drive the metrics with which executive leadership is
obsessed?
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25. Critical Roles Focused, Prioritized Investment
• Recruitment
• Target talent with competencies for high performance in critical roles
• Development
• Bench strength for critical roles
• Improve performance of critical role incumbents
• Performance Management
• Raise performance expectations of critical role incumbents
• Compensation
• Differentiate compensation based on performance
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26. Leadership
• Leadership is a critical role
• Define “leader” in your organization
• Identify specific competencies for leadership
• Any global / international experience / knowledge required?
• Cross-functional, cross-business unit experience / knowledge required?
• Identify all TM process in which involve leadership
competencies
• Integrate leadership competencies into TM processes
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27. Definition of Talent Supply
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28. Talent Supply
Tomorrow
Today
Dynamic Process
Annual Process
Capability Planning
Headcount Planning
Function of Biz Strategy
Function of Budget
Led by TM
Led by Staffing/Talent
Consultants/HR Biz
Acquisition
Partners
Focus is New Jobs
Focus is New Capability
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29. Integrated Talent Sourcing
Talent Inventory (Talent Profiles)
Education
Performance Ratings
Certifications / Licenses
Competencies
Languages
Leadership Behaviors
Geographical Location Preferences
Career Interests
Work History
Business Objectives / Outcomes
Experiences (Professional / Personal)
Organizational Job History
`
Performance Learning External Talent Contingent
Career
Management Management Acquisition Management
Development
Talent Supply: Integrated Talent Sourcing
`
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30. Talent Planning Process
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31. The Talent Management Model
Filling Jobs Operational Planning Workforce Planning
(0-12 Months) (6-18 months) (12-48 months)
Internal
Performance Management Succession Planning Business Strategy
Cascading Goals & 360 Reviews Internal Mobility Planning Competition
Internal Sourcing Career Management Workforce Demographics
Development Development Technology
External
Talent Acquisition Market Analysis
Candidate Relationship Management
Employment Brand Offshore/Outsource/Relocation
Demand Planning
Talent Segmentation / Critical Roles
Skills / Competencies and Other Attributes
Jobs
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32. Top Down AND / OR Bottom Up
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33. HR May Not Lead All Talent Activities
Top Down: HR Leads
• Defines career paths/ job
families / job profiles
• Develops competencies
• Defines talent profile • Bottom Up: Business
elements Units / Employees Lead
• Implements processes,
• Define roles & competencies
programs, technologies
• Wikis for sharing career
information
• Social networks for
collaboration
• Development opportunities
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34. Talent Mobility
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35. How Will You Mobilize Your Talent?
• Across Business / Functional Units
• Identify competencies to leverage across units
• Across Geographies
• Evolve from “fill a global job” to global talent growth
• Structure and support a global talent model
• Levels of Support for Mobility
• Goals & incentives for encouraging appropriate mobility
• Level the playing field globally
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36. Talent Attributes
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37. What Do You Need to Know About Your Talent?
• Job Profiles
• Essential experiences, knowledge, skills & abilities for high performance
• Critical jobs? All jobs?
• Talent Profiles
• What does the organization need/want to know about its talent?
• How will the organization match talent to jobs?
• Competencies
• What behaviors should employees demonstrate to achieve competitive
advantage?
• When / where to use?
• HR as Competency Steward, not owner
• Continual, multi-process assessment model
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38. Processes:
Transformation
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39. Business Processes Transformation – The Magic 10
1. Business outcome based
2. Built for the workforce, not HR
3. Two Purposes for Every Process
• Process-centered value
• Decision support value
4. Think TRANSFORMATION then CALIBRATION
5. Business process transformation makes technology
successful, not the technology itself
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40. The Magic 10 - Continued
6. Reporting and workforce intelligence are a must, not just
the transaction
7. Integrated into the business as much as possible
8. Combine, blend and rethink process cycle
9. RAD for compliance and alignment purposes
a) Repeatable
b) Auditable
c) Documented
10. Metrics tied to them; before the transformation and after -
what has been the impact?
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41. Measurement
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42. Importance of Measurement
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43. What Do You Measure?
How are
achieved through
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44. Measurement: Barriers
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45. Executing Talent Management
Strategies through People, Process
and Technology
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47. People
To
From
• Business-owned strategy
• HR owned function/
that the HR Business
process
partner develops
• Unified talent organization
• Siloed HR functions based
models
on process
• Reflection of business
• Limited by of HR
needs & dynamics
competencies, history &
assumptions • Deploying business
capability to manage talent
• Launching a tool / system
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48. Processes
From To
• Siloed & integrated • Unified & fluid
• Peanut butter approach = • Enables different
same for everyone strategies for “All & Few”
• Optimization • Transformation
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49. Technology
From To
• Modules • Unified & fluid
• Process support • Business decision support
• Optimization • Transformation
• Developed to serve HR • Developed to serve the
business and employees
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50. Evolving Talent Mgmt. Technologies Mirror Processes
Critical Roles
Competencies
Compensation
Development
Management
Performance
Management
Management
Acquisition
Learning
Career
Talent
Integrated Talent Suite
Pipeline
Talent Profiles
Knowledge Management
Analytics
Talent Planning
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51. Web 2.0: Golden Opportunity for HR
• How can we use Web 2.0 to:
• Attract and retain talent?
• Facilitate employee collaboration and engagement?
• Recent SelectMinds survey showed:
• 77% of workers ages 20-29 believe that the social aspects of work are
very important to their overall sense of workplace satisfaction,
compared with 67% of their older colleagues
• 20% of workers ages 20-29 report leaving a job because they felt
disconnected from the organization, compared to workers ages 30 and
above
• Leverage wikis, blogs, social networks to enhance talent
management and effectiveness
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52. Questions & Discussion
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