The webinar provided information on managing agile talent effectively. It discussed trends driving greater reliance on external talent, such as skills gaps and increased expertise availability globally. It outlined three approaches to agile talent and highlighted how to focus agile talent on building strategic capabilities. The webinar also reviewed key concerns with using external talent and provided a model for determining when to "rent" versus "own" talent. It stressed the importance of alignment across strategic, performance, relationship, and administrative dimensions. Finally, it offered a process for organizations to improve their management of agile talent.

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Agile
Talent

8. Agile Talent
Norm Smallwood
March 2016
Human Capital Media

9. Norm Smallwood, co-founder RBL Group and Agile Talent Collaborative
Norm
Smallwood
Norm Smallwood is a recognized authority in developing businesses and their
leaders to deliver results and increase value. His current work relates to
increasing business value by building organization, leadership, and people
capabilities that measurably impact market value. In 2000, Norm co-founded
The RBL Group with Dave Ulrich and in 2016 The Agile Talent Collaborative
with Jon Younger.
His work relates to helping leaders find ways to make the organization work for
the customer. This is done by partnering with line and HR leaders to clarify and
connect firm brand identity with leadership brand capability and by designing
organizations with clear strategies and distinctive capabilities.
Success is defined as increased confidence in future by investors, customers and employees. This translates in
publicly traded firms to a higher stock price. In 2010, the Harvard Business Review recognized Norm in an ad for
the magazine as doing “innovative and ground-breaking work on effective leadership.”
Norm has co-authored eight books: Real-Time Strategy, Results-Based Leadership, How Leaders Build Value,
Change Champions Field Guide, Leadership Brand, Leadership Code, Leadership Sustainability and Agile Talent.
He has published more than a hundred articles in leading journals and newspapers including Harvard Business
Review, Washington Post, Forbes and Financial Times and has contributed chapters and Forewords to multiple
books. Norm has been a frequent blogger on HBR Online where his blog on Personal Leader Brand was
highlighted as one of ten most read that year. Norm was a faculty member in executive education at the University
of Michigan in the Ross School of Management between 2001 and 2003.
Prior to co-founding the RBL Group, Norm was a founding partner of Novations Group, Inc. where he led business
strategy, organization design, and human resource management projects for a wide variety of clients spanning
multiple industries. Before this, he was an organization development professional at Procter and Gamble in a start
up business in Georgia and in Calgary, Alberta with Esso Resources Canada. Norm and his wife, Tricia, enjoy their
children, grand children and pets.

10. Agenda
1. Trends in global talent management and
sourcing
2. How to manage agile talent effectively
3. How can we improve what we are doing?

11. Talent is a top CEO worry:
70% see talent as a key vulnerability
0
10
20
30
40
50
60
70
80
90
Regulation Talent Government Geopolitics Tax Burden Cyber Threats Consumer
Choice
Social Change Tech Change
Note. PwC, 2015
1. Regional and global skill gaps
2. More experts everywhere
3. Lack of interest in traditional
career paths
4. Technology connects and
enables

12. Example of China’s talent gap 2020
Highly Skilled Gap
Low Skilled Surplus
-23
+20
Note. McKinsey, 2015
Too Few Highly Skilled
Professionals

13. Expertise is more broadly available

14. Less interest in traditional
corporate careers: U.S. example
Note. Bloomberg, 2015

15. Summary: For talent management, a new
game
• Technology creates new opportunity
• Expertise is more available in the developing world
through education
• Young professionals are less interested in traditional
corporate careers
• Fast changing industries require sharp pivots in
competence and greater staff flexibility
• More dependence on external talent

16. More dependence on external talent
Note. Deloitte, 2014

17. External talent: Not just cost reduction
1 Leverage the increased availability of expertise
2 Reduce cost
3 Avoid having permanent headcount
4 Increase speed of getting things done
5
Challenge our thinking and assumptions with
outside ideas
Note. RBL and Agile Talent Collaborative, 2015

18. Three approaches to Agile Talent:
where is my organization today? In future?
Traditional
Transformational
Surgical
Example
JP
Morgan
Chase
SONY
Pictures
Walt
Disney
Institute
Resourcing
strategy
Primarily
FTEs
Independent
agents
brought
together
on
a
project
basis
Selective
use
of
externals
to
build
strategic
capability
Managerial
challenge
Traditional
Juggling
multiple
priorities
Identifying
expertise
for
superior
capability
Reward
challenge
for
top
performers
For
internal
staff,
above
average
pay
and
rapid
promotional
opportunity
For
external
experts,
should
be
negotiated
with
top
external
experts—could
include
bonus
or
back
end
participation,
or
equity
Combination
of
traditional
and
transformational.
May
be
different
for
internals
and
externals

19. Agenda
1. Trends in global talent management and
sourcing
2. How to manage agile talent effectively
3. How improve what we are doing?

20. How to manage Agile Talent
1. What percentage of our workforce is not full time?
2. In what areas of work do we need the most help?
3. What are concerns on each side?
4. How do we think about rent vs. buy?

21. How much of our workforce is not full time?
Apple
10%
Macy’s
35%
New Economy Old Economy
Full Time Employees
Others—i.e, Contractors, consultants, etc.
10%
Non FTEs make up an increasing amount of new economy
and old economy organizations.

22. Focus Agile Talent on building strategic
organizational capabilities
Individual Organizational
Technical An individual’s
functional
competence
An organization’s
core technical
competencies
Social An individual’s
interpersonal and
leadership
competence
An organization’s
core organizational
capabilities
Organization Capabilities are our reputational‘DNA’: The collective skills, abilities &
expertise of our organization; they are the outcome of investments in staffing,
structure, training, compensation, communication & other areas. They represent the
ways that people & resources are brought together to accomplish work. They form the
identity & personality of the organization. They ensure that the organization whole is
greater than the sum of its parts.

23. Top 5 concerns: Working with those guys…
Executive Concerns About
Agile Talent
Agile Talent Concerns About Client
Organizations
1. Its difficult to find external
experts who match our culture
2. Externals don’t know our
business well enough to
contribute
3. Externals are often too abstract
in their approach
4. They (externals) lack
commitment to our
organization
5. Externals seem to be reading
from a script rather than trying
to understand our unique
problems
1. Organizations are too slow in
making decisions
2. Organizations are too complex
and heavy handed
3. Internal staff don’t work hard
enough
4. It’s difficult to access senior
leaders
5. Sponsorship is often insufficient:
We don’t get buy in or
sponsorship is weak and
inconsistent

24. Rent vs. own: Strategic resourcing model
Strategic Work Essential Work
General
expertise
required
Unique or
proprietary
knowledge of
this business
required
Nature of Work
Knowledge
Requirements
Internal Talent
External Talent
Own the best
and develop
them
Basics: Manage
for cost
efficiencies
Rent the best -
Access Agile
Talent
Contract out and
manage for cost
compliance

25. Importance of alignment
Strategic
Relationship
Administrative Performance
LeadershipLeadership

26. Strategic alignment

27. Performance alignment

28. Relationship alignment

29. Managerial alignment

30. Administrative alignment

31. Agenda
1. Trends in global talent management and sourcing
2. How to manage agile talent effectively
3. How could we improve what we are doing?

32. Process for improving our Agile Talent
- Comparison with best practice
norms
- Evident strengths
- Weaknesses; areas for improvement
- Who’s on point; establish
accountability
- Timeline
- Resources needed
- Game plan
Set Up
For
Success
- Leadership team members
- Selected other managers/
professionals
- Valued external professionals
- What changes offer the best return on
improvement
- Where the difficulty of change is moderate
- Where change moves the organization
toward its broad strategic direction
- Review
- Identify additional
needs for
improvement
1. Agree on broad strategic
direction
- Traditional
- Surgical
- Transformational 2. Complete the survey
3. Review findings; identify patterns
6. Follow up; Continue
5. Establish the plan
4. Identify 2–3 areas for improvement

33. We invite you to take our Agile Talent survey at no cost
to find out how aligned you are and how to improve:
http://www.agiletalentco.com
How to connect with me:
Norm Smallwood
nsmallwood@rbl.net
801.616.5450

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