Talent Management

1. Talent Management
By The Numbers
Presenter: JoAnn Corley
Founder, CEO – The Human Sphere

2. Talent Management defined:
Talent management is the integrated
process of ensuring that an
organization has a continuous supply
of highly productive individuals in the
right job, at the right time and
managed in the best way.

4. Aberdeen Group
Talent Management Study - 2013

5. Rather than a one-time event, talent management
is a continuous process that plans talent needs,
which includes the following:
• builds an image to attract the very best
• (being “preferred employer”)
• ensures that new hires are immediately
productive
• helps to retain the very best
• facilitates the continuous movement of talent to
where it can have the most impact within the
organization
Talent Management is…

6. Talent Management Mindset: 4 Key Factors
• It takes an integrated approach within HR.
• It integrates people processes into standard
business processes.
• It shifts responsibility to managers for
executing people management
• It measures success with productivity that
impacts profits.

7. This implies 4 key business practices:
• Key leadership is involved in what is otherwise
considered “HR functions”.
• The HR Team is seen and treated as a
leadership collaborator regarding business
strategy.
• Managers have an enhanced roll and
collaborate more closely with HR
• HR plays a closer role in support management
functions

8. to increase overall workforce
productivity through the
improved attraction, retention,
and utilization of talent
The goal of talent
management…
Solid hire = Best fit = Best performance
management = best management

9. …aka… to create, keep and increase
profits via effective people
management strategies & practices

10. Key Competency of Talent Management
• See past the person to their behavior.
• Connecting dollar value to behavioral
outcomes.
• Behaviors cost you profits and behaviors
serve your profits.

11. Measuring:
Talent
Management
By The
Numbers

12. As you listen to the U.S. findings, note some of
the key themes.
Here’s what I observed:
• Mismatch - best fit
• Ramp-up time
• Demoralizes other team members
• Time wasted - best use of leadership’s time
• Measuring cost
• Replacement cost / cost of turnover
Future Foundation:
The Cost of Poor People Management

13. What’s a solid hire to you?
What’s does “best fit” mean?

14. How much can a “bad” hire
cost you?
 What does a bad
hire look like to
you?
 How much would it
cost you?

15. What’s a solid hire to you?
What’s does “best fit” mean?

16. What’s effective
performance management?
> Clear – understood expectations
= job – job scope & job competencies
= relating to others
> Documenting / Tracking
> Feedback Coaching – formal & informal
> Improving performance as you go

17. What’s a competency?
Consider the “hand in glove” metaphor

18. Performance Assessment Map

19. Assessing – Identifying Behaviors
3 Scenarios:
1.The HR manager
2.The Sales Person
3.The Manager

20. Here are some of questions:
• What behaviors on the part of the HR Manager
contributed to this financial loss?
• What behaviors on the part of the harassing manager
were involved?
• Who else might the manager been harassing and what
kind of liability exposure has gone unreported?
• Where were the areas of financial loss in this story
beyond the obvious of the settlement? (e.g. sick days,
lower productivity of the employee…etc.)
• What would be the competencies needed (or “critical
success factors”) for an HR Manager to be effective.
• How would those competencies positively contribute to
a company’s bottom line?

21. One More –
The
Disrespectful,
Abusive
Manager

22. The Science
of
Talent
Management
_______
Validated
Assessments

23. Assessments
Roughly 18% of companies currently
use personality tests (behavioral
assessments) in the hiring process,
according to a survey conducted by
the Society for Human Resource
Management.
Since the cost of a bad hire is widely
estimated to be at least one year’s pay,
there are huge incentives for
organizations to get hiring right.
http://blogs.hbr.org/2013/09/how-to-use-psychometric-testin/

24. Assessments
 Knowledge, Aptitudes, Thinking capabilities
 Personality = preferred behavior expression
 Behavioral Preferences | Psychometric & Validated
These assessments are more complex in design and
therefore offer more dimension in the results. They tend
to be more scientifically based.
Psychometric defined: The branch of psychology that deals with the
design, administration, and interpretation of quantitative tests for
the measurement of psychological variables such as intelligence,
aptitude, and personality traits.
In Talent Management = > Looking to assess competencies

25. Succession
Building For the Future…
by planning in the present

26. Why
Does
It
Matter?
Let’s do the numbers…

27. Successions By The Numbers
A recent PricewaterhouseCoopers survey of more than 1,600 family-owned or
managed businesses around the world found that 27 percent expect to change
hands in the next five years.
But 47 percent of the companies had no succession plans in place; 34 percent
of companies based in North America expect to bypass their families
altogether for succession, according to the report…
There are more than 17 million family businesses in the United States,
representing 64 percent of gross domestic product and employing 62 percent
of the U.S. work force.
Thirty-five percent of the businesses that make up the S&P 500 are family
controlled.

28. Successions Stats…
Family businesses are also more successful than non-family businesses,
with an annual return on assets that’s 6.65 percent higher than the
annual return on assets of non-family firms.
Unfortunately, only a little more than 30 percent of family businesses
survive into the second generation.
66 percent of the 78 million Baby Boomers are currently employed full-
time–many in leadership or management roles.
40 percent of the workforce will most likely be retiring in the next 5
years. That means that 40 percent of the most experienced leaders and
workers will be gone in the mid-term.
(Source: Chavez, The Case for Succession Planning, 2011)

29. 3 Stage
Process Overview
1. Build the Big Picture
2. Identify Candidates &
Assess
3. Leadership & Performance
Integration

30. Power Tip
• Expand your view of “succession
planning” across your organization and
leadership levels
• The key…the sooner, the better
• Let’s start with you…

31. “Good is the enemy of
great.”
Jim Collins

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