paul leibowitz & kevin distiller latitude 26
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25 June 2010
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OutlineOutline
Our Experience of Talent Management
Who we are
Latitude 26 Talent Management Model
The Value of the Model
Application: Case Study
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Our Experience with TMOur Experience with TM
Right or wrong? HR lacks understanding of integrated TM Strategy TM Specialists/Duplication Lack of integration/silos Lack of appreciation for business strategy Lack of focus on change management Leads to inefficient systems of TM HR departments lose credibility Rise to our identity and model to guide TM practice
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Who are weWho are we
Specialists in integrated organisational talent management
Use a methodology, which applies psychological theory to the world of business i.e. Hard and soft consulting
Link organisational talent management strategies to broader business strategy.
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Talent Management ModelTalent Management Model
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Business Strategy: Step 1Business Strategy: Step 1
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Long Term TM ConsiderationsLong Term TM Considerations: : Step Step 22
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TM Implementation: Step 3TM Implementation: Step 3
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Change Management: Step 4 loopChange Management: Step 4 loop
Some changes:
Globalization and technology has increased the pace and complexity of work
Demands on organisations and individuals change constantly
Thus flexibility and adaptability crucial
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Value of the ModelValue of the Model
Greater understanding of TM Helps connect pieces of puzzle Ensures all TM components are linked Links to Business Strategy Strengthens culture of TM Ensures consistent TM functions Creates the business case for TM Present organisation for the organisation Helps clients understand their TM reality Flexibility Different starting points
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Case StudyCase Study
Context & Issues Fast growing organisation- profit/personnel Lagging HR strategy/practices Immature TM practices
Structure/reporting lines poor Job profiles weak Performance management system inferior and
inconsistently applied Weak selection processes No focus on talent development Limited succession planning
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Context ContdContext Contd
TM viewed operationally No focus of change management No link between TMS and BS
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Work FlowWork Flow
Graduate Program Management Assessments Developmental Sessions Coaching Job Profiling Performance Management (Current) Org wide-psych assessments Selection Methodology Creating culture & awareness
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Work Flow ContdWork Flow Contd
Helping HR develop knowledge base Help develop 5 year HR business plan and TM
strategy Creating buy-in
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Benefits to ClientBenefits to Client
Enhanced HR reputation Business Partner versus Service Provider Culture of TM Culture of development Integration of TM practices Increased maturity Directorship involvement Shapes organisational understanding
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ConclusionConclusion
Model linked to our identity Provides integrative view of TM Argues strategic implications for TM Transaction to Strategic Enhances client understanding Provides ‘ideal’ Links to on-line systems (e.g. Evalex) Mechanism for sales Helps to partner Benefits to clients Not right or wrong