talent management investments: focusing on what matters most

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Talent Management Investments: Focusing on What Matters Most

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Tools You Can Use• Polling

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Daniel MargolisSenior EditorTalent Management magazine


Leighanne Levensaler Director of Talent Management Research Bersin & Associates

Copyright © 2009 Bersin & Associates. All rights reserved.


Part 1 - Talent Planning for Maximum Business Impact

Leighanne LevensalerDirector of Talent Management ResearchJune 2009


Questions we will address…

How do I prioritize talent management strategies?What is talent planning and how is it the same/different from workforce planning?What talent information is critical for strategic planning?What is the optimal HR organization model to facilitate talent planning and management?How do I cost-justify talent investments to ensure executive commitment?

Part 2 - Communicating the Benefits of Talent Initiatives to the BusinessPart 2 - Communicating the Benefits of Talent Initiatives to the Business


Macro IssuesChanging Demographics

B&A Talent Watch Research - Winter 2009• 64% cite “gaps in the leadership pipeline”

as a top talent challenge• 42% cite “skill gaps in critical roles” as a

top challenge

Global Competition for Skilled Workers

Talent ManagementTalent Planning & Strategy

Performance

Management

Talent Acquisition

Career &

Succession

Management

Leadership

Development

Capability & Competency Management

Learning and Development

Talent Strategy & Planning

SourcingScreening & Assessment

InterviewingHiring

OnboardingEmployer Branding

Job DistributionContact Management

Goal SettingAssessments

Development PlanningCompetency AssessmentPerformance-Based Pay

Capabilities/Strength AssessmentsTalent Profiles

Talent Pool ManagementTalent Reviews

High Potential IdentificationCareer Paths & Plans

Leadership CompetenciesMulti-level Curriculum Models

Executive DevelopmentFormal Programs

Coaching & MentoringStretch Assignments

Job Rotation

Onboarding Programs Management Training

Leadership Curricula

Coaching/Mentoring Programs

Role-based Curricula

CertificationPrograms

OperationalTraining Developmental

Assignments

Content Development& Delivery

Profiles Experience SkillsCompetencies

Business Strategy Alignment

Critical Role Identification

Talent Process & Solution Design Talent Systems Strategy

Talent Analytics

Talent Segmentation

Talent Measures and Targets

Workforce Planning

A set of organizational processes designed to attract, develop, motivate and retain key people.

Goal: To create a high-performance, sustainable organization that meets its business targets and increases its competitive advantage.


The Biggest Challenges for HR Professionals Today

Bersin & Associates’ The State of the HR Profession Study1268 RespondentsStudy to be Published in May 2009


“Its not only about being aligned to the business - but also about being engaged and understanding the business.

Both are equally important in achieving business goals.

That is if we understand the strategy and business plan as well as the critical segments of the workforce, we can contribute directly to the business goals by integrating and aligning our HR efforts to those specific segments for their specific issues.”

- Larry Mohl, Chief Learning Officer


Polling Question: How mature is your talent management strategy?

ADVANCED: We have a clear strategy with mature and integrated processes.IMTERMEDIATE: Our strategy is developing and we have some mature processes in place.NOVICE: We are just starting to develop our strategy.NONE: We do not have a talent management strategy.


Maturity of TM Strategies

Additional InsightLess than 10% of organizations use talent information to support workforce planning efforts

36% of organizations do not have a defined methodology for workforce planning

Bersin & Associates’ Talent Management FactbookJune 2009The Modern Approach to Workforce Planning May 2008


Talent Planning & Strategy Development Lifecycle

Continuous Evaluation


Strategic Business Planning


Operational Planning


Talent Identification

Critical jobs and positions that significantly impact business operations and which play a key role in an organization’s strategic direction;Jobs for which competencies and skills are scare;

Other considerations for segmentation:Leaders and employees identified as having high potential; Leaders identified on succession plans;Key influencer jobs;Difficult to fill positions due to a lack of specialized skills, market demand or other environment factors;Job roles and position that are difficult to replace and /or expensive to replace; and,Job roles and positions held for many years by employees who are likely to leave or retire with considerable knowledge and relationships.


The Talent Plan is a Business Alignment Tool


In Action


Polling Question: Quality of Talent Data to Support Business Planning

We have Little or No view of talent gapsWe have an Excellent view of talent gapsWe have SOME view of talent gapsWe have a GOOD view of talent gaps


The Current Reality

68% of companies are unable to identify talent gaps within their organizations.49% are unable to forecast talent gaps.

Due to a lack of quality and consistent data - and minimal involvement in the

business planning process.The Modern Approach to Workforce Planning April 2008


Talent Strategy Development

Performance

Management

Talent Acquisition

Career &

Succession

Management

Leadership

Development

Learning and Development

SourcingScreening & Assessment

InterviewingHiring

OnboardingEmployer Branding

Job DistributionContact Management

Goal SettingAssessments

Development PlanningCompetency AssessmentPerformance-Based Pay

Capabilities/Strength AssessmentsTalent Profiles

Talent Pool ManagementTalent Reviews

High Potential IdentificationCareer Paths & Plans

Leadership CompetenciesMulti-level Curriculum Models

Executive DevelopmentFormal Programs

Coaching & MentoringStretch Assignments

Job Rotation

Onboarding Programs Management Training

Leadership Curricula

Coaching/Mentoring Programs

Role-based Curricula

CertificationPrograms

OperationalTraining Developmental

Assignments

Content Development& Delivery


“However beautiful the strategy,

you should occasionally check the

results.”

Winston Churchill


Talent Measurement


Turnover ROI

• 65% turnover for RNs with less than 6 months of

service prior to inception of this program

• As of March 2007, turnover dropped significantly to

13.5% for RNs with less than 6 months of service

participating in these programs

65%

13.5%

Employee Relations

Shared ServicesHR Administration

Payroll

Benefits Administration & Communication

Vendor Management

HR Systems Management

Measurement Strategy & Standards

Skills & Competency Mgt.

Centers of Excellence

Diversity

Total Rewards

Compliance & Risk Management

Sourcing & Recruiting

Learning & Development

Performance Management

Career & SuccessionManagement

Organizational Development

HR Self-Service

Business Unit Geography Function

HR Business PartnersStrategic GuidanceWorkforce & Talent PlanningMergers and Acquisitions

Employees

Solutions-focused HR Organization with talent segmentation

Targ

eted

Se

gmen

t

Lead

ersh

ip S

egm

ent

Tran

sfor

mat

iona

lSe

gmen

t

Talent Segments

Restructuring & Corporate ExpansionLayoffs/DownsizingChange Management


In Action

Cost containmentVisibility

Monthly business planning and budget forecastsScenario planningWorkforce segmentationContinuous evaluation

Key Components

Business Drivers for Talent Planning


Integrated Talent Management Systems


The Economic Benefits of an Integrated Talent Management SuiteAugust 2008

http://www.bersin.com/Lib/Rs/Details.aspx?Docid=10337574


Take Away

Business-driven talent management is not just efficient HR.Talent challenges exist in the context of the underlying business strategy.The solutions to these challenges demand ownership by business leaders and managers.Talent planning must be a critical part of strategic business planning efforts to ensure alignment of talent management strategies and to focus on what matters most.

Join the Second Part of the Series

September 22nd, 2009

TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific

Registration Opens on August 17th

www.talentmgt.com/events

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Question & Answer

Leighanne Levensaler Director of Talent Management Research Bersin & Associates

Join Our Next TM Webinar

June 16th, 2009

Why Quality Hires Matter More During an Economic Downturn

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talent management investments: focusing on what matters most

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