the future of talent management: beyond the nine box grid
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The future of Talent Management: beyond the nine box grid. Karen Ward, Programme Director Corporate Research Forum. Six Myths of TM. Source: Pern & Heath (2013 ) Ashridge. Talent Management follows strategy Generation Y will grow up and start behaving like us soon - PowerPoint PPT PresentationTRANSCRIPT
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The future of Talent Management: beyond the nine box grid
Karen Ward, Programme DirectorCorporate Research Forum
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Six Myths of TM
1. Talent Management follows strategy2. Generation Y will grow up and start behaving like us soon3. Focusing on a fixed elite of ‘talent’ will give you the best
ROI4. Current skills and performance give you a good idea of
future success5. Talent is an interchangeable commodity like any other6. Formal Processes matter more than informal processes
Source: Pern & Heath (2013) Ashridge
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Delivering sustainable organisational performance through talent management
Business Strategy
People Strategy
Talent Strategy
• Talent Management is the attraction, identification, selection, development and retention of those employees who have the potential to add significant, sustainable, strategic value to your organisation.
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Plan
Source
MakeDeliver
Consume
Evolution of talent management
Headless Chicken Bureaucratic Supply Chain Systemic
• Anticipate noneeds
• Make no plans to address needs
• Then panic…• …and hire like mad• ….then fire when
you have too many
• Complex models for forecasting and succession planning
• By the time the plan “pops” out someone else has captured the talent….
• Make & Buy to manage risk
• Adapts to uncertainty in talent demand
• Improve ROI on Talent Development
• Preserve investment by balancing Employer & Employee interests
• Open Source – across organisational boundaries
• Informal networks as influential as formal TM processes
• Lived brand more powerful than espoused brand
• Relational – mass personalisation. One size does not fit all
Source: adapted from Richardson, 2008
TIME
You
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Nine Box Grid: Unintended Consequences
Source: Hirsh (2012) CRF
• Use of in year appraisal ratings to define performance is risky given the instability of the measure
• Confuses potential with readiness for promotion
• Potential for what? Often ignores business critical expertise and functional mastery
• A tick box exercise which allows line managers off the hook
• Does not facilitate meaningful career development
• Does not take account of changes in the external environment
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Relational TM – between people
Social and Political Context
Performance Potential
Source: Ward & Jacobsen (2011)
Motivation
Individual and collective dialogue about:• Performance
• What does sustainable performance look like here?
• What creates sustainable value here?• Potential – for what?
• How is the world of work changing?• What is my personal appetite for
learning?• Motivation
• What do I want from my work at this point in my life?
• How can I bring the best of myself?
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Insights from other fieldsBig data – retail customer insight
Marketing – Segmentation
Marketing – Mass Personalisation
Psychotherapy – cultural barriers to change
Education – identification of potential
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Your role?Horizon Scanning
Sense Making
Learn how to be Edge Creatures
Building Relationships
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Thank you for listening