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WELCOMEWELCOME
TODAY’S UNCERTAIN ECONOMIC ENVIRONMENT
FUTURE OUTLOOK?FUTURE OUTLOOK?
NAVIGATING CHOPPY WATERS
NAVIGATING CHOPPY WATERS
IS YOUR TEAM EQUIPPED ?
CHALLENGESCHALLENGES
0102030405060708090
100
1st Qtr 2ndQtr
3rd Qtr4th Qtr
BUSINESSGOALSRECESSION
MARKET SHARE
PRODUCTIVITY
0102030405060708090
100
1st Qtr 2ndQtr
3rd Qtr4th Qtr
BUSINESSGOALSRECESSION
MARKET SHARE
PRODUCTIVITY
BUSINESS STRATEGY BUSINESS STRATEGY HUMAN CAPITAL STRATEGY
CHALLENGE :
CHALLENGE :CHALLENGE :
• RIGHT FIT ? CRITICAL SKILL SET ?
• LACK OF INTEGRATION OF TALENT ?
• UNDEFINED CRITICAL ROLES & CAPABILITIES ?
• INCONSISTENT TALENT MANAGEMENT PRACTICES ?
• RIGHT FIT ? CRITICAL SKILL SET ?
• LACK OF INTEGRATION OF TALENT ?
• UNDEFINED CRITICAL ROLES & CAPABILITIES ?
• INCONSISTENT TALENT MANAGEMENT PRACTICES ?
CHALLENGE :CHALLENGE :
• LIMITED USE OF TALENT ANALYTICS
• LACK OF ACCOUNTABILITY & CAPABILITY OF TALENT DEVELOPMENT
• INCONSISTENT EXECUTION & INTEGRATION OF TALENT DEVELOPMENT PROGRAMS
• LIMITED USE OF TALENT ANALYTICS
• LACK OF ACCOUNTABILITY & CAPABILITY OF TALENT DEVELOPMENT
• INCONSISTENT EXECUTION & INTEGRATION OF TALENT DEVELOPMENT PROGRAMS
HARD QUESTIONS TO ASK YOURSELF:
HARD QUESTIONS TO ASK YOURSELF:
• DOES YOUR ORGANIZATION HAVE THE CRITICAL TALENT TO EXECUTE BUSINESS STRATEGY?
• ARE TALENT INITIATIVES COORDINATED ACROSS YOUR BUSINESS UNITS?
• DOES YOUR ORGANIZATION HAVE THE CRITICAL TALENT TO EXECUTE BUSINESS STRATEGY?
• ARE TALENT INITIATIVES COORDINATED ACROSS YOUR BUSINESS UNITS?
HARD QUESTIONS TO ASK YOURSELF:
HARD QUESTIONS TO ASK YOURSELF:
• DO TALENT PROGRAMS PENENTRATE DEEP ENOUGH TO SUPPORT BUSINESS EFFECTIVELY?
• ARE YOU AS MANAGERS CAPABLE & ACCOUNTABLE ENOUGH TO DEVELOP & SUPPORT CAPABILITY GROWTH?
• DO TALENT PROGRAMS PENENTRATE DEEP ENOUGH TO SUPPORT BUSINESS EFFECTIVELY?
• ARE YOU AS MANAGERS CAPABLE & ACCOUNTABLE ENOUGH TO DEVELOP & SUPPORT CAPABILITY GROWTH?
THE ANSWERTHE ANSWER
THE SCIENCE OFSTRATEGIC TALENT
MANAGEMENT
THE SCIENCE OFSTRATEGIC TALENT
MANAGEMENT
WHAT IS STRATEGIC TALENT MANAGEMENT ?
WHAT IS STRATEGIC TALENT MANAGEMENT ?
• THE AGGRESSIVE MANAGEMENT OF THE ACQUISITION, GROWTH, RETENTION & ALIGNMENT OF TALENT TO BUSINESS STRATEGY THROUGH A RIGOROUS AND LOGICAL PROCESS.
• THE AGGRESSIVE MANAGEMENT OF THE ACQUISITION, GROWTH, RETENTION & ALIGNMENT OF TALENT TO BUSINESS STRATEGY THROUGH A RIGOROUS AND LOGICAL PROCESS.
WHAT ? WHAT ?
• MANAGE WORKFORCE STRATEGICALLY• ASSESS BUSINESS GOALS • AQUIRE TALENT WITH CRITICAL SKILL SET• RETAIN EXISTING TOP TALENT • DEPLOY, DEVELOP EXISTING TOP TALENT• ALIGN WITH STRATEGIC BUSINESS OBJECTIVES
• MANAGE WORKFORCE STRATEGICALLY• ASSESS BUSINESS GOALS • AQUIRE TALENT WITH CRITICAL SKILL SET• RETAIN EXISTING TOP TALENT • DEPLOY, DEVELOP EXISTING TOP TALENT• ALIGN WITH STRATEGIC BUSINESS OBJECTIVES
WHY ? STRATEGIC TALENT
MANAGEMENT
WHY ? STRATEGIC TALENT
MANAGEMENT
RIGHT TALENT : • The Key enabler• Drives Performance • Enhanced Intellectual Capital• Your Competitive Differentiator• Meets strategic business
objectives
RIGHT TALENT : • The Key enabler• Drives Performance • Enhanced Intellectual Capital• Your Competitive Differentiator• Meets strategic business
objectives
ACTION: STRATEGIC TALENT
MANAGEMENT STEP 1
ACTION: STRATEGIC TALENT
MANAGEMENT STEP 1
EXECUTIVE MANAGEMENTTALENT ANALYTICS
STRATEGICBUSINESS GOALS
ASSESSMENTCENTERS
CURRENT TALENTCOMPETENCIES
EXECUTIVE MANAGEMENTEXIT INTERVIEWS
FUTUREPLANS & NEEDS
ASSESS
EXECUTIVE MANAGEMENTTALENT ANALYTICS
STRATEGICBUSINESS GOALS
ASSESSMENTCENTERS
CURRENT TALENTCOMPETENCIES
EXECUTIVE MANAGEMENTEXIT INTERVIEWS
FUTUREPLANS & NEEDS
ASSESS
ACTIONSTRATEGIC TALENT
MANAGEMENT STEP 2
ACTIONSTRATEGIC TALENT
MANAGEMENT STEP 2
CONTINGENCYPLANNING
WORKFORCEPLANNING
RECRUITMENTONBOARDING
TALENTSOURCING
INTEGRATIONDEPLOYMENT
TALENTSELECTION
ACQUIRE
CONTINGENCYPLANNING
WORKFORCEPLANNING
RECRUITMENTONBOARDING
TALENTSOURCING
INTEGRATIONDEPLOYMENT
TALENTSELECTION
ACQUIRE
ACTIONSTRATEGIC TALENT
MANAGEMENT STEP 3
ACTIONSTRATEGIC TALENT
MANAGEMENT STEP 3
SUCCESSIONPLANNING
LEADERSHIPDEVELOPMENT
CAREERPLANNING
PERFORMANCEMANAGEMENT
DEVELOP
SUCCESSIONPLANNING
LEADERSHIPDEVELOPMENT
CAREERPLANNING
PERFORMANCEMANAGEMENT
DEVELOP
ACTIONSTRATEGIC TALENT
MANAGEMENT STEP 4
ACTIONSTRATEGIC TALENT
MANAGEMENT STEP 4
INTERNALMOBILITY
GOALMANAGEMENT
REWARDSRECOGNITION
EVALUATION &MONITORING
ALIGN
INTERNALMOBILITY
GOALMANAGEMENT
REWARDSRECOGNITION
EVALUATION &MONITORING
ALIGN
WIIFM? WIIFM?
• SUPERIOR, DRIVEN, PRODUCTIVE WORKFORCE
• LEADERSHIP PIPELINE & MANAGEMENT CAPABILITY
• TEAMS ALIGNED WITH BUSINESS OBJECTIVES
• SUPERIOR, DRIVEN, PRODUCTIVE WORKFORCE
• LEADERSHIP PIPELINE & MANAGEMENT CAPABILITY
• TEAMS ALIGNED WITH BUSINESS OBJECTIVES
• ACTIVE ENGAGEMENT, COMMITMENT, ACCOUNTABILITY
• OPTIMIZATION OF OPERATING COSTS
• SUSTAINED PROFITABILITY & QUALITY
• ACTIVE ENGAGEMENT, COMMITMENT, ACCOUNTABILITY
• OPTIMIZATION OF OPERATING COSTS
• SUSTAINED PROFITABILITY & QUALITY
STRATEGIC TALENT MANAGEMENT BUSINESSSTRATEGIC TALENT MANAGEMENT BUSINESS MODELMODELSTRATEGIC TALENT MANAGEMENT BUSINESSSTRATEGIC TALENT MANAGEMENT BUSINESS MODELMODEL
PROPERTIES
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HUMAN CAPITALYOUR ORGANIZATION’S MOST SACRED ASSET
EMPOWER YOUR TEAMS TO WIN
HUMAN CAPITALYOUR ORGANIZATION’S MOST SACRED ASSET
EMPOWER YOUR TEAMS TO WIN
HUMAN CAPITAL
MANAGEMENT
TEAM
BUSINESS
PARTNERS
STRATEGIC TALENT MANAGEMENT
A SHARED RESPONSIBILITY
THANK YOUTHANK YOU
