Dragos iliescu shl-talent management and global business strategy

Getting results through people

An approved SHL Distributor

“42”

Integrating Talent

Management with Global

Business Strategy

Dragos Iliescu, PhD

Managing Director

“42”, The Approved SHL Distributor for Romania

Prepared for ZILELE BIZ, 14.11.2012

2© SHL 2012December 3, 2012

Version 1.1Unclassified

Who we are

• SHL is the leader in talent measurement

• We drive better business results through

superior People Intelligence

• We help organisations transform the way

they assess, hire and manage talent.

• Best in class innovation, assessment source and

services to improve business results through

superior people decisions.



Why SHL?

• Verifiable business results

• Global presence, local flexibility

• The world’s largest source of data on people

at work

• Over 30 years’ global assessment innovation

and expertise

• Our solutions are used by leading organisations,

including over 80% of the Financial Times

Stock Exchange (FTSE)

• Certified to ISO 27001 and ISO 9001 security

& quality management standards

3



SHL: Some of our clients

http://www.americanexpress.co.uk/

http://www.neimanmarcus.com/index.jhtml

http://www.zurich.com/main/

http://welcome.hp.com/country/us/en/welcome.html

http://www.hudson.com/corporate.asp

http://www.enterprise.com/car_rental/home.do?transactionId=WebTransaction1

http://www.ing.com/

http://www.axa.co.uk/index.html

http://www.rbs.co.uk/default.htm

Users/Dragos Iliescu/

Users/Dragos Iliescu/

http://www.gruener-igel.ch/images/Coca Cola.jpg

http://www.sanitaetshaus-werner.at/bilder/beiersdorf logo.gif

http://www.express-save.com/dhlweb/Images/DHL_logo1.jpeg

http://www.securitek.net/users/www.securitek.net/upload/Philips logo.jpg



World-class customers

>50%of Global Fortune 500

>40%of Fortune 500

>80%of FTSE

>50%of ASX

http://www.gruener-igel.ch/images/Coca Cola.jpg

http://www.bestbc.pub.ro/JobShop2006/companii/danone.gif



SHL People Intelligence

• SHL People Intelligence is the insight into people’s

behaviour, ability and potential we offer through:

• More than 30 years’ experience and innovation

• Delivering 25 million assessments a year

• A database of over 80 million records across

38 countries, 31 business functions and 40

industry sectors

Helping you understand, benchmark andmake better decisions about people



Talent Management

• “a set of organisational processes designed to attract, develop,

motivate and retain key people.” (Bersin, 2008)

• ”Processes to ensure having

…the right people…

…with the right competencies…

…in the right places…

…at the right time.” (SHL, 2008)



Most definitions emphasise:

• Clear link with performance management

• Coherent approach to succession planning and development

• Integrated philosophy that incorporates all HR practices across

the whole employee lifecycle



Through the Employee Lifecycle

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Operationalising Integration

1. Business strategy: which skills, competencies and roles are

required to deliver the strategy?

2. Organising framework: who to target and how?

3. Capability framework: the skills, tools and techniques to

define talent requirements.

4. Leadership involvement: creating a “Talent Mindset” in senior

managers.

5. Development of high performance talent: filling gaps through

targeted development interventions and recruitment initiatives.

6. Build fluid talent pools: keeping it tied into the strategy.

7. Rigorous assessment: of potential across the organisation.

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Truly Integrated

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Truly Integrated?

71% no syst. approach

86% no comp. integration

68% no long-term view



81% only training




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“Using the results of the business

outcome study, we were able to calculate

a profit gain of roughly $24 million on

an investment of just over $100,000.”

CenturyLink

Our approach

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Realise

Define and Measure in order to Realise

MeasureDefine

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A three stage process

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’Define’ Stage

• Competency management is the process through which the

strategic talent requirements of the organisation are defined in

behavioural terms and then integrated into the full employee

lifecycle to create a talent architecture.

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Competency Management

• “Competency management touches almost every other part of your talent

management strategy. It is ranked as the clear number one business process in

facilitating an organisation’s ability to respond to change. Competency

management establishes your organisation’s strategic framework for people

processes – it facilitates:

◦ Recruiting

◦ Performance management

◦ Leadership development

◦ Succession planning

◦ Career planning

◦ Compensation

◦ Learning and development

• It establishes the firm platform for all other talent processes. Organisations with a world-class

focus on competency management greatly improve their talent and, therefore, business results.

Many organisations still do not realise this.”

◦ Bersin and Associates, May 2007

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’Measure’ Stage

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Performance-Potential Matrix (Drotter et al., 2000)

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Talent Audit

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Example of data sources

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‘Realise’ Stage - Process in Brief

Define talent requirements –within the organis-ational context

1

Develop Talent Framework(s)

2

Map capability Framework(s)

3

Attract, align, develop, engage and retain

6

Measure strengths and gaps

5

Develop assessment strategy and approach

4

Building commitment and buy in Identify and validate key business success measures

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Step #1: Define talent requirements

• Identify key stakeholders

◦ 1:1 meetings and/or

◦ Focus groups and/or

◦ “Visioning” workshops

• Organisational, competitor, industry research

• Integrate, develop, story–board and play back

• A clear picture of the big things the organization

needs to deliver and the implications for people

capability

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Step #2: Develop Talent Framework(s)

• Talent framework options:

◦ Traditional competency model

◦ Talent pipeline

◦ Talent matrix

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Talent pipeline - Example Transition Points

Manage Self

Manage Others

Manage Managers

Functional Manager

Business Manager

Group Manager

Enterprise Manager

• Pluses of Talent Pipeline

◦ Describes a journey

◦ Developmental, focused on future roles

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Talent matrix

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Step #3: Map capability Framework(s) / Talent pipeline

Leadership Transition Points

Manage Self

Manage Others

Manage Managers

Functional Manager

Business Manager

Group Manager

Enterprise Manager

What

Potential

How

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Step #3: Map capability Framework(s) / Talent matrix

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Step #4: Develop assessment strategy

• Aligned to the capability framework

• Fit for purpose at all levels in the organisation

• Rigour versus pragmatism

• Differentiating

• Transferable to organisation

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Creating and Conceptualising

Open to new ideas and experiences, Seeks out learning

opportunities. Handles situations and problems with innovation

and creativity. Thinks broadly and strategically. Supports and

drives organisational change.

Creating and innovating

(A) Produces new ideas, approaches or insights

(B) Creates innovative products or designs

(C) Produces a range of solutions to problems

(D) Seeks opportunities for organisational improvement

(E) Devises effective change initiatives

2 of 3 CREATING AND CONCEPTUALISING

Learning and researching

(A) Rapidly learns new tasks and commits information to memory

(B) Gathers comprehensive information to support decisions

(C) Demonstrates a rapid understanding of new information

(D) Encourages an organisational learning approach (i.e. learns from

successes and failures and seeks feedback)

(E) Manages knowledge (collects, classifies and disseminates knowledge

of use to the organisation)


Formulating strategies and concepts

(A) Works strategically to realise organisational goals

(B) Sets and develops strategies

(C) Identifies and develops positive and compelling

visions of the organisation’s future potential

(D) Takes account of a wide range of issues across, and

related to, the organisation


(A) Rapidly learns new tasks and commits information to memory (A) Produces new ideas, approaches or insights

(C) Produces a range of solutions to problems

(B) Sets and develops strategies

(D) Takes account of a wide range of issues across, and related to, the organisation

Identifying key points…

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‘Creating and Conceptualising’

competency requirements

Rapidly learns new tasks and

commits information to memory

Produces new ideas, approaches

or insights

Produces a range of solutions to

problems

Sets and develops strategies

Takes account of a wide range of

issues across, and related to, the

organisation

Objective assessment technique

Ability test

Occupational Personality

Questionnaire (OPQ)

In-tray exercise

Analysis presentation

exercise

…and measuring them

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Step #5: Measure strengths and gaps

• The output from the “assessment” process

◦ At an individual level

◦ And an organisational level

• Will vary considerably depending on the approach

taken in Step 1 – Step 4

• Identifying strengths, gaps and themes

• A developmental focus but may be linked explicitly

with performance

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Step #6: Attract, align, develop, engage and retain

• Again will be different in every organisation

• But, some common ground

• The focus is development

◦ Driven by organisational and individual need

◦ All stages are aligned

◦ The process is flexible, to adapt to changing need

◦ Activities are linked and mapped to the assessment process

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Engaging and mobilising talent

Talent MobilityUnderstand your talent and

align it to the right roles within

your organisation Talent Audit

Uncovering the gap between

desired & actual talent requirements

Succession Planning

Identifying the potential for more

senior roles

Employee Development

Identifying specific developmental

needs

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Questions?

36© SHL 2012December 3, 2012

Thank you for your attention.

Documents

Dragos iliescu shl-talent management and global business strategy