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Identifying & Developing Talent
David Storrs, hpc
IITD Research 2015
Defined Talent Strategy?
Yes – 47%
No – 53%
Intention to Plan for a Defined Talent Strategy?
Yes – 54%
No 46%
Those with a Talent Strategy
Working well – 28%
Could be improved – 52%
Not working at all – 20%
IITD Research 2015
47%53%
Defined Talent Strategy
yes no
28%
52%
20%
Experience of Existing Talent Strategy
working well could be improved no working at al
54%
46%
Intention to plan for Defined Talent Strategy
yes no
not working at all
Today
The Fundamentals of Talent Management
6 Steps to Identifying Talent
Case Studies
Developing Talent
SOURCE: Global Human Capital Trends 2014:Engaging the 21st-century workforce,
Deloitte Consulting LLP and Version by Deloitte, Deloitte University Press, April 2014
Do you have a Game Changing Talent Strategy?My company places “purpose” at the heart of its business model
My company has a high-performance culture
Leaders in my company follow well-understood guiding principles
Our people policies help drive our business strategy
Our talent management practices are highly effective
Our leaders are completely committed to excellence in talent management
Our leaders are deeply engaged in and accountable for spotting, tracking, coaching, and
developing the next generation of leaders
Our talent practices are strategically oriented, but they also put a premium on operational
efficiency
Our talent practices engender a strong sense of collective purpose and pride yet work
very well for my career as an individual.Source Harvard Business Review Jan-Feb 2014
Four Questions before you start
1. Does my organisation have a clear “Purpose” which is at the heart of
its business model?
2. Does my organisation have a High Performance culture?
3. Do the Leaders in my organisation model the behaviours that
underpin a clear set of Values?
4. Do our People Processes help drive our Business Strategy?
IITD Talent Management SurveyIssue of most concern…
Doing good performance management
CIPD Employee Outlook Report 201444% of Employees do not believe there is clarity of communication with their
line manager on their objectives and expectations
“Our purpose is not to create Champions but to create an
environment where Champions become inevitable”
Australian Institute of Sport
Four Questions before you start
1. Does my organisation have a clear “Purpose” which is at the heart of
its business model?
2. Does my organisation have a High Performance culture?
3. Do the Leaders in my organisation model the behaviours that
underpin a clear set of Values?
4. Do our People Processes help drive our Business Strategy?
Today
The Fundamentals of Talent Management
6 Steps to Identifying Talent
Case Studies
Developing Talent
6 steps to Talent Identification
Focus on Organisation
Agree
Definition
Open & Transparent
Objective Selection
Support Runners Up
Development Plan
Step 1
Agree your Definitions
What is Talent?
Whole organisation?
High Potentials (HiPos)?
Critical Roles?
Senior Leaders?
Step 2
Focus on organisation capability and future roles
Avoid focusing on specific people
Avoid the “mobility is everything” trap
Focus on the current organisation capability and
existing gaps as well as bench strength and future
pipeline
Step 3
Be open and transparent about the process
Avoid “passive” non-disclosure approach
Be clear on what is expected to be eligible for
consideration
High Performing?
Mobile?
Engagement?
What are your organisations criteria?
Encourage transparent Line Manager Conversations
Step 4
Ensure selection is objective and seen to be fair
Use a range of tools to select your candidates rather than a single
Talent Review Board
Performance data – how reliable?
Psychometrics
Assessment Centre with unbiased assessors
Talent Review Board
Step 5
Know broadly how you will develop your talent pool
before you start selection.
Kick-off
Development Planning
70-20-10
Mentors
Step 6
Support those who don’t make the cut if developing a
talent pool.
Transparency
Feedback
Development
6 steps to Talent Identification
Focus on Organisation
Agree
Definition
Open & Transparent
Objective Selection
Support Runners Up
Development Plan
Today
The Fundamentals of Talent Management
6 Steps to Identifying Talent
Case Studies
Developing Talent
Case Study 1: Creating an Organisation Talent Pool
Context
International Professional Services
1,500 people in Ireland
Seeking to create talent pool 12 Future Leaders
Case 1
FS Future
Leaders
Requirement
Process to fit their definition
Fair and objective
Feedback for all post-assessment centre
Ownership across business
Case 1
FS Future
Leaders
Case 1
FS Future
Leaders
Talent Definition
High Performer
High Potential - Senior Leadership in future
Ceiling on grade/seniority
Aspiration important
Mobility within region
Case 1
FS Future
Leaders
Case 1
FS Future
Leaders
Talent Pool Process
Define
Communicate
Screen
Assess
Debrief
Develop
Case 1
FS Future
Leaders
Communication
Why?
Benefits
Organisation Wide
Consistent
Transparent
Objective
Brief all Managers
Their process
Initial screeningCase 1
FS Future
Leaders
Outcomes
12 Selected (100% Target)
Consultation
Process viewed as fair & objective
Process seen as transparent & rigorous
Successful candidates briefed on
Individual strengths & Development needs emerging
from process
Outline group development plan next 24 months
Expectations conversation
Case 1
FS Future
Leaders
Case Study 2 : Senior Talent Review
Context
Technology Firm
Driven by organisational strategy
Need to assess division leadership capability
Need to validate succession plan
Need to establish buy-in to Individual Development Plan
Case 2
Tech
Talent
review
Senior Talent Review Process
Case 2
Tech
Talent
review
Define Communicate Assess Develop
Talent Definition
High Performing
HiPo
Aspiration + Mobility (Global)
Ready for C-Suite
-Now
- < 24M
Case 2
Tech
Talent
review
Individual Receives Psychometric (including strengths & weaknesses)
1:1 feedback by external coach post process
Follow-up 1:1 with leader
Leader Receives Psychometric profiles
9 box analysis of team
Collective team analysis of competencies
Case 2
Tech
Talent
review
Other Outcomes
Leader succession validation
Transparency – conversations
Personal accountability for engagement with individual
development plans
Including requests for sideways moves
Case 2
Tech
Talent
review
Talent Identification Summary
Led by business
Integrated with wider HR processes
Integrated with Business
Strategy
Values
Development planned before identification started
Transparent if you can ……if you can’t, why not?
Today
The Fundamentals of Talent Management
6 Steps to Identifying Talent
Case Studies
Developing Talent
Key Elements within Talent Development
Meaningful stretch roles for meaningful duration
Range of roles – reasonably wide
Real projects driven by business strategy
Suitable
Line Manager (clearly briefed)
Mentor
Coach
Talent Development – Define outcomes
time-based
70: Work Experience
Varied roles, Special Projects, Stretch Assignments, Volunteer
20: Mentoring, Networking, Professional Bodies, Action Learning Sets
10: Formal Development
360, Personality Profile, EQ, 1:1 Coaching, Leadership & Mgt
Development, Professional Skills Training, Executive Education…Masters
culture & processes
agree principles & definitions
plan development
Be objective, give feedback
Thank you
David Storrs
www.hpcglobal.ie
