paul leibowitz & kevin distiller latitude 26

25 June 2010

OutlineOutline

Our Experience of Talent Management

Who we are

Latitude 26 Talent Management Model

The Value of the Model

Application: Case Study

Our Experience with TMOur Experience with TM

Right or wrong? HR lacks understanding of integrated TM Strategy TM Specialists/Duplication Lack of integration/silos Lack of appreciation for business strategy Lack of focus on change management Leads to inefficient systems of TM HR departments lose credibility Rise to our identity and model to guide TM practice

Who are weWho are we

Specialists in integrated organisational talent management

Use a methodology, which applies psychological theory to the world of business i.e. Hard and soft consulting

Link organisational talent management strategies to broader business strategy.

Talent Management ModelTalent Management Model

Business Strategy: Step 1Business Strategy: Step 1

Long Term TM ConsiderationsLong Term TM Considerations: : Step Step 22

TM Implementation: Step 3TM Implementation: Step 3

Change Management: Step 4 loopChange Management: Step 4 loop

Some changes:

Globalization and technology has increased the pace and complexity of work

Demands on organisations and individuals change constantly

Thus flexibility and adaptability crucial

Value of the ModelValue of the Model

Greater understanding of TM Helps connect pieces of puzzle Ensures all TM components are linked Links to Business Strategy Strengthens culture of TM Ensures consistent TM functions Creates the business case for TM Present organisation for the organisation Helps clients understand their TM reality Flexibility Different starting points

Case StudyCase Study

Context & Issues Fast growing organisation- profit/personnel Lagging HR strategy/practices Immature TM practices

Structure/reporting lines poor Job profiles weak Performance management system inferior and

inconsistently applied Weak selection processes No focus on talent development Limited succession planning

Context ContdContext Contd

TM viewed operationally No focus of change management No link between TMS and BS

Work FlowWork Flow

Graduate Program Management Assessments Developmental Sessions Coaching Job Profiling Performance Management (Current) Org wide-psych assessments Selection Methodology Creating culture & awareness

Work Flow ContdWork Flow Contd

Helping HR develop knowledge base Help develop 5 year HR business plan and TM

strategy Creating buy-in

Benefits to ClientBenefits to Client

Enhanced HR reputation Business Partner versus Service Provider Culture of TM Culture of development Integration of TM practices Increased maturity Directorship involvement Shapes organisational understanding

ConclusionConclusion

Model linked to our identity Provides integrative view of TM Argues strategic implications for TM Transaction to Strategic Enhances client understanding Provides ‘ideal’ Links to on-line systems (e.g. Evalex) Mechanism for sales Helps to partner Benefits to clients Not right or wrong