talent management cmi event
Post on 17-Oct-2014
3.099 views
DESCRIPTION
TRANSCRIPT
![Page 1: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/1.jpg)
Talent Management
Ray Rowlings
MRJ Consulting
![Page 2: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/2.jpg)
About me• Consultant, trainer, author and tutor• Specialise in management and leadership
development • 11 years experience in this area• Help organisations identify, develop and retain
‘talent’• Design and deliver development programmes
for Chartered Management Institute• Chartered Manager Assessor and Panel Chair• Personal tutor and mentor for MBA students for
Henley Management College
![Page 3: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/3.jpg)
Overview of the briefing
1. What is talent management?
2. Why is it important?
3. What does the research suggest needs to be done?
4. How are organisations managing talent?
5. What are the 5 key processes?
6. How could this work for our organisation?
![Page 4: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/4.jpg)
CMI ResearchTalent Management- Maximising talent for
Business Performance
http://www.managers.org.uk/research-analysis/research/current-research/talent-management-maximising-talent-business-performance
You can download the executive summary for free
Just type in ‘Talent Management’
![Page 5: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/5.jpg)
1- What is talent management?
![Page 6: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/6.jpg)
Some definitions
• Talent management is the additional management processes and opportunities that are made available to people in the organisation who are considered to be ‘talent’ (CMI)
• Usually high performance/high potential is ‘talent’ with leadership focus
• But not exclusively it may also be critical skills, stable performers or plateau professionals
• Talent could = organisational capability, need a future pipeline of appropriate skills to fill key positions (CIPD)
• Talent = ‘technical experts’ (CIPD)
![Page 7: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/7.jpg)
Who are they?
![Page 8: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/8.jpg)
Talent Matrix
Source: CIPD www.cipd.co.uk
![Page 9: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/9.jpg)
2- Why is it important?
![Page 10: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/10.jpg)
Some facts and figures• Between 40-70% of all senior execs will become eligible
for retirement in next 5 years at most major corporations (Ashridge)
• UK= 50% of organisations have some form of talent management system (CMI)
• 84% of UK managers want to be considered high potential (CMI)
• 31% of UK managers feel their current appraisal system is capable of identifying high potentials (CMI)
• 60% of UK managers agree that those identified as high potential were expected to be become senior managers/partners (CMI)
![Page 11: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/11.jpg)
3- What does the research suggest
needs to be done?
![Page 12: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/12.jpg)
Strategic Perspectives on Talent ManagementStrategic Perspectives on Talent Management
![Page 13: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/13.jpg)
Perspectives on Talent Management
Process = use people management processes to optimise development and deployment of talent
Cultural = belief that talent is most critical factor for success
Competitive = keep talent away from the competition (consultancy/PR agency)
Developmental = Accelerate the development of high potentials (ambition rules ok)
HR Planning = Ensure right people in right jobs at the right time
Change management = Talent management used to drive change
![Page 14: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/14.jpg)
3 key focus areas
• Defining talent
• Developing talent
• Structures and systems
![Page 15: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/15.jpg)
18 Operational Dimensions18 Operational Dimensions
![Page 16: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/16.jpg)
Defining TalentDefining Talent
![Page 17: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/17.jpg)
Developing TalentEffectiveness of delivery methods for developing talent
• In house development programmes 95% • Internal secondments 91 %• Coaching 87%
• Action learning sets 75%• External secondments 69%• Succession planning 62%
Source: CIPD Survey reflections on talent management 2006
![Page 18: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/18.jpg)
Structure and systems to support talent managementStructure and systems to support talent management
![Page 19: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/19.jpg)
A framework for developing a Talent Management SystemA framework for developing a Talent Management System
![Page 20: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/20.jpg)
4- How are other organisations
managing talent?
![Page 21: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/21.jpg)
Gordon Ramsay Holdings
• Focus on developing talent not recruiting it
• Talent Mobility
• Talent spotting carried out by line managers
• Talent= Creativity
• Financial incentives and sabbaticals
• Developing internal Talent= Less costly and risky
Source: CIPD Talent Strategy Management & Measurement 2007
![Page 22: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/22.jpg)
5- What are the key 5 processes?
![Page 23: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/23.jpg)
The 5 key processes
• Attracting & Recruiting
• Developing
• Motivating
• Appraising
• Retaining
![Page 24: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/24.jpg)
Attracting & recruiting talent
![Page 25: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/25.jpg)
“…(it) hinges on fit with the job…”
• Can deal with the mental demands of the position and enjoy the work
• Have the necessary skills to do the job
• Are comfortable with the demands of the environment and people they work with
‘Superior’ producers fit their jobs and:
![Page 26: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/26.jpg)
![Page 27: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/27.jpg)
Developing and motivating talent
![Page 28: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/28.jpg)
360° Review Process
• Motivates behavior change
• Builds Skills
• Measures improvement
• Part of Strategic Plan
• Process or Event?
360° Review ProcessManagerDirect Report
Direct Report
Direct Report
Peer
Peer
Peer Manager Boss
![Page 29: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/29.jpg)
ProfilesCheckPoint360°CompetencyFeedbackSystem
![Page 30: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/30.jpg)
Identify development ‘gaps’
![Page 31: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/31.jpg)
Option – Qualifications
• CMI offer Management and Leadership Qualifications from Level 2 (Team Leader) through to Level 7/8 (Senior Manager)
• Flexible approach• Range of options including
– Awards (1 unit) – Certificates (2 or more units)– Diplomas (9 units)
![Page 33: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/33.jpg)
Qualifications- Considerations• Time commitment
– Award (35 hours, 1 month)
– Certificate (50 hours, 3 months)
– Diploma (260 hours, 12 months)
• Assessment– Assignments (reports)
– Tests (exams)
– Projects
– Presentations
– Professional discussions
• Support required– Costs (direct and indirect)
– People (Boss, colleagues, team, family, friends, CMI network)
![Page 34: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/34.jpg)
Appraising talent
![Page 35: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/35.jpg)
![Page 36: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/36.jpg)
![Page 37: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/37.jpg)
![Page 38: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/38.jpg)
Retaining talent
![Page 39: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/39.jpg)
Compare progress
![Page 40: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/40.jpg)
Option - Chartered Manager
• Two routes to award– Online submission– Professional discussion
• Both require completion of online 360 degree questionnaire (boss, colleagues, team)
• Both require examination of ‘Impact’- making a real (measurable) difference in your role
• Both could require examination of your CPD • Both require ‘corroboration’• Entry qualifications (Level 5 Diploma or equivalent)
![Page 41: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/41.jpg)
Chartered Manager- Focus on Key Skills
Leading People Managing Change Provides clear purpose and
direction Encourages others to be creative
and innovative
Inspires trust, respect and shared values
Identifies opportunities for change and development
Communicates clearly and succinctly
Scopes, plans and drives change
Develops and supports individuals and team members
Manages others through the change process
Resolves problems and conflicts with positive outcomes
Takes account of stakeholder issues
Adapts leadership style to take account of diverse situations
Consistently applies strategic thinking
![Page 42: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/42.jpg)
Chartered Manager- 3rd Year Renewal Process
• 2- 4 hours work
• 10 questions- 2 sections, Business impact and CPD
• Business impact- demonstrable difference last 3 years
– Measurements
– Leading people and Managing change skills
– Evaluation of approaches
• CPD
– 3 activities linked to CMgr skill areas
– Reflection on how applied
– How has this helped?
– 12 month plan for CPD
![Page 43: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/43.jpg)
6- How could this work for our
organisation?
![Page 44: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/44.jpg)
10 Recommendations
1. Align Talent Management strategy to specific business requirements
2. What perspective is most relevant?
3. Use the 18 dimensions to shape
4. A talent culture needs to be developed
5. Talent management can complement diversity initiatives by ensuring equality of opportunity and transparency of selection criteria
![Page 45: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/45.jpg)
10 Recommendations
6. Consider the culture of your organisation and attitude to risk
7. Offer differentiated and tailored development routes- helps engagement
8. Consider how you are going to measure ROI?
9. Central ownership is important- align with strategic objectives
10. Integrate with HRM processes
![Page 46: Talent Management CMI Event](https://reader031.vdocuments.us/reader031/viewer/2022013003/5441063eafaf9f52208b45f5/html5/thumbnails/46.jpg)
Thank You• Find out a little more about the latest Talent
Management assessment and development tools www.mrjconsulting.co.uk
• Free sample reports• Free assessments• Contact Ray Rowlings• Tel 01858 575896• Email [email protected]