talent management & skill development - new(ish) perspectives jim collins 1 bethan greenall...

TALENT MANAGEMENT & SKILL DEVELOPMENT

- New(ish) perspectives

Jim Collins

1

Bethan Greenall & Monika Czwerenko

AQR

July 2012 Copyright AQR

TALENT MANAGEMENT – what is it

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Talent management is the systematic attraction, identification, development, engagement, retention and deployment of those individuals

who are of particular value to an organisation,

either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles.CIPD 2011


TALENT MANAGEMENT – how does it work

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What does the organisation want to do?

What are the core competencies?

How can we reliably assess this?

Where are the gaps?

How do we attend to short term needs?

How do we attend to long term? Culture?

Knowledge

Skills

Behaviour

Mind-set

Can we assess impact and differenceEvaluation Strategy (2)

Diagnostic tools (3)

Training Needs Assessment Tool (7)

Talent Management Strategy (8)

Best Practice Guide (10)


TALENT MANAGEMENT & SKILLS DEVELOPMENT

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Ideas have been around for a long time – its not new

Has become topical – “gurus” have emerged

We can learn from this – if its plausible

Important to look at the subject in its own right and in context

Jim Collins and Warren Bennis have done some work here which is very valuable for us.


Jim Collins - Author of “Good to Great”

What did he do?

Originally at Stanford, he researched global businesses.

Challenged the “case study” gurus from the 1990’s. Found that they didn’t really look at sustainable success

Examined 1435 organisations that had featured in the Fortune 500 listing over a period of 30 years

Wanted to identify the companies that had featured consistently and sustainably over a long period of time (15 + years)

Originally focussed on the business sector. Has extended this to Social Enterprises. His findings hold good.

From that, he wanted to see if they had features in common which were predictors of success.

July 2012 Copyright AQR 5

Jim Collins - Author of “Good to Great”

What did he find?

Only 11 companies could show a 15+ year track record!

10 out of 11 were led by introverts!!!

All did the same core things!!

He called these Great Companies

He also found there were good companies

They did many of the things great companies did – but not all of them


Jim CollinsWhat were these core things? Good was the enemy of Great

Level 5 leadership

Right people was more important than vision!

Confront the brutal facts – never lose faith.

Focus – know your “one big thing”

A culture of strong Discipline

Avoid Technology Traps

Build momentum – no defining moment


Jim CollinsGood is the enemy of

Great

Good companies set goals, achieved them and then lapsed into complacency

Success can be a trap

What does this mean -

Continuous Improvement

CPD

Working harder and smarter!

Aspiration

This is largely about mind-set and attitude


Jim CollinsLevel 5 Leadership

Humility – you cant know everything – your people can

Showing commitment is critical

Be a leader with a “1000 helpers” – dispersed leadership


Core competencies Determination to Deliver Engaging with individuals Engaging with teams/

organisation(ILM72)

Style & Culture is important(ILM72)


Jim CollinsHaving the right people

was more important than vision!

“first who …. then what”.

With the right people you can deliver anything – and respond to change.

Vision, strategy, etc is important but not as important as people


The essence of talent management


Jim CollinsConfront the “brutal

facts” – never lose faith.

There will be setbacks and a need for change

Embrace it See it as an

opportunity Collins called this

“Hardiness” (now its called MT)

What does this mean -Mental Toughness &

Resilience – individuals and the organisation

- Creating a flexible mindset Control Commitment Challenge Confidence(MTQ48)


Jim CollinsFocus – know your “one

big thing”

What is it that you can be great at

Passion

Do you know how to measure it?

The Hedgehog & the Fox


Knowing what drives your economic engine

Measurement of key things is important – not everything!

Mmmm?


Jim CollinsA culture of strong

Discipline “Sticking to your

knitting” Avoiding distraction

with “great opportunities”

Developing people who are disciplined in thought, word and deed

What does this mean –

People adhere to a consistent system

People have freedom and responsibility within that framework


Jim CollinsAvoid Technology Traps Used technology but

weren't faddists. Will pioneer

applications but not the technology.

Crawl, Walk Run.


With technology it pays to be a follower.

Build momentum Flywheel No defining moment

but motivational triggers

Crawl, Walk, Run.


No quick fixes!! Building sustainable

performance means sustained effort


Mental Toughness – A layperson’s description

Control - I really believe I can do it - I can keep my emotions in check when doing it

Commitment - I promise to do it

Challenge - I am motivated to do it – I can see the benefit

Confidence - I believe I have the ability to do it - I can do it even if things get difficult

Together these give rise to Mental Toughness

Which we can measure using MTQ48July 2012 Copyright AQR 15

ILM72 – Leadership Style & Competence

STYLE

People/Task

Flexible/Dogmatic

Controlling/Delegating

Reward/Punishment

The Means/The End

Structured/Organic

COMPETENCEDetermination to Deliver

Engaging with Individuals

Engaging with Teams/Organisation

Which we can measure using ILM72


SUMMARY

Collins shows us that

People are the key differentiator for long term success

Talent management – “right people” is the most important thing you can do

It connects to and supports all essential business activity

Measuring what you do is a key part of this


talent management & skill development - new(ish) perspectives jim collins 1 bethan greenall...

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