Talent Pipeline Conference 2011 A global perspective Delivering the workforce of the future Making the most of your people 30 th March 2011

Talent Management: Prevailing assumptions Background 1997 McKinsey publish ‘The War for Talent’ establishing the dominant assumption of scarcity 2005 onwards growing awareness of Talent Management as a distinct aspect of strategic HR capability and driver of sustainable organisational performance 2006 Ashridge is commissioned by public and private sector organisations to map the talent management territory 2007 TM research published – Executive summary available at Financial crisis begins – job losses escalate and talent slips off the agenda 2011 economic recovery – back into battle or a phoney war?

Plan Source Make Deliver Consume Evolution of talent management Headless ChickenBureaucraticSupply Chain Anticipate no needs Make no plans to address needs Then panic… …and hire like mad ….then fire when you have too many Complex models for forecasting and succession planning By the time the plan “pops” out someone else has captured the talent…. Make & Buy to manage risk Adapts to uncertainty in talent demand Improve ROI on Talent Development Preserve investment by balancing Employer & Employee interests Source: adapted from Cappelli & Richardson, 2008 TIME

Action research with global talent: What have we learned? Faulty assumptions underpinning TM strategies – high potentials = years old; globally mobile; educated in the west – Individuals who don’t rock the boat or are ‘mini me’ versions of current senior executives – Talent pools filled with high performers not future potential 63.5% of global talent have left their organisation because they were ‘under challenged or bored’ so we are not using what we already have Where shortages do exist organisations need to look across the supply chain – influencing the education to employment transition more proactively – Programmes to encourage school children to study subjects that will equip them for STEM roles – Post graduate industry based learning to close the gap Broader definitions of talent – actively manage the transition from leader to elder

Alternative talent perspectives: emerging market female employees Source: Hidden Brain Drain Task Force, 2010

Social, Cultural and Political Context Career Motivation (organisation specific) Potential Performance Global Talent Identification

What is Global Talent wanting from organisations? Co creation: why does no-one ever ask me? I want to contribute to making TM what I need to really thrive in this organisation Recognition and support with particular cultural challenges – daughter responsibility; solo travel Real work: action learning, projects Access to speak truth to power: mentoring by culturally aware talent friendly senior colleagues Peer support A recognition that Talent Management is a dynamic process – What works at HQ is not necessarily what is right for the rest of the world

Talent Management in Action Emergent High Potentials Talent Development High Potential Departures Talent Reviews Emergent Talent Requirements Performance Potential Motivation Talent Identification Talent Pools & Succession Plans Redundant Talent Requirements Talent Management as Dynamic Process Source: adapted from Pidgeon & Moncrieff, 1999

Global Talent Summary Where organisational strategy meets individual choice Explore, identify and articulate the assumptions underpinning your TM strategy – Are you talent blind? Ensure your TM strategy is aligned to your organisational purpose and delivery outcomes Talent identification – what are you measuring? Past performance or future potential? Recognise TM is dynamic and relational – be curious and keep talking Co-create your TM strategy with the Talent you identify – involve them in their own future Be aware of your own cultural blindspots