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1© SHL 2012
Turning People Intelligence into Strategic Advantage
April 2012
Dr. Ray Glennon, SHL,C. Psychol, AFBPsS
2© SHL 2012
The CEO perspective: Talent is Critical
Q. To what extent do you anticipate changes to any of the following areas of your company?
“Talent is now at the top of the CEO Agenda with 83% of CEO’s anticipating making changes to their talent management strategy in 2011”
PWC, Annual CEO Survey, 2011
83% Talent Management Strategy
3© SHL 2012
“75% of companies do not have access to the talent data they need to make informed
business decisions”
“75% of companies have visibility into their defined business goals but only 21% know if they have the skills to execute it”
Taleo, Talent Intelligence Report , 2011
People Intelligence: Do you know your critical talent?
4© SHL 2012
“Today almost all of the 70 million iPhones, 30 million iPads and 59 million other Apple products sold last years were manufactured in other countries. “Why can’t that work come home?”, President Obama asked Apple’s Steve P. Jobs at a dinner in California last February.
“Those jobs aren’t coming back,” Mr. Jobs reportedly said.
It is not just a matter of wages being lower outside the United States….
27th Jan 2012
Apple’s executives believe the vast scale of overseas factories as well as the flexibility, diligence and industrial skills of foreign workers have so outpaced their American counterparts that “Made in the U.S.A.” is no longer a viable an option for most Apple products”.
5© SHL 2012
“If you and your head of HR haven’t recently discussed ideas for using data to generate a talent strategy that’s more closely linked to business results
…it’s time to start.”
Using data to get the most from your critical talent
Source: McKinsey Quarterly 2011Source: McKinsey 2011 “Question for your HR chief: Are we using our people data to create value?”
How good is HR at using data to justify its case and drive change?
6© SHL 2012
SHL Talent Analytics provides data-driven talent insights that improve business performance
What is SHL Talent Analytics?
SHL Talent Analytics benchmarks customers’ talent pools against their competitors and is built upon the largest global database on the potential of people to deliver organisational success.
Answering the question: “How good is my critical talent compared to the marketplace?”
7© SHL 2012
So, there are analytics ....
Descriptive ...
... tells you where you’ve been
Efficiency ...
... tells you about the time and costof your processes
8© SHL 2012
Predictive ...
... tells you where you’re going
... and Analytics
Effectiveness...
... tells you what you will achieve when you get there
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Taking people intelligence and turning it into strategic advantage
…can it be done?
10© SHL 2012
0 1 2 3 4 5 6 7 8 90
25
50
SHL Banking & Finance Benchmark
A banking story
SHL GlobalTop TalentBenchmark
1 The global view
SHL’s benchmark comparisons are considered within the context of our global top talent benchmark…
In this case, we will compare two large banking organizations
11© SHL 2012
0 1 2 3 4 5 6 7 8 90
25
50
SHL Banking & Finance Benchmark
A banking story
SHL GlobalTop TalentBenchmark
There is less “Leading & Deciding” in Banking and Finance than there is in the Global Benchmark
There is more “Enterprising & Performing” in Banking and Finance than there is in the Global Benchmark
2 The industry view
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Lead
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Inte
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Analy
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Creat
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Adapt
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Enter
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Bank A Bank BSHL Banking & Finance Benchmark
A banking story
SHL GlobalTop TalentBenchmark
3 The organisation view
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Lead
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Suppo
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& C
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Inte
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Analy
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Creat
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Organ
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Adapt
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Bank A Bank B SHL Banking & Finance Benchmark
A banking story
SHL GlobalTop TalentBenchmark
Bank B was also in an upper quartile ...
Bank A was in the upper quartile globallyfor profits for 2010
... for customer complaints
3 The organisation view
14© SHL 2012
SHL Talent Analytics
What’s in the SHL Database?
• 80+ million data points
25 million every year
• 30 countries
• 37 industry sectors
• 31 business functions
• 5 job levels
Each customer engagement is based on a subset of this data depending
on the clients talent-related questions……
15© SHL 2012
Lead
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& Dec
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Suppo
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& C
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Inte
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& Pre
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Analy
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& In
terp
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Creat
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& Con
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ualiz
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Organ
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g & E
xecu
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Adapt
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& Cop
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Enter
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Direct Applicants
Agency Sourced Applicants
SHL Banking & Finance Benchmark
Evaluating effectiveness by candidate source
• Direct candidates appear stronger on five dimensions1
• Candidates supplied by agencies fall short of the benchmarks for Creating & Conceptualizing; Organising & Executing; and Enterprising & Performing2
Note: Benchmark for all applicants against the banking and finance industry globally.
% Top talent
1
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2
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SHL Talent Analytics
can be used to compare
recruiting sources
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Lead
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& Dec
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Suppo
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& C
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Inte
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& Pre
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Analy
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Creat
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Organ
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Adapt
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& Cop
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Applicants
Invited to Assessment Centre
Interviewed
Hired
SHL Banking & Finance Benchmark
This recruitment process is screening out Leading & Deciding and Enterprising & Performing strength…• Is the focus on acquiring talent that “delivers” high
enough among recruitment decision-makers?1
• The biggest step change is occurring in your assessment centres; look here first
Overall process effectiveness: Competency
Notes: Benchmark for all applicants reaching each stage in the recruitment process against the banking and finance industry globally. Where bars increase across stages, stronger talent is being acquired. Where the bars decrease across stages, the level of talent is being reduced at successive stages.
% Top talent
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Capability profile through the recruitment process
SHL Talent Analytics
can be used to evaluate
recruiting stages
17© SHL 2012
6%27% 14%
Leadership Effectiveness
• You have limited transformational leadership strength in IT which will limit the impact of technology on the company strategy1
• Probable leadership/succession gap is confirmed by this view
• Your IT group is probably overly focused on processes and meeting targets2
Overall leadership potential
Note: Benchmark for all IT hires against managers and professionals in IT functions globally. See Appendix for definitions of leadership potential implied by the 3x3 matrix
At their best when working in a well defined role with clear responsibilities and expectations
At their best in a high profile role where they can drive innovation and change
At their best in a role responsible for the implementation of processes and the delivery of targets
At their best in a role where they can frame, lead and deliver company wide strategy, working closely with and influencing key stakeholders
Transactional
Tran
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SHL IT Leadership Benchmark
-3%
-4%
-11%
-7%-3%
-17%
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IT Leaders
2
SHL Talent Analytics
can be used to evalute
leadership potential
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Services Wrapper
SHL Talent Analytics Offering
Insight Report
Services Wrapper
Online Application
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On-demand benchmarking
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“What is the bench-strength of my succession pool compared to the best in the marketplace?”
“Where do I need to focus the development of my managers to raise them above the industry standard?”
“How does the calibre of my graduate applicants compare to the market?”
“How does my leadership team stack up against others in my sector?”
“At which stage(s) of the recruitment process am I losing my best candidates?”
“How strong is the managerial talent I am recruiting compared to industry sector benchmarks?”
Answering critical talent questions
SHL Talent Analytics provides rigorous and objective answers to a broad range of talent-related questions, such as:
21© SHL 2012
Thank You
ray.glennon@shl.com