Hudson’s Talent Management Roadmap© was launched on 2 … · process Structuring compensation...

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Hudson’s Talent Management Roadmap© was launched on 2 June 2010.

Today we present you the latest version of the roadmap, improved by several users (HR professionals and other

professionals) in cooperation with the Vlerick Management School.

In this document you will also find additional information on

each mindset by clicking the appropriate box.

We hope you will enjoy using it, and we look forward to

receiving your ideas so the model can continue to improve.

Do not hesitate to contact us for more information or if you have

questions: +32 9 242 54 44 or [email protected].

http://talentroadmap.hudson.com/node.asp?kwd=home

http://belgium.hudson.com/

http://jobs.belgium.hudson.com/

mailto:[email protected]


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Looking at the profiles of selected

people, usually upon request

Ad Hoc investing in employee

development

Ad Hoc Performance Management

Operating personnel administration & compensation

Ad Hoc filling of vacancies

Ad hoc listing of key job requirements:

‘things get done’

Carrying out ad hoc activities -

mostly operational

Structuring aspirational

discussions about an upcoming move –with job rotation as one of the options

Structuring the training activities

Formalizing the performance management

process

Structuring compensation and

benefits

Managing the recruitment and

selection processes

Structuring by means of formal job

descriptions and organizational charts:

‘things get structered’

Ensuring consistency of the

HR process

Organizing proactive career discussions –offering job transition

coaching

Developing people pro-actively in order to foster short- and

long term contribution

Roll out performance management as a continuous talent

focused process / a continuous

interconnected process

Implementing a strategic

compensation and benefits approach -

aligning policies with organizational

context

Implementing a tailored human

capital planning/coordinated

tracking of open positions &

assessment of risk

Aligning HR strategy on the business

strategy:

‘things are aligned’

Approaching talent

systematically as a consequence of

the business planning process

Working with a tailored deployment

based career planning and

development process

Adopting a learning organization

Position performance management as a

strategic and integrated process

Adopting a total reward strategy -

integrating financial and non financial

elements

Drawing a strategic workforce planning, based on strategic

succession management and

capability deployment

Incorporating culture and values in the business strategy

and mission statement: ‘things are

incorporated’

Building talent as an integrated

business driver -Building

capabilities

CareerLearning &

developmentPerformance

Reward Management

WorkforceOrganizational requirements

TALENT & ORGANIZATION PROCESSES: ORGANIZATION TO INDIVIDUALH

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TALENT MANAGEMENT

ROADMAP©





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• The business strategy refers explicitly to the culture and the values of the organization.

• The company works with a business planning cycle in which the values and the culture are incorporated and systematically reviewed when necessary.

• The business planning cycle also includes a regular reflection on the structure of the organisation; is this structure still the right structure to accomplish our mission?

• ‘Structure follows strategy’ is the motto of the company.

• People, talent and organizational issues are dealt with by HR in an integrated way, looking at the future needs of the company, more than the social passive of the past.

• The final evaluation of employees is mainly based on the ‘right behaviour’ of the employees, the way they live up to the values of the organization and achieve their objectives.

Incorporating culture and values in the business strategy and mission statement:

‘things are incorporated’

ORGANIZATIONAL REQUIREMENTS

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• Based on the business strategy of the organization, HR develops it’s HR-strategy (in writing) which is aligned with the business strategy.

• Within the business strategy, the core business competences are defined.

• Based on the business competences, HR identifies the competences required at the level of the employees.

• Most HR processes are driven by the competency model.

• Jobs are mainly defined as a clustering of competences.

• The organizational structuring is primarily based on strategic decisions taken by the managerial board.

Aligning HR strategy on the business strategy:

‘things are aligned’


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Aligning HR strategy on the business strategy: ‘things are aligned’






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• The structuring of the organization is documented by formal organizational charts indicating the formal relationships between the employees.

• In case of reorganizations or adjustments at the level of the organization, the organizational chart is updated.

• Each job is being documented by a formal job description, with a clear job title.

• Job descriptions are being reviewed over time to keep them updated.

Structuring by means of formal job descriptions and organizational charts:

‘things get structured’


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Aligning HR strategy on the business strategy: ‘things are aligned’






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• Job characteristics or requirements are defined, only in case of person or job related problems or specific questions in the organisation.

• HR defines the job characteristics mainly on demand of an internal customer, on an ad hoc base or in case of an ‘emergency’.

• Jobs are related to one another based on informal agreements or based on historical reasons.

Ad hoc listing of key job requirements: ‘things get done’


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• Human capital planning is approached in a long term perspective and integrates the strategic challenges of the organization.

• Based on the company strategy, key positions are defined and described taking into account the requested competencies and taking into consideration possible future changes in the business strategy or broader context.

• Talent reviews are made systematically, with involvement of top management.

• There is a systematic assessment of employee performance, potential and career interests, which are used as input for listing possible successors for key positions.

• Based on this analysis, development tracks are foreseen for successors and implications for external recruitment are drawn.

• For other positions there is a systematic risk assessment taking into account the requested competencies. Successors are determined by integrating information regarding performance management, potential and career discussions.

WORKFORCE

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sDrawing a strategic workforce planning, based on strategic succession management and capability deployment






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• There is a coordinated system in place for human capital planning, including succession planning. The main drivers of the planning process consists of normal employee turnover, age pyramid management, job rotation, etc.

• For key positions HR receives at least once a year structured input from line managers about expected turnover due to different reasons, including an increase of business activities. This information is complemented with information on employees’ performance and potential resulting from the performance management cycle.

• A succession plan is made and followed up upon for key positions, including implications for development and mobility.

• For other positions there is a risk assessment, thereby differentiating relevant pools of positions or talent. This is a systematic process and the outcomes are used as input for decisions about development, mobility and recruitment.

WORKFORCE

Implementing a tailored human capital planning/coordinated tracking of open positions & assessment of risk

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• There is a formalized system for recruitment and selection that clearly describes the roles and responsibilities of management and HR-professionals.

• The recruitment and selection system consists of procedures to be followed in case of a vacancy, including agreed partnerships with external suppliers (recruitment agencies, interim agencies...) and a policy for internal recruitment.

• Forecasting methods are used to make predictions about retirements or other employee moves, which are further used as input for HR’s recruitment and selection strategy for the upcoming period.

• The forecast can also be used as input for other HR-domains, mainly career management and development.

WORKFORCE

Managing the recruitment and selection processesE

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• Vacancies are filled when there is an open position due to an employee leaving or an extension of activities.

• HR reacts to extra work pressure by temporarily adding human resources.

• HR responds to a request from line management to search for a suitable employee and plays a supporting role by taking the necessary recruitment and selection initiatives.

• HR looks for employees on the internal or external labour market.

WORKFORCE

Ad Hoc filling of vacancies

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• Both financial and non-financial reward instruments underlie the organisation’s reward strategy and systems. Rewarding is managed from an integrated perspective, also taking into account other HR aspects as well as employees’ perspectives and needs.

• Compensation and benefits systems are driven by a long-term perspective: attention is paid to the development of employees, career perspectives, results over multiple years, etc. Both financial and non-financial performance indicators drive variable pay.

• Employees are provided with a detailed and easily understandable overview of the composition of their reward package. Moreover, the logic underlying different reward elements is explained rather than the technical details. The main focus is on transparency and clarity.

• On a regular basis, the functioning and the outcomes of reward systems are audited in order to test for their strategic alignment.

Adopting a total reward strategy - integrating financial and non financial elements

REWARD MANAGEMENT

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• A compensation and benefits strategy is developed, based on an analysis of the external (e.g., labour market, legal context) as well as the internal (e.g., culture, strategy, HR) organizational contexts.

• The compensation and benefits strategy makes choices explicit which will then be translated into systems. These choices concern (1) market positioning, (2) criteria underlying compensation and benefits systems, (3) occurrence and importance/weight of different compensation and benefits instruments, (4) procedures underlying compensation and benefits.

• Base pay structures are based on job grading.

• Financial rewards consist of fixed and variable compensation and are driven by a set of predefined criteria which are derived from organizational and HR strategies.

• Different instruments are used for communication of compensation and benefits. Line management is invited to also play a role in this respect.

Implementing a strategic compensation and benefits approach - aligning policies with organizational contex

REWARD MANAGEMENT

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• Market position is tracked on a regular basis in order to find out how the organisation is positioned relative to its competitors.

• A clear focus on monitoring and management of compensation and benefits costs.

• Job content serves as a basis for internal and external equity considerations and adjustments.

• Variable compensation might be in place. Its design is mainly driven by market practice. A link with a formal evaluation of results might be established.

• There is growing awareness of differences in tax treatment and possibilities for cost optimisation. As a consequence, there is more structured use of tax-friendly benefits like pension plans, company cars, meal vouchers, etc.

• Communication regarding reward is developed in which technical specificities of the different compensation and benefits elements are explained.

Structuring compensation and benefits

REWARD MANAGEMENT

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• The main focus is on paying employees timely and correctly. Attention goes to pay administration as well as to the salary cost of the employees. The organisation complies with legal stipulations regarding compensation and benefits.

• Market information on compensation (and benefits) is collected occasionally during interviews with recruits, with leaving employees and during informal meetings. Sometimes providers are asked for very specific market information (e.g., for a specific function/profile) based on a concrete need for information.

• Main emphasis is on fixed compensation. This is subject to evolution, but there is no explicit logic underlying these pay increases.

• (Individual) bargaining and history play an important role for determining the compensation and benefits package. Decisions are taken on an informal basis.

• Information on specific compensation and benefits elements is made available upon request.

Operating personnel administration & compensation

REWARD MANAGEMENT

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• The performance management system is one of the instruments that is deployed throughout the organisation to execute and support the business strategy.

• Individual performance objectives are cascaded down from company strategy and objectives and are the starting point of the performance management cycle.

• The explicit objective of the system is to improve performance in the short term but also to build capacities for long term success.

• The performance management process is a critical element within a broader integrated HR approach and is designed to support and strengthen other talent management processes.

• The performance management process is flexible and enables to build further on information coming from other talent management domains.

Position performance management as a strategic and integrated process

PERFORMANCE

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• Performance management is seen as a continuous cycle within the organisation.

• The output of the performance management process is systematically used as critical input to plan the interconnected HR processes.

• The output of the performance management process is a solid base for making specific decisions with regard to individual talent such as development, rewarding, succession management and/or career management processes.

Roll out performance management as a continuous talent focused process / a continuous interconnected process

PERFORMANCE

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• A formal performance management process has been installed with a clear role for team members, supervisors and management.

• This process is designed to focus line managers’ people management efforts on the realization of the objectives of the organization.

• The performance management process are rolled out across all managerial levels and departments, taking into account the characteristics of the specific population.

• The output of the performance management process can be used in one or more other HR processes such as development, rewarding and career management. HR takes up the role of a process facilitator.

Formalizing the performance management process

PERFORMANCE

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• Employee performance is discussed only upon request of the employee, the supervisor or HR. It is not systematically organized and serves specific needs which can differ from one case to another.

• There is no formal system in place, feedback on performance is done upon the discretion of supervisors or management.

• Differences in performance level between employees might have implications on their development, rewards or career changes.

• HR supports the occasional performance appraisals upon request of management and supervisors.

Ad Hoc Performance Management

PERFORMANCE

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• Learning & development is used to deploy certain elements of the organization’s strategy, and to support the strategy’s implementation.

• The boundaries between development and other HR processes fade out as an integrated set of processes jointly aims at maximizing talent contribution and development, in the short and long term.

• The learning & development strategy foresees and prioritizes initiatives which are in line with the organizations’ strategic goals as discussed and agreed upon at different levels in the organisation.

• An extended portfolio of development opportunities (project work, coaching, mentoring, job shifting, web based fora, etc.) is available of which the impact is systematically evaluated.

• Formal or informal partnerships with specialized organizations or educational institutions are set up to create a learning network beyond organisational boundaries. Knowledge management systems are put in place to support knowledge generation, sharing and storage.

Adopting a learning organization

LEARNING & DEVELOPMENT

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• Personal development plans are systematically worked out in which short term and/or mid-term development needs of individual employees are stipulated.

• Competencies are defined and measured for all jobs and employees.

• The purpose of development is not only to improve performance in the short term but also to stimulate further employee growth and to shape career progress.

• Learning and development initiatives are a result of performance- or career related discussions.

• HR and line management have joint responsibilities in creating an environment that stimulates competency development.

Developing people pro-actively in order to foster short- and long term contribution


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• There is a structured approach to training initiatives, employees have the possibility to discuss their development with their manager or HR partner on a systematic basis.

• A standard portfolio of training-opportunities has been developed and made available throughout the organisation.

• Formalized training programs are implemented (e.g. management development, mentorship) for different categories of employees and training budgets are specified.

• The role of HR is to support and follow up training initiatives and to initiate and manage the formal development programs.

• Internal and external trainers are qualified and training suppliers are evaluated for quality.

Structuring the training activities


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• Upon request of the employee or the supervisor, employee development initiatives can be taken. These are mainly initiated because of job-specific training needs or growth-ambitions of employees.

• Training initiatives are most likely on the job training and focused on expertise and techniques.

• For specific categories of employees, such as newly hired people or technical profiles, there might be specific training initiatives.

• The role of HR is to have accurate reporting on training activity, to support registration procedures and to evaluate participant reactions.

Ad Hoc investing in employee development


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• Career discussions are at the centerpiece of both the performance management system and the workforce planning system and are structured around matching competencies and aspirations with organizational needs.

• The organization focuses on the personal and professional growth of the employees inside and outside the organization, using their talents and potential and hereby contributes to the organization’s growth process.

• Departing from the company strategy and the specification of key positions and key competencies, key talents are detected and these are followed up upon and coached in a systematic way in order to prepare them for future roles in the company.

• Individuals are actively stimulated to manage their own career by providing the necessary tools and self-assessment instruments, and there is a supportive career information system.

• HR, line managers are systematically looking for undetected or unused talent in the organization.

Working with a tailored deployment based career planning and development process

CAREER

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• Career discussions take place systematically as part of the performance management cycle, using a structured career discussion guide and resulting in a personal development plan.

• These plans are centralized and are used as input for workforce planning (including succession management), retention management or individual in-depth career discussions.

• Clear policies are in place regarding internal mobility and advancement and there is an alignment between career management and employee development, eventually by the use of competency management.

• There is a clear communication about the structured and predefined career paths, including the requirements for career development within the organization.

Organizing proactive career discussions – offering job transition coaching

CAREER

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• A career discussion is part of the performance review process, during which the employee discusses his or her career prospects within the organization with their line manager.

• Individuals have access to information on functions and profile requirements.

• This discussion can result in actions such as promotion or wage increase, development initiatives, additional responsibilities, or job rotation.

• The occurrence of this career discussion is monitored by HR and managers discuss the possible outcomes of these discussions with HR when these have relevant implications.

Structuring aspirational discussions about an upcoming move – with job rotation as one of the options

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• People are hired for a job and an individuals’ career development is discussed on an ad hoc basis with the line manager or HR, in case there is an individual or organizational (e.g. internal vacancy) need.

• In case of vacancies, employees can apply internally.

• If individuals have a question related to their career development, HR searches for an answer.

• In case of strong performers, they can be followed up more actively as possible successors in key positions.

Looking at the profiles of selected people, usually upon request

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Hudson’s Talent Management Roadmap© was launched on 2 … · process Structuring compensation...

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Transcript of Hudson’s Talent Management Roadmap© was launched on 2 … · process Structuring compensation...