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Transcript of of talent - Deloitte Mé en-mx)TheChemistryTalent_24ago09.pdf A broader shortage of talent...

  • Straight Talk Book No. 10

    The chemistry of talent

    (New ways to think about people and work)

  • Straight Talk Book No. 10

    The chemistry of talent

    (New ways to think about people and work)

  • In the time it takes to read this book 728 babies will be born in India,

    123 will be born in the United States, and only 19 will be born in Germany.

  • Contents Winning formula? 5

    This is a business problem 7

    Are you ready? 8

    Start here 10

    Measure what matters 12

    The beginning, the middles, and the end 13

    No size fits all 15

    Are you listening? 16

    Building the 21st century workplace 18

    What can you promise? 20

    What can you deliver? 21

    ДУмайте глобалЬно 22

    Here, there, and everywhere 25

    Time and space 26

    Business-driven HR 29

    You’re on 30

  • C 12

    H 22

    O 11


    CH 3 COOH vinegar

  • 5

    Winning formula?

    Some of the world’s most admired companies today say they’ll lose half of their key people over the next five years.

    And that’s just the tip of a very big iceberg. A broader shortage of talent looms dark on the horizon, even as new generations of workers splash into the global talent pool, loaded with expectations that can easily upend business as usual.

    The good old corporate ladder is fading under the weight of change—giving way to a new corporate lattice, where talented people can

    move in any direction across a widening range of options. When a company doesn’t provide the choices they need, the direction they choose could be out.

    Knowing what choices to provide—and making those choices accessible—requires work in three areas: a business-focused talent strategy, the right solutions, and an infrastructure that can evolve to handle whatever comes next.

    The trick, of course, is putting the right elements together in a winning combination.

  • For a student starting in a university today, half of what she learns in her first year will

    be outdated by the time she graduates.

  • 7

    This is a business problem

    Talent today is at the top of the business agenda—and not just for HR. From CEOs to CFOs to business unit leaders, executives everywhere are worried about talent. Specifically, they’re worried about their leadership benches, the scarce supply of critical employees, and how to keep and develop the people they have.

    Globalization has changed the equation. Global customers, global workforces, distributed work, and more. Unfortunately, most companies have not set up their talent and HR programs to compete in a flat world.

    On the other side of the spectrum, you don’t have to dig very deep in business to discover a not-so-secret truth. Tethered by short leashes to cell phones and email, the best people

    today are burning their candles at both ends. Which probably isn’t all that healthy. From junior managers to senior executives, the pattern is the same. All work all the time makes Jill a crispy critter.

    Technology and information are stretching the fabric of the workplace lattice in every direction. Not just what people are doing, but how and where they’re doing it, too.

    Any business strategy you choose will be shaped by workforce challenges—whether you recognize it now or when it’s too late. Acquisitions, mergers, downsizing, offshoring, partnering, you name it—people are central. And unless you understand exactly how things are evolving, you’ll have a hard time getting the workforce you need.

  • 8

    In the face of the talent crunch, it’s tempting to jump right in and start fixing things— especially if you tend to prefer action to analysis. In this case, it may be better to live with uncertainty a little while longer.

    That’s because too many companies simply don’t have the foundation of facts required to start creating the strategies, solutions, and infrastructure they’ll need to build the right workforce.

    Before you start designing solutions, work with your business leaders to confirm their strategic priorities—and to understand what

    those priorities require from critical talent. Ask them to identify the talent gaps they’re facing and explore options for closing them. Find out where they stand in succession planning—not just for leaders, but for all critical talent.

    After that, you’ll want to get even more specific. You need to know exactly what it will take to create the jobs, organization, and workplaces your best people need to thrive.

    If you’re looking for a framework for developing those questions, you’ve come to the right place.

    Are you ready?

  • Take the test

    Talent is on our CEO’s priority list. Really.

    We’ve identified the critical workforce segments we need to achieve our business goals.

    We understand how global workforce changes are affecting our talent needs.

    Our approach to workforce planning is grounded in a clear understanding of our business priorities.

    We use data analytics and predictive modeling as part of workforce planning, recruitment, and retention.

    Our HR department works closely with business leaders. We are definitely ahead of the talent curve.

    When planning workforce initiatives, we think holistically, with inputs from tax, facilities management, IT, and legal.

    Our managers understand the career-life needs of critical talent, and we’re customizing our programs to meet those needs.

    We’re well on the way to mastering the practice of talent dialogue.

    1 2 3 4 5

    1 2 3 4 5

    1 2 3 4 5

    1 2 3 4 5

    1 2 3 4 5

    1 2 3 4 5

    1 2 3 4 5

    1 2 3 4 5

    1 2 3 4 5


    Take two minutes to rate your company on each of these statements. “5” means you strongly agree.

    Scoring 0–10 You’re missing the boat. Being unprepared may not be hurting you

    now, but it will. 11–20 You’re on the way, but talent and work aren’t yet a competitive

    advantage. 21–36 You’re positioned to excel when it comes to getting and keeping the

    best people. 37+ We wouldn’t want to be your competitor.

  • Gs Global


    Ad Accelerated


    G4 Generational


    Gm Global


    Social Networking


    Virtual Workplace


    Mass Career Customization™


    Rt Rewards


    Ev Employee Value


    Td Talent


    Coached Organization


    Strategy Catalysts

    Talent Solutions Work Solutions








    Ba Business


    Wp Workforce


    Wi Workforce


    Rm Risk


    Cws Critical

    Workforce Segments

    Tr Talent


    Hrs HR


    Ta Talent







    Sd HR Service


    Di Diversity &


    O2 Orientation &


    Rs Recruitment &


    Ld Learning &


    Kc Knowledge & Collaboration

    Pm Performance


    Sm Succession


    Wd Work


    Cm Change


    Er Ethics &




    Od Organization


    Jd Job






    The Periodic Table of Talent

  • How to use this table

    Use the Periodic Table of Talent to explore the elements of strategy, solutions, catalysts, and infrastructure that could be part of your overall approach to talent management.

    1. Business strategy and metrics first. Make sure the needs of the business are driving your agenda. Think through how your workforce needs will change in the years ahead. What kinds of people will you need—by when—and where in the world will they come from? How will you measure progress?

    2. Solutions. Every investment in solutions should tie directly back to the elements of your strategy. Some solutions will be focused on talent issues like employee recruitment or career development. Others will be focused on work issues—the what, when, where, and how of work.

    3. Catalysts. Some elements have special potential to accelerate performance. These catalysts can drive differentiation more quickly than other solutions and deserve special attention.

    4. Infrastructure to enable the solutions. Some of the infrastructure you need may already be in place, but you may have to upgrade your systems—and maybe even your culture. Keep improvements focused on delivering the specific solutions necessary to support the strategy.

    Elements in the table can be defined as “core” or “differentiating.” Many companies will need to pursue both. Core elements support the traditional employee lifecycle. Differentiators have higher potential to drive competitive