The Talent Management Roadmap© under the microscope · 2012-11-06 · the organization to overcome...
Transcript of The Talent Management Roadmap© under the microscope · 2012-11-06 · the organization to overcome...
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The Talent Management
Roadmap© under the
microscope:
Results of the first
Roadmap research
June 2, 2010
Cédric Van Garsse
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ASSUMPTIONS
ASSUMPTION 1:
Organizations reaching their
objectives in general have a
highly strategically integrated
approach towards talent
management.
ASSUMPTION 1:
Organizations reaching their
objectives in general have a
highly strategically integrated
approach towards talent
management.
ASSUMPTION 4:
In a time of Talent
Management, the most
“individually” oriented TM
processes will gain more &
more importance.
ASSUMPTION 4:
In a time of Talent
Management, the most
“individually” oriented TM
processes will gain more &
more importance.
ASSUMPTION 3:
After a period of crisis, HR
responsibles in the near future
focus on optimizing existing TM
services, rather than taking TM
to a more strategic level
ASSUMPTION 3:
After a period of crisis, HR
responsibles in the near future
focus on optimizing existing TM
services, rather than taking TM
to a more strategic level
ASSUMPTION 2:
Performance, Career and
Reward are strongly related,
and therefore approached on a
same Mindset level within the
TM Roadmap©.
ASSUMPTION 2:
Performance, Career and
Reward are strongly related,
and therefore approached on a
same Mindset level within the
TM Roadmap©.
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APPROACH
• 100 Organizations: large, small, various sectors.
• In-depth interviews with HR/TM responsible.
• Standardized interview grid with qualitative and quantitative questions.
• Four main questions:
– HR perception: the perceived mindset of HR by the organization?
– Per cluster of the TM Roadmap©: The position of the organization today?
– Per cluster of the TM Roadmap©: The TM priorities for the next three years?
– The enablers in the organization to be used for the success of the priorities + The barriers in the organization to overcome in order to succeed in the implementation of the priorities.
• Each answer challenged and deepened in collaboration with an experienced TM consultant during the interview.
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Typology of the participants
100 Organizations
Typology by sector
Industry and
Manufacturing
27%
Energy & Utilities
5%
IT
8%
Media and Internet
1%
Pharmaceutical and
Healthcare
17%
Public Sector
13%
Telecommunications
5%
Tourism and Leisure
3%
Transport
4%
Construction
1%
FMCG
8%
Financial Services
5%
Automotive
3%
Typology according to N° of Employees in Belgium
201-500
31%
501-1000
19%
5001-10000
4% 50-200
24%
<50
1%
>10000
3%
1001-5000
18%
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AGENDA
• Question 1: Perception of the HR Mindset within the Talent Management Roadmap©
• Question 2: AS IS situation within the Talent Management Roadmap©
• Question 3: TO BE situation within the Talent Management Roadmap©
• Question 4: Barriers and Enablers
• Conclusions
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Question 1:
Perception of the HR mindset in the organization
In +/- 60% of the
participating
organizations, the
HR responsibles
feel that HR is
perceived as a
service with a more
strategic focus
rather than with an
operational focus.
HR Mindset of the Organization
as perceived by HR
10%
29%
57%
4%
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AGENDA
• Question 1: Perception of the HR Mindset within the Talent Management Roadmap©
• Question 2: AS IS situation within the Talent Management Roadmap©
• Question 3: TO BE situation within the Talent Management Roadmap©
• Question 4: Barriers and Enablers
• Conclusions
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Question 2:
Where do we position ourselves today on the TM Roadmap©?
• Where do we position ourselves today,
• in each cluster,
• taking into account the principles of the TM Roadmap©?
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Question 2:
Where do we position ourselves today on the TM Roadmap©?
Clusters demonstrating similar patterns in the answers across the 4 TM Roadmap© HR
mindsets.
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Question 2:
Where do we position ourselves today on the TM Roadmap©?
Three TM clusters are clearly more focused
on a mindset of “consequence of the
business” and “HR consistency” .
Can we generalize this pattern?
Learning & Development
7%
33%
46%
14%
Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
Workforce3%
40%
47%
10%
Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
Organizational Requirements
1%
30%
57%
12%
Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
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Question 2:
Where do we position ourselves today on the TM Roadmap©?
Clusters demonstrating similar patterns in the answers across the 4 TM Roadmap© HR
mindsets.
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Question 2:
Where do we position ourselves today on the TM Roadmap©?
Reward & Performance stand out.
20%-25% “strategically integrated”.
45%- 50% “consequence of business.
Efficiency meets Investment.
Business meets Human Resources.
Reward Management
8%
25%
47%
20%
Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
Performance
4%
27%
45%
24%Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
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Question 2:
Where do we position ourselves today on the TM Roadmap©?
Clusters demonstrating similar patterns in the answers across the 4 TM Roadmap© HR
mindsets.
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Question 2:
Where do we position ourselves today on the TM Roadmap©?
Career, a cluster with an unique pattern.
Strong emphasis on operational approach.
“We are just not that kind of organization.”
Most individually oriented service is the less
strategically integrated.
Career
25%
37%
32%
6%Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
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Performance
4%
27%
45%
24%Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
Question 2:
Where do we position ourselves today on the TM Roadmap©?
Reward Management
8%
25%
47%
20%
Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
Career
25%
37%
32%
6%Ad Hoc
Consistency
Consequence of
business
Integrated business
driver
Mutual
influence?
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AGENDA
• Question 1: Perception of the HR Mindset within the Talent Management Roadmap©
• Question 2: AS IS situation within the Talent Management Roadmap©
• Question 3: TO BE situation within the Talent Management Roadmap©
• Question 4: Barriers and Enablers
• Conclusions
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Question 3:
Where do we position ourselves in three years on the TM Roadmap©?
• What are our realistic priorities to be realized within three years,
• in each cluster,
• taking into account the principles of the TM Roadmap?
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Question 3:
Where do we position ourselves in three years on the TM Roadmap©?
• Integrated business driver & Consequence of business will host largest number of organizations in the future.
• Why this strong emphasis?
• Integrated business driver & Consequence of business will host largest number of organizations in the future.
• Why this strong emphasis?
• Is it necessary?
• What are the consequences?
• Is it necessary?
• What are the consequences?
Career
11%
14%
55%
20%
Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Learning & Development
51%
43%
0% 6%
Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Performance
1%12%
38%
49%Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Reward Management3%
9%
48%
40%
Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Workforce
0%13%
46%
41%
Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Organizational Requirements
0%
4%
39%
57%Ad Hoc
Consistency
Consequence of
business
Integrated
business driver
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Question 3:
Where do we position ourselves in three years on the TM Roadmap©?
EXAMPLE 1
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Question 3:
Where do we position ourselves in three years on the TM Roadmap©?
EXAMPLE 2
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Question 3:
Where do we position ourselves in three years on the TM Roadmap©?
EXAMPLE 3
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Question 3:
Where do we position ourselves in three years on the TM Roadmap©?
• After a crisis, HR in the driver’s seat.
• Quality of HR responsibilities will change.
• After a crisis, HR in the driver’s seat.
• Quality of HR responsibilities will change.
• Long term value creator.
• Regardless of trends and hypes.
• Long term value creator.
• Regardless of trends and hypes.
Career
11%
14%
55%
20%
Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Learning & Development
51%
43%
0% 6%
Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Performance
1%12%
38%
49%Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Reward Management3%
9%
48%
40%
Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Workforce
0%13%
46%
41%
Ad Hoc
Consistency
Consequence of
businessIntegrated business
driver
Organizational Requirements
0%
4%
39%
57%Ad Hoc
Consistency
Consequence of
business
Integrated
business driver
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Question 3:
Where do we position ourselves in three years on the TM Roadmap©?
D. Carrying out ad hoc activities -mostly operational
C. Ensuring consistency of the HR process
B. Approaching talent systematically as a consequence of the business planning process
A. Building talent as an integrated business driver - Building capabilities
TALENT MANAGEMENT ROADMAP©
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AGENDA
• Question 1: Perception of the HR Mindset within the Talent Management Roadmap©
• Question 2: AS IS situation within the Talent Management Roadmap©
• Question 3: TO BE situation within the Talent Management Roadmap©
• Question 4: Barriers and Enablers
• Conclusions
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Question 4:
What are our Enablers & Barriers?
• Taking into account our priorities for the coming years,
• What are existing characteristics of our organization to
• Deploy in order to succeed = Enabler,
• Overcome in order to succeed = Barrier.
Enabler Barrier
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Question 4:
What are our Enablers & Barriers?
3 – Flexible attitude of the workforce 3 – Company culture resistant to change
2 – New management = new oxygen 2 – Buy in from middle management
1 – Buy in from top management 1 – Operational focus: delivery & resources
What are existing characteristics of your organization to deploy in order to succeed?
What are existing characteristics of your organization to overcome in order to succeed?
Role of management Culture & Change
Enabler Barrier
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AGENDA
• Question 1: Perception of the HR Mindset within the Talent Management Roadmap©
• Question 2: AS IS situation within the Talent Management Roadmap©
• Question 3: TO BE situation within the Talent Management Roadmap©
• Question 4: Barriers and Enablers
• Conclusions
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CONCLUSIONS
ASSUMPTION 1:
Organizations reaching their
objectives in general have a
highly strategically integrated
approach towards talent
management.
ASSUMPTION 1:
Organizations reaching their
objectives in general have a
highly strategically integrated
approach towards talent
management.
ASSUMPTION 4:
In a time of Talent
Management, the most
“individually” oriented TM
processes will gain more &
more importance.
ASSUMPTION 4:
In a time of Talent
Management, the most
“individually” oriented TM
processes will gain more &
more importance.
ASSUMPTION 3:
After a period of crisis, HR
responsibles in the near future
focus on optimizing existing TM
services, rather than taking TM
to a more strategic level
ASSUMPTION 3:
After a period of crisis, HR
responsibles in the near future
focus on optimizing existing TM
services, rather than taking TM
to a more strategic level
ASSUMPTION 2:
Performance, Career and
Reward are strongly related,
and therefore approached on a
same Mindset level within the
TM Roadmap©.
ASSUMPTION 2:
Performance, Career and
Reward are strongly related,
and therefore approached on a
same Mindset level within the
TM Roadmap©.
Yes No
Yes No Yes No
Yes No
Confirmed by results?
Confirmed by results?
Confirmed by results?
Confirmed by results?
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THANKS TO ALL WHO PARTICIPATED!
* For confidentiality reasons, not all participants are represented in the list.
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For more information, please contact
Cédric Van Garsse
T: +32 479 32 73 63
www.hudson.com
www.jobs.hudson.com