Talent Management for 21C

Cappelli, Peter. Harvard Business Review, Mar2008, Vol. 86 Issue 3, p74-81

Every talent management process in use today was

developed half a century ago. It’s time for a new model.

Peter Cappelli (cappelli@wharton.upenn.edu) is the George W. Taylor Professor of Management and the director of the Center for
Human Resources at the University of Pennsylvania’s Wharton School in Philadelphia. He is the author of several HBR articles and
the book Talent n Demand, forthcoming from Harvard Business School Press, which further develops the ideas presented in this
article.

© Chung, Chang Kwon

 Background

Talent Management

Anticipating
Model the needs Setting out
the plan
Outside
Oriented Hiring

Slow and Risky Too expensive and

Meet the needs
Disruptive to the org.

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 Background
Case 1

⇒ academy company

Case 2.
Unilever India
recession

2000년 2001년 2004년

1,100명 1,400명

27% ↑
Case 3
“Why should we develop people when our competitors
are willing to do it for us?”
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Background

Uncertainty

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SCM vs. Talent Management
SCM Talent Management
Forecasting product demand Forecasting talent needs

Cheapest & fastest Cost-effectively developing

manufacturing talent

Outsourcing certain aspect of Outside hiring

manufacturing process

Timely delivery Planning for succession events

Product move through supply Managing an internal talent

chain pipeline
; reducing bottlenecks / speeding up processing time
improving forecasts

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Four principles
Forecasting

Demand Side
Principle 1 : Make and Buy to Manage Risk

Principle 2 : Adapt to the Uncertainty in Talent Demand

Principle 3 : Improve the Return on Investment

in Developing Employees

Principle 4 : Preserve the Investment by Balancing

Employee-Employer Interests
Supply Side

Investment
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Principle 1 : Make and Buy to Manage Risk

Overshooting
Vs.

Undershooting

⇒ 장기계획 포기, 단기 계획(시뮬레이션) 강조

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 Principle 1 : Make and Buy to Manage Risk

The level of Undershooting

ü How long will you need the talent?

ü How accurate is your forecast of the length of time

you will need the talent?

ü Is there a hierarchy of skills and jobs?

ü How important is it to maintain the organization’s current culture?

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Principle 2 : Adapt to the Uncertainty in Talent Demand

Breaking up developing program

ü 연 1회 공채 ⇒ 연 2회 공채
( 수요예측 기간 단축 ⇒ 탄력성 제고 )

ü 단계별, 기능별 사내 역량개발 프로그램 분리

- general management vs. function-specific skill
- 3년 프로그램 ⇒ 18개월 프로그램(공통역량중심)
⇒ 2차 수요예측 ⇒ allocation candidate

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Principle 2 : Adapt to the Uncertainty in Talent Demand

Consolidating program ( Organization-wide talent pool)

Consolidating program (broad and general competencies)

+
약간의 just-in-time training and coaching

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Principle 3 : Improve the Return on Investment in
Developing Employees
ü 기본 방향

Sharing developing cost with employees (수혜자 부담)

Current Job Vs. Future Roles

⇒ Training ⇒ Developing
Investment (0) Investment (x)

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Principle 3 : Improve the Return on Investment in
Developing Employees
Volunteer Base
Pittsburgh-based PNC Financial Service
<volunteering for projects >
+ -
Access to company leaders Time
Retention↑ Broadening experience
Good professional contacts

Former Employees
Informing qualified former employees of important development
Paying the cost for keeping their skill up-to-date ( small investment)
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Principle 4 : Preserve the Investment
by Balancing Employee-Employer Interests
ü Job 배치에 대한 결정권 변화

Top Down 사내공모제

(chess-master model) (internal job board)

Dow Chemical

이직율 50% 감소

미국기업의 80% - Taleo research

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Principle 4 : Preserve the Investment
by Balancing Employee-Employer Interests
ü Issue : Employee Interest vs. Employer Interest
ü key : Negotiate Solutions

Project Team 구성

• Associate’s choice Senior partner’s decision

• Principal’s choice

Office of Mediation
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 Conclusion

We can achieve certainty through planning (X)

Talent-On-Demand Framework Challenging uncertainty

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