Measuring the Success of Talent Management

“Take our 20 best people away and I can tell you that Microsoft would become an unimportant company”
Confidential and Proprietary

.Overview  What impact does Talent Management have?  How is success measured?  Can technology be an enabler for managing the “talent pool”?  Table discussions on local application 2 ©2009 Right Management.

.Right Management   Part of Right Management Consultants Inc / Manpower Group of Companies Global leader of talent and career management consulting services (world’s largest provider of outplacement services) Over 300 offices in 52 countries. speaking 42 languages     Over 2500 employees and 6000 associates Public and private sector focus Experience of partnering with the NHS 3 ©2009 Right Management.

Hewitt Survey – Oct 08  90% of CEOs declare that Talent is top of their agenda but …. – Only 17% say the Talent strategy is aligned with business strategy – Most agree that CEO is accountable for succession but only 7% hold managers / 10% hold senior managers accountable – 70% do workforce planning but only 15% as part of a Talent strategy 4 ©2009 Right Management. ..

.Hewitt Survey – Oct 08 Less than 10% say they  measure the effectiveness of Talent Management programmes  track the quality of the talent over time  use quantitatively frameworks to align human capital investments with the business strategy 5 ©2009 Right Management.

Jan 09 6 ©2009 Right Management. .Impact on Engagement “There are career opportunities at my organisation”  The Engaged employee – 70% agree 10% disagree  The Disengaged employee – 26% agree 45% disagree 3.434 UK employees Right Management Global Benchmark Study .

Why some companies make the leap and others don’t. . 2001 8 ©2009 Right Management. Harper Business. geographies & population segments  Progressive and innovative practices  Progress and success is measured Good to Great. Collins.Best-in-Class  Higher commitment & accountability for Talent Development – Leadership walks the talk*  Depth & consistency of Practices – Talent Management is a top priority – Talent reviews & succession planning are institutionalised – Processes are integrated across units. Jim.

Women.Levels of success – the context for NHS  Situational – Regional visions of leadership – Organisational readiness – Enabling culture  Tactical – Identify the demand and supply of leaders – Development interventions carried out – Movement of talent across organisational and regional boundaries  Outcome – Increased supply of leaders – Higher percentage of clinical leaders – More representative of the communities the NHS serves  (esp BME. . People with disabilities) 9 ©2009 Right Management.

Some examples of Talent Management Metrics    Size of succession pipeline (number of potential successors per position) Percentage of leadership positions filled from the succession pool Quality of succession candidates (number of successful placements)       Quality of leadership appointed Time to-take-charge Attractiveness of Leadership Brand (retention of specific pools) Diversity of pool Percentage of cross-unit & cross-functional moves Employee perceptions of the organisation 10 ©2009 Right Management. .

POTENTIAL More agile .Talent Pools Targeted Talent Pool Candidates Highly effective P E R F O R M A N C E 4 High Professional 7 Adaptable Professional 9 High Potential 2 Future High Professional 5 Reliable Performer 8 Future High Potential 1 Less effective Low Performer 3 Inconsistent Performer 6 Possible Future High Potential Less agile Source: Lominger Research Institute. 12 ©2009 Right Management.

20% 45 – 55% 5% 1 Less effective 3 6 5 – 10% 5 – 10% 5% Less agile Source: Lominger Research Institute.Talent Pools .benchmarks Targeted Talent Pool Candidates Highly effective P E R F O R M A N C E 4 7 9 5 – 10% 5 – 10% 5% 2 5 8 10 . 13 ©2009 Right Management. POTENTIAL More agile .

Talent Asset Management Technology support Confidential and Proprietary .

Talent Identification 18 ©2009 Right Management. .

.Performance Profiling and Career Planning 20 ©2009 Right Management.

Succession Management 21 ©2009 Right Management. .

tactical & outcome levels?  What organisational behaviours will enable and/or inhibit the development of a robust Leadership Pipeline?  What is the role of the following in establishing and ensuring success metrics are in place and adopted – NHS London – Local Executive teams – Local HR / OD Directorates 26 ©2009 Right Management. .Table Discussions  What will success of this programme look like? What will the success metrics look like at the situational.

Right Management UK andy. .com Tel 020 7469 6672 27 ©2009 Right Management.lowe@right.Further information Andy Lowe Practice Leader.

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