T A L E N T I N T E L L I G E N C E

AGENDA

14:00 - 14:05 WelcomeSusan Graeme, Marketing Director, Taleo

14:05 - 14:40 Critical Talent Pipelines Research 2012Chris Phillips, VP Marketing, Taleo

14:40 - 14:50 Q & A Chris Phillips, VP Marketing, Taleo

Taleo’s Social Community

TaleoEvent Hashtag: #TalentPipelines

Taleo, Talent Intelligence Community

Critical Talent Pipelines

Chris Philips, VP EMEA Marketing, Taleo

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Critical Talent Landscape

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Changing size of the workforce in 2012

Increase30%

Stay the same50%

Decrease20%

Higher22%

No change57%

Lower21%

Expected change in size of workforce in 2012

Expected number of people leaving voluntarily compared to 2011

Q1. How do you expect the overall size of your workforce to change in the next 12 months?Q2. Do you expect the number of people leaving the company voluntarily over the next 12 months to be higher or lower than the previous 12 months?

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Ability to grow is the main concerns for companies

Yet only 60% are fully confident they have the best people in the right places to drive growth… 40% are not

94% of companies define some roles within their organisation as critical

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Importance of visibility of talent needs and gaps

Business services

Hospitality / leisure

Public sector

IT / technology

Retail / wholesale

Construction / manufacturing

Pharmaceutical

Financial services

All sectors

52%

60%

57%

63%

66%

75%

69%

71%

64%

41%

33%

37%

32%

30%

21%

28%

29%

31%

Extremely important Important

95%

100%

97%

96%

96%

95%

94%

93%

93%

Q20. How important do you think it is for companies to have visibility of talent needs and gaps for critical roles and plan accordingly?

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What are the Critical Roles?

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Identifying the most critical roles

Other

Through quality talent intelligence / data

Market insight into services most valued by customers

Impact on company brand image

Indirect financial contribution

Direct financial contribution

Impact on business efficiency

3%

31%

31%

36%

37%

45%

60%

Q23. How do you know which are your critical roles?

Pharmaceutical and construction /

manufacturing (69%) share the strongest view on efficiency

10% of companies say they don’t know how to identify the most

critical roles – rising to 22% amongst public sector organisations

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Administrators

R&D

Production staff

Sales professionals

Marketing professionals

Technical & IT professionals

Customer service

Finance & legal professionals

36%

42%

47%

48%

51%

58%

58%

62%

Most critical roles for driving future growth*

Q21. More specifically, which of the following job functions do you consider to be critical roles within your company in terms of driving future growth? Please rate on a scale of 5-1 where 5 is “extremely critical” and 1 is “not at critical” *Asides from HR professionals

% rating as critical (4 or 5 out of 5)

“Without them, the actual operational service that we provide wouldn’t happen efficiently and our customer satisfaction would decline and we would lose business” – HR Director of an energy company cites the

importance of senior technical engineers

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Critical roles that are difficult to fill

Administrators

Customer service

Production staff

HR professionals

Marketing professionals

R&D

Sales professionals

Finance & legal professionals

Technical & IT professionals

10%

11%

15%

22%

22%

22%

23%

24%

32%

Q21. More specifically, which of the following job functions do you consider to be critical roles within your company that are difficult to fill? Please rate on a scale of 5-1 where 5 is “extremely difficult to fill” and 1 is “extremely easy to fill”

% rating as critical (4 or 5 out of 5)

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Critical skills quadrant: all sectors

More critical roles

Mor

e di

fficu

lt to

fill

Technical / IT

Finance / legal

HR

Marketing

Customer service

SalesR&D

ProductionAdministrators

CRITICAL SPECIALISTS

CRITICAL GENERALISTS

NON CRITICAL SPECIALISTS

NON CRITICAL GENERALISTS

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Closing the Gaps

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Effectiveness at managing critical talent pipelines

Identify risk of losing critical employees

Determine gaps between available and needed talent

Fill talent gaps either through development or recruitment

Identify critical roles within the business based on business goals

Match high performing individuals with critical roles

54%

56%

61%

66%

68%

Q24. How effectively is your company currently able to do the following? Please use a scale of 5-1 where 5 is “extremely effectively” and 1 is “not at all effectively”

% saying they are effective (4 or 5 out of 5)

Building a Critical Talent Strategy…

Identify Critical Roles, and Define Current and Future Needs

Understand Inventory of Internal Talent

Determine Target Mix of Internal vs External Recruitment

Define and Nurture Pools of Internal Talent Through

Development, Mobility and Retention Plans

Building a Critical Talent Strategy…

Track Development Progress, Promotion and Turnover Rates

Define Pools of Existing External Candidates

Measure and Refine Continuous Sourcing /CRM Strategies

Measure Health of Internal and External Talent Pools on a

Regular Basis

Critical Talent Pipelines – IHG Case Study

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Size

• World's largest hotel operator by number of rooms (over 658,348 rooms)

• 4,480 hotels

• Across nearly 100 countries

• 345,000 extraordinary people

•Pipeline 1,144 hotels with 180,484 rooms

Purpose

Strategy

•To build the hotel industry’s strongest operating system focused on the biggest markets and segments where scale really counts

Business Model

• Franchising (85%)

• Managing (14%)

• Owning (1%)

IHG Today

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Key Drivers:

• 1,144 hotels in the development pipeline

• 256,000 hires to make over the next 3 years

• To understand who IHG’s internal talent are, where they are and what they would like to do

• Increase awareness of opportunities within IHG

• Consistent global approach to internal moves

Business Drivers for Critical Talent

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Approach

The main approaches are:

• Talent Review process

• Performance Review process

• Global People planning process

• Internal Moves Guiding Principles

• Global Careers Weeks

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Careers Week

• Started in April 2010

• Held twice a year

• Aimed at Global Owned and Managed hotels and corporate offices

• All levels and bands

• Weeks awareness and local activity to promote career opportunities and development with IHG

• Increase awareness of www.ihg.jobs

• Increase understanding of application process

• Drive applications through the web site

• Give a consistent global message with regards to career opportunities

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Tangible Business Benefits

• During Careers Week in April 2012 over 4,700 internal people created or updated their profiles

• Employee engagement responses increased for the question “I can find out about and apply for other opportunities within IHG” to 85% in 2011

• In 2011 we saw the following increase in % of roles filled internally

Corporate Roles 44% (+33pp)

GM Roles 71% (+10pp)

Hotel Roles 12% (+5pp)

• Savings on recruitment and training costs by not sourcing externally

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ADDITIONAL RESOURCES

Taleo Research BlogIHG Prepares for Growth by Focusing on Critical Talent Pipelines

Taleo White Paper Critical Talent Pipelines in 2012

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Questions?