The The

Essentials Essentials

ofof Talent ManagementTalent Management

Talent Management: What Talent Management: What is it?is it?

Alignment of employees with business Alignment of employees with business priorities to deliver greater performance priorities to deliver greater performance and resultsand results

Keeping “the end in mind”: performance Keeping “the end in mind”: performance management, competency, leadership management, competency, leadership development, and succession planningdevelopment, and succession planning

As agencies strive to meet strategic goals, As agencies strive to meet strategic goals, they must ensure that they have a they must ensure that they have a continuous process for recruiting, training, continuous process for recruiting, training, managing, supporting, and compensating managing, supporting, and compensating their employeestheir employees

What’s Driving the What’s Driving the Current Emphasis on Current Emphasis on Talent Management?Talent Management?

The context in which we do business is more The context in which we do business is more complex and more competitivecomplex and more competitive

Employee expectations are changing with a Employee expectations are changing with a desire for work-life balance and meaningful desire for work-life balance and meaningful jobsjobs

““The War on Talent”: workforce The War on Talent”: workforce demographics are evolving as retirees leavedemographics are evolving as retirees leave

Emerging technologies are changing the Emerging technologies are changing the employee competencies needed in employee competencies needed in organizationsorganizations

Evolution of Talent Evolution of Talent ManagementManagement

Personnel Department – 1970s-80s role of HR Personnel Department – 1970s-80s role of HR served more of a served more of a business functionbusiness function in hiring in hiring people, paying them, and making sure they people, paying them, and making sure they had necessary benefits. had necessary benefits.

Strategic HR – 1980s-90s HR had larger role Strategic HR – 1980s-90s HR had larger role of a of a business partnerbusiness partner reaching out to support reaching out to support lines in recruiting, training, and lines in recruiting, training, and communicating for employees.communicating for employees.

Talent Management – Today’s HR functions Talent Management – Today’s HR functions are becoming are becoming integrated with the business integrated with the business with a focus on management processes.with a focus on management processes.

Evolution of Talent Evolution of Talent ManagementManagement

Old Mindset about Old Mindset about EmployeesEmployees

New Talent MindsetNew Talent Mindset

A vague notion that A vague notion that “people are our most “people are our most important asset”important asset”

A deep conviction that A deep conviction that better talent leads to better talent leads to better corporate better corporate performanceperformance

HR is responsible for HR is responsible for people managementpeople management

All managers are All managers are accountable for accountable for strengthening their strengthening their talent pooltalent pool

We have a two-day We have a two-day succession planning succession planning exercise once a yearexercise once a year

Talent management is a Talent management is a central part of how we central part of how we run the companyrun the company

I work with the people I I work with the people I inheritinherit

I take bold actions to I take bold actions to build the talent pool I build the talent pool I needneed

Ed Michaels, Helen Handfield – Jones, Beth Axelrod, Ed Michaels, Helen Handfield – Jones, Beth Axelrod, The War for TalentThe War for Talent, , 20012001.

The Process of Talent The Process of Talent ManagementManagement

RecruitRecruit DevelopDevelopDeployDeploy RetainRetain

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Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Research Series, 2004..

A Focus on Key Talent A Focus on Key Talent IssuesIssues

Rather than focusing just on recruiting Rather than focusing just on recruiting and retaining talent, talent savvy and retaining talent, talent savvy organizations support their employees organizations support their employees on issues they care about most:on issues they care about most:

• Doing work that engages themDoing work that engages them• Encountering fresh challengesEncountering fresh challenges• The number one reason employees leave The number one reason employees leave

comes down to their relationship with their comes down to their relationship with their boss; therefore, organizations should focus boss; therefore, organizations should focus on examining the deployment and on examining the deployment and development of the supervisors tasked with development of the supervisors tasked with leading othersleading others

Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004

The Process of Talent The Process of Talent ManagementManagement

RecruiRecruitt

DevelopDevelopDeployDeploy RetainRetain

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Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Research Series, 2004..

Recruiting EmployeesRecruiting Employees

Be proactive, not just reactiveBe proactive, not just reactive

Focus on Strategic RecruitmentFocus on Strategic Recruitment

Include Generational Include Generational RecruitmentRecruitment

The Process of Talent The Process of Talent ManagementManagement

RecruitRecruit DevelopDevelopDeploDeployy

RetainRetain

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Deploying EmployeesDeploying Employees

““Deploy”: Working with key Deploy”: Working with key individuals to identify their interests, individuals to identify their interests, find their best fit in the organization, find their best fit in the organization, and craft the job design and and craft the job design and conditions that help them to performconditions that help them to perform

Deployment is about matching the Deployment is about matching the correct employee to a critical job or correct employee to a critical job or projectproject

Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004

The Process of Talent The Process of Talent ManagementManagement

RecruitRecruit DevelopDevelopDeployDeploy RetainRetain

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Deploying Employees:Deploying Employees:CompensationCompensation

Consider a compensation planConsider a compensation plan

Key positions should have a career Key positions should have a career planplan

Supervisors and employees should Supervisors and employees should communicate and foster the communicate and foster the employee’s individual career goals, employee’s individual career goals, including compensation as a including compensation as a componentcomponent

The Process of Talent The Process of Talent ManagementManagement

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Deploying Employees: Deploying Employees: Performance ManagementPerformance ManagementDeployment does not stop once Deployment does not stop once

employees are assigned to a employees are assigned to a specific jobspecific job

Agencies must continuously Agencies must continuously focus on their critical talent to focus on their critical talent to ensure that their skills, interests, ensure that their skills, interests, and capabilities evolve in line and capabilities evolve in line with strategic objectiveswith strategic objectives

Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004

The Process of Talent The Process of Talent ManagementManagement

RecruitRecruit DevelopDevelopDeployDeploy RetainRetain

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Developing Employees: Developing Employees: LearningLearning

““Develop”: Providing real-life Develop”: Providing real-life learning employees need to master a learning employees need to master a job. Experiences that stretch their job. Experiences that stretch their capabilities and the lessons they capabilities and the lessons they learn from those experiences are learn from those experiences are important.important.

Rather than push more information Rather than push more information through training, it is more through training, it is more important that they “learn how to important that they “learn how to learn”learn”

Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004

The Process of Talent The Process of Talent ManagementManagement

RecruitRecruit DevelopDevelopDeployDeploy RetainRetain

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Develop Employees:Develop Employees: Succession Planning Succession Planning

In a recent poll, 67% of employees In a recent poll, 67% of employees said they learned the most in said they learned the most in situations where they were situations where they were working together with a colleague working together with a colleague on a taskon a task

““Peer assist programs” such as Peer assist programs” such as mentoring and coaching are mentoring and coaching are important aspects of succession important aspects of succession planningplanning

Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004

The Process of Talent The Process of Talent ManagementManagement

RecruitRecruit DevelopDevelopDeployDeploy RetaiRetainn

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Retaining EmployeesRetaining Employees

The average cost to replace an The average cost to replace an employee is one and half times her employee is one and half times her average salary. New candidates can average salary. New candidates can take a year or more to master their take a year or more to master their jobs.jobs.

Common retention approaches look Common retention approaches look at turnover rates, but turnover does at turnover rates, but turnover does not measure people’s commitment not measure people’s commitment to a company. When jobs are scarce, to a company. When jobs are scarce, it is easy to retain a non-committed it is easy to retain a non-committed workforce.workforce.

Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004

The Process of Talent The Process of Talent ManagementManagement

RecruitRecruit DevelopDevelopDeployDeploy RetainRetain

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Assessment and Evaluation:Assessment and Evaluation:How Do You Identify Your Critical How Do You Identify Your Critical

Talent?Talent?

Critical talent are the people who create Critical talent are the people who create the the

value an organization needs to succeed.value an organization needs to succeed.

Which strategies, skills, and capabilities Which strategies, skills, and capabilities are crucial to your current and future are crucial to your current and future success?success?

What emerging workforce trends will What emerging workforce trends will impact your ability to deliver value?impact your ability to deliver value?

Who possesses the greatest current and Who possesses the greatest current and future potential?future potential?

Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004

HR Spring Forum’sHR Spring Forum’s Talent Management Series Talent Management Series

Recruitment Recruitment – Acquiring Talent– Acquiring Talent

DeploymentDeployment- Compensation and - Compensation and Performance ManagementPerformance Management

DevelopmentDevelopment – – Learning and Learning and Succession PlanningSuccession Planning

RetentionRetention – Engaging Employees– Engaging Employees

Assessment and EvaluationAssessment and Evaluation – HR – HR MetricsMetrics