The future of Talent Management: beyond the nine box grid
description
Transcript of The future of Talent Management: beyond the nine box grid
The future of Talent Management: beyond the nine box grid
Karen Ward, Programme DirectorCorporate Research Forum
Six Myths of TM
1. Talent Management follows strategy2. Generation Y will grow up and start behaving like us soon3. Focusing on a fixed elite of ‘talent’ will give you the best
ROI4. Current skills and performance give you a good idea of
future success5. Talent is an interchangeable commodity like any other6. Formal Processes matter more than informal processes
Source: Pern & Heath (2013) Ashridge
Delivering sustainable organisational performance through talent management
Business Strategy
People Strategy
Talent Strategy
• Talent Management is the attraction, identification, selection, development and retention of those employees who have the potential to add significant, sustainable, strategic value to your organisation.
Plan
Source
MakeDeliver
Consume
Evolution of talent management
Headless Chicken Bureaucratic Supply Chain Systemic
• Anticipate noneeds
• Make no plans to address needs
• Then panic…• …and hire like mad• ….then fire when
you have too many
• Complex models for forecasting and succession planning
• By the time the plan “pops” out someone else has captured the talent….
• Make & Buy to manage risk
• Adapts to uncertainty in talent demand
• Improve ROI on Talent Development
• Preserve investment by balancing Employer & Employee interests
• Open Source – across organisational boundaries
• Informal networks as influential as formal TM processes
• Lived brand more powerful than espoused brand
• Relational – mass personalisation. One size does not fit all
Source: adapted from Richardson, 2008
TIME
You
Nine Box Grid: Unintended Consequences
Source: Hirsh (2012) CRF
• Use of in year appraisal ratings to define performance is risky given the instability of the measure
• Confuses potential with readiness for promotion
• Potential for what? Often ignores business critical expertise and functional mastery
• A tick box exercise which allows line managers off the hook
• Does not facilitate meaningful career development
• Does not take account of changes in the external environment
Relational TM – between people
Social and Political Context
Performance Potential
Source: Ward & Jacobsen (2011)
Motivation
Individual and collective dialogue about:• Performance
• What does sustainable performance look like here?
• What creates sustainable value here?• Potential – for what?
• How is the world of work changing?• What is my personal appetite for
learning?• Motivation
• What do I want from my work at this point in my life?
• How can I bring the best of myself?
Insights from other fieldsBig data – retail customer insight
Marketing – Segmentation
Marketing – Mass Personalisation
Psychotherapy – cultural barriers to change
Education – identification of potential
Your role?Horizon Scanning
Sense Making
Learn how to be Edge Creatures
Building Relationships
Thank you for listening