The Talent Management Roadmap© under the microscope · 2012-11-06 · the organization to overcome...

The Talent Management

Roadmap© under the

microscope:

Results of the first

Roadmap research

June 2, 2010

Cédric Van Garsse

2

ASSUMPTIONS

ASSUMPTION 1:

Organizations reaching their

objectives in general have a

highly strategically integrated

approach towards talent

management.

ASSUMPTION 1:





management.

ASSUMPTION 4:

In a time of Talent

Management, the most

“individually” oriented TM

processes will gain more &

more importance.

ASSUMPTION 4:

In a time of Talent




more importance.

ASSUMPTION 3:

After a period of crisis, HR

responsibles in the near future

focus on optimizing existing TM

services, rather than taking TM

to a more strategic level

ASSUMPTION 3:






ASSUMPTION 2:

Performance, Career and

Reward are strongly related,

and therefore approached on a

same Mindset level within the

TM Roadmap©.

ASSUMPTION 2:





TM Roadmap©.

3

APPROACH

• 100 Organizations: large, small, various sectors.

• In-depth interviews with HR/TM responsible.

• Standardized interview grid with qualitative and quantitative questions.

• Four main questions:

– HR perception: the perceived mindset of HR by the organization?

– Per cluster of the TM Roadmap©: The position of the organization today?

– Per cluster of the TM Roadmap©: The TM priorities for the next three years?

– The enablers in the organization to be used for the success of the priorities + The barriers in the organization to overcome in order to succeed in the implementation of the priorities.

• Each answer challenged and deepened in collaboration with an experienced TM consultant during the interview.

4

Typology of the participants

100 Organizations

Typology by sector

Industry and

Manufacturing

27%

Energy & Utilities

5%

IT

8%

Media and Internet

1%

Pharmaceutical and

Healthcare

17%

Public Sector

13%

Telecommunications

5%

Tourism and Leisure

3%

Transport

4%

Construction

1%

FMCG

8%

Financial Services

5%

Automotive

3%

Typology according to N° of Employees in Belgium

201-500

31%

501-1000

19%

5001-10000

4% 50-200

24%

<50

1%

>10000

3%

1001-5000

18%

5

AGENDA

• Question 1: Perception of the HR Mindset within the Talent Management Roadmap©

• Question 2: AS IS situation within the Talent Management Roadmap©

• Question 3: TO BE situation within the Talent Management Roadmap©

• Question 4: Barriers and Enablers

• Conclusions

6

Question 1:

Perception of the HR mindset in the organization

In +/- 60% of the

participating

organizations, the

HR responsibles

feel that HR is

perceived as a

service with a more

strategic focus

rather than with an

operational focus.

HR Mindset of the Organization

as perceived by HR

10%

29%

57%

4%

7

AGENDA





• Conclusions

8

Question 2:

Where do we position ourselves today on the TM Roadmap©?

• Where do we position ourselves today,

• in each cluster,

• taking into account the principles of the TM Roadmap©?

9

Question 2:


Clusters demonstrating similar patterns in the answers across the 4 TM Roadmap© HR

mindsets.

10

Question 2:


Three TM clusters are clearly more focused

on a mindset of “consequence of the

business” and “HR consistency” .

Can we generalize this pattern?

Learning & Development

7%

33%

46%

14%

Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

Workforce3%

40%

47%

10%

Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

Organizational Requirements

1%

30%

57%

12%

Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

11

Question 2:



mindsets.

12

Question 2:


Reward & Performance stand out.

20%-25% “strategically integrated”.

45%- 50% “consequence of business.

Efficiency meets Investment.

Business meets Human Resources.

Reward Management

8%

25%

47%

20%

Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

Performance

4%

27%

45%

24%Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

13

Question 2:



mindsets.

14

Question 2:


Career, a cluster with an unique pattern.

Strong emphasis on operational approach.

“We are just not that kind of organization.”

Most individually oriented service is the less

strategically integrated.

Career

25%

37%

32%

6%Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

15

Performance

4%

27%

45%

24%Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

Question 2:


Reward Management

8%

25%

47%

20%

Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

Career

25%

37%

32%

6%Ad Hoc

Consistency

Consequence of

business

Integrated business

driver

Mutual

influence?

16

AGENDA





• Conclusions

17

Question 3:

Where do we position ourselves in three years on the TM Roadmap©?

• What are our realistic priorities to be realized within three years,

• in each cluster,

• taking into account the principles of the TM Roadmap?

18

Question 3:


• Integrated business driver & Consequence of business will host largest number of organizations in the future.

• Why this strong emphasis?

• Integrated business driver & Consequence of business will host largest number of organizations in the future.

• Why this strong emphasis?

• Is it necessary?

• What are the consequences?

• Is it necessary?

• What are the consequences?

Career

11%

14%

55%

20%

Ad Hoc

Consistency

Consequence of

businessIntegrated business

driver


51%

43%

0% 6%

Ad Hoc

Consistency

Consequence of


driver

Performance

1%12%

38%

49%Ad Hoc

Consistency

Consequence of


driver

Reward Management3%

9%

48%

40%

Ad Hoc

Consistency

Consequence of


driver

Workforce

0%13%

46%

41%

Ad Hoc

Consistency

Consequence of


driver


0%

4%

39%

57%Ad Hoc

Consistency

Consequence of

business

Integrated

business driver

19

Question 3:


EXAMPLE 1

20

Question 3:


EXAMPLE 2

21

Question 3:


EXAMPLE 3

22

Question 3:


• After a crisis, HR in the driver’s seat.

• Quality of HR responsibilities will change.

• After a crisis, HR in the driver’s seat.

• Quality of HR responsibilities will change.

• Long term value creator.

• Regardless of trends and hypes.

• Long term value creator.

• Regardless of trends and hypes.

Career

11%

14%

55%

20%

Ad Hoc

Consistency

Consequence of


driver


51%

43%

0% 6%

Ad Hoc

Consistency

Consequence of


driver

Performance

1%12%

38%

49%Ad Hoc

Consistency

Consequence of


driver

Reward Management3%

9%

48%

40%

Ad Hoc

Consistency

Consequence of


driver

Workforce

0%13%

46%

41%

Ad Hoc

Consistency

Consequence of


driver


0%

4%

39%

57%Ad Hoc

Consistency

Consequence of

business

Integrated

business driver

23

Question 3:


D. Carrying out ad hoc activities -mostly operational

C. Ensuring consistency of the HR process

B. Approaching talent systematically as a consequence of the business planning process

A. Building talent as an integrated business driver - Building capabilities

TALENT MANAGEMENT ROADMAP©

24

AGENDA





• Conclusions

25

Question 4:

What are our Enablers & Barriers?

• Taking into account our priorities for the coming years,

• What are existing characteristics of our organization to

• Deploy in order to succeed = Enabler,

• Overcome in order to succeed = Barrier.

Enabler Barrier

26

Question 4:

What are our Enablers & Barriers?

3 – Flexible attitude of the workforce 3 – Company culture resistant to change

2 – New management = new oxygen 2 – Buy in from middle management

1 – Buy in from top management 1 – Operational focus: delivery & resources

What are existing characteristics of your organization to deploy in order to succeed?

What are existing characteristics of your organization to overcome in order to succeed?

Role of management Culture & Change

Enabler Barrier

27

AGENDA





• Conclusions

28

CONCLUSIONS

ASSUMPTION 1:





management.

ASSUMPTION 1:





management.

ASSUMPTION 4:

In a time of Talent




more importance.

ASSUMPTION 4:

In a time of Talent




more importance.

ASSUMPTION 3:






ASSUMPTION 3:






ASSUMPTION 2:





TM Roadmap©.

ASSUMPTION 2:





TM Roadmap©.

Yes No

Yes No Yes No

Yes No

Confirmed by results?




29

THANKS TO ALL WHO PARTICIPATED!

* For confidentiality reasons, not all participants are represented in the list.

For more information, please contact

Cédric Van Garsse

T: +32 479 32 73 63

E: [email protected]

www.hudson.com

www.jobs.hudson.com

The Talent Management Roadmap© under the microscope · 2012-11-06 · the organization to overcome...

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