Thinking Talent Architecture
Transcript of Thinking Talent Architecture
Thinking Talent
Architecture
The world of work has changed
The world of work has altered radically in the past decade thanks to the globalisation of business, the advance of technology and the change in attitudes of the workforce.
People who joined the workforce in the last 10 years have a widely different agenda.
66%
66% will leave by 2020
63%
63% say their leadership skills
are not being developed
54%
54% expect to have up to five employers in their lifetime
52%
52% say career progression is
top priority
DELOITTE PWC
Many businesses still need to adapt to these changes and operate talent strategies which have relevance to today’s workplace.
Talent strategy
What is it?
• Kevin has a job for life• He will work his way up
from post room to boardroom
• He puts the job first, even at weekends
• He knows what is next job is and is willing to wait
• No one at his firm is part time
• His wife does not work• He works in
manufacturing• He manages people and
budgets from an early stage
• He certainly does not type
• You don’t have to worry about Kevin
• Sam moves jobs every three years
• He is willing to change career
• He sees work life balance as a right not a luxury
• He expects to believe in the vision and direction of the business
• His girlfriend earns more than he does
• He works in data• He has specialist skills• He types• You have to worry about
Sam
SAM KEVIN
What is it?
• Deidre has a job not a career
• She does not expect to be promoted
• The job is chosen to fit around the family
• She knows what is next job is, it is the same one
• Earns less than her husband
• She works for a man in a support role
• She has support skills• You don’t have to worry
about Deidre
• Sam moves jobs every three years
• She is willing to change career
• She is ambitious for progressions
• She sees work life balance as a right not a luxury
• She expects her career to go at different speeds and to decide this herself
• She earns more than her boyfriend
• She works in data• She has specialist skills• You have to worry about
Sam
SAMANTHA DEIDRE
Sam’s progress to the top is halted because they lack the senior management and leadership skills required. Like dozens of others, they have been trained for task excellence, not for organisational leadership.
The challenge is that the organisation has developed and paid Sam as a specialist because their skills are in demand in the new workforce. Why get Sam to manage people when he’s so valuable in what he does?This becomes a problem for Sam and the organisation when it comes to filling more senior manager roles. They simply do not have the breadth and track record to get the job. It’s problem for the boss too because they need a replacement to be able to move on. The classic succession gap
What has happened?
THE BOWTIE BOMBSHELL
graduates
Middle management
Senior executives
Most companies are strangled by the bowtie model which demands, and funnels its brightest people into, specialism at the expense of future leadership skills.
You don’t fix this by creating generalists at the bottom. You fix this by working with it.
Breadth of skills
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Execs &Top Teams
Specialists
Seni
or
spec
ialis
tEx
pert
Back office and supportStaff
Individual contributors in front line roles
Contingent labour
MiddleManagers
First linemanager
Senior CommercialRole
Execs &Top Teams
Expert
Back office and supportStaff
Individual contributors in front line roles
Contingent labour
Specialists
Senior specialist
Senior CommercialRole
MiddleManagers
First linemanager
“HSBC260,000 staff100,000 in IT80,000 in riskOnly 80,000 to do the rest”
Past Now
Where the value is generated in business has shifted dramatically, primarily driven by digital
The progression of people within businesses is different in four key archetypes
Up or out Grow everywhere Middle aged spread Start up
Value doers above all else
Fluid roles
Multi task
Organic careers
Informal processes
Dive in and take risks
Pivot business models very quickly to find new opportunities
Well defined roles
Success is clearly defined
Career paths are fairly linear
Attrition is good
Stable businesses
Growing very fast
Need people at every level
A very high number of vacancies to fill
Demand at all levels
Nearly all tech driven and American
Most areas shrinking or flat
A few growth areas
New skills required
External hiring increasing at mid to senior levels
Talent pipeline blocked
Markets are changing faster than the business
Annual promotion cycle
Rapid promotion at all levels Dead mans shoes + As needed
The old career paths to senior leadership are not working as they are too narrow
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The old career mechanism of moving up within a function is creating, functional experts without sufficient breadthThis is true for the new specialisms and the older commercial routesFinance may be the one exception
LEADERSHIP GAPS
Changing career paths to senior leadership.
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New senior leaders need to have a different set of experiences that match the key decisions they re being asked to make• Digital• Multi Channel• International• PartnershipsCareer path management is rising up the agenda in most organisations we talk to
NEW CAREER PATHS
This leaves us two major problems
Talented people like Sam have no where to go but to the exit door
The leadership cannot be replaced from within
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SENIOR
MIDDLE
JUNIOR
MIDDLE
JUNIOR
SENIOR
SENIOR
Sam will not wait around in middle management for years. They will jump ship to senior management elsewhere or run their own show. They will not end up running your company, but someone else’s.
YOUR CORP THEIR CORPHIS CORPWhat happens to Sam?
CEO
MIDDLE
JUNIOR
YOUR CORP
Filled from outside with untried, more expensive external hires
What happens to Sam’s boss?
RETIREMENT
1 million senior managers will leave their jobs to become independent consultants by 2020
MBA&CO
FACT
Nearly 9 out of 10 global HR and business leaders (86 percent) cited leadership as a top issue. Yet only 6 percent of organizations believe their leadership pipeline is “very ready”—pointing to a staggering capability gap.
DELOITTE
FACT
The internal talent response to date
More activity and more talent initiatives then ever, supported by the proliferation of new tools and new solutions (most of
which are good)
The leadership cannot be replaced from within
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But, too often not strategically driven, sustained or successful. Often a strong L&D slant and lack of bite
Not bought into by the leadership as a systematic answer to how to move forward and deliver the strategy
The result
Corporate constipationOrganisations are getting blocked up in the middle. People are not progressing and are blocking the progress for people below. It does not matter how much you add below they only rise so far then move out. At the same time the blocked middle does not have the new skills so more and more senior specialists are added. And the middle does not have what the top needs, causing external hires and further cementing the middle in place as they have no where to go
How can we help?
Structural survey of existing talent architecture, matched against business needs and external environment
Three point plan release the
pressure1
2 Creation of a systematic talent plan that aligns to a strategy
3 Help with delivery of talent plan
Let’s really understand what is going on, where the business is heading, what the trends are and how the demand is changing
Design a talent systems that aligns to the business strategy and insights and with buy in
Help where needed, particularly around early talent
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45
319
62
114
231
45
37
85
812 1
6
Level 6 Level 4Level 5 Level 2 +3
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Exec
46% 43% 38% 30%
54% 57% 62%70%
390 167407 39
17%
Internal promotions
External hires
Exit rates
8% 7% 7%
Totals
It helps to understand the shape of the business and the flows
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Level 6 Level 4Level 5 Level 2 +3 Exec
Extrapolation of future business shape by end of 2018And to understand the future shape
Current shape of the business
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Level 6 Level 4Level 5 Level 2 +3 Exec
25%50%
70% 70%
75% 50%
30% 30%
Internal promotions
External hires
17% 12% 10%Exit rate
And to then understand which initiatives need to be in place to keep the business the right shape
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To accelerate the performance of teams and access to great
people
Accelerate the performance of teams by helping them to work better together in the new world and get to value quicker. Start by focusing on key leaders
Simplify key Talent processes, starting with recruitment, to get faster access to the right talent
Accelerate the development of key people to provide faster access to ready talent when needed
Support the business to work smarter with new systems and more established global ways of working.
How we win
Speed Collaboration InnovationThe difference we will make
Strategic intent
Where we will play
1. Invest in leadership development around creating a GB approach to change, innovation and collaboration
2. Align top 60 behind the talent strategy, talent beliefs and taking talent work back into the business
3. Support taking the leadership work back into the business as a “Participation sport”
4. Access to good enough development suite for all
Kick starting through leadership
Simplification
Building talent flow
1. Simplify and roll out new global recruitment process from “attract to offer”
2. Build relevant selection criteria for recruitment and promotion and train managers
3. Build a new Employee Value Proposition aimed at more junior hires
4. Build new on-boarding processes5. Actively manage new cohorts of starters
1. Invest in succession support for level 4 and actively manage the “chessboard” of experiences and moves for this group
2. New transition to leadership support programmes at each level
3. New professional early career entry level programmes
4. New “unique contributor” offer for specialists
5. New Potential model
Working smarter
1. Marketing Way roll out2. Talent data systems3. Full suite of functional academies4. Global mobility to support initiatives5. Review location of Global ways of working
The overall approach is focused around clear strategic choices and a phased approach to actions
William Jodrell ~ [email protected]+44 7968 439 701
Rupert Angel ~ [email protected]+44 7710 344 493