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T A L E N T I N T E L L I G E N C E
Thomas StoneSenior Research Analyst
STRATEGIC TALENT MOBILITY: CONNECTING PERSONAL
POTENTIAL TOORGANIZATIONAL GOALS
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When there is a position to be filled in your organization…
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… why do managers so often decide to recruit outside talent?
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Its because they don’t have information systems that can match the job requirements to the profile of someone who already works for the organization.
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However, promoting or hiring from within is usually the better business decision.
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This is because doing so:
›helps keep talent – knowledge, competence, skill – inside your organization
›costs the company less
›improves your reputation as an employer
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DEFINITION
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change.
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THE CRITICAL INTERSECTION
The need is to make the most of the people already in place by balancing the experiences and skills that organizations need to drive the business forward against the capabilities and aspirations of each individual.
Organization Needs
experiencesskills
competencies
Individual Desires
capabilitiesaspirations
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RECENT TALENT MOBILITY RESEARCH
In 2011, Taleo Research commissioned comprehensive surveys on Talent Mobility of:
500 HR decision makers in the UK 100 HR decision makers in Australia
“UK Talent Mobility in 2011” “Australia Talent Mobility 2011”
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UK SURVEY MARKET BREAKDOWN
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CONCLUSION OF THE RESEARCH
Organizations are at a talent tipping point: aware of the strategic importance of talent mobility but often held back because of data and systems shortcomings.
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REASONS FOR RETENTION DIFFICULTIES
None of the above
Other
Lack of information internally about employees’ capabilities / career aspirations
Inability to find / create internal roles that meet employees’ capabilities / career aspirations
Better opportunities offered by other companies
Better salaries / benefits packages offered by other companies
19
2
23
31
45
48
Percentage of Survey Respondents
UK
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REASONS FOR RETENTION DIFFICULTIES
None of the above
Other
Lack of information internally about employees’ capabilities / career aspirations
Inability to find / create internal roles that meet employees’ capabilities / career aspirations
Better opportunities offered by other companies
Better salaries / benefits packages offered by other companies
19
2
23
31
45
48
4
19
31
51
78
75
Percentage of Survey Respondents
Australia UK
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TALENT MOBILITY MOMENTUM -
In the UK…
› 71% agree that it is important for companies to be able to procactively and strategically move people from role to role
– 82% Retail/Wholesale
– 81% Construction/Manufacturing
› 57% say that the current economic climate has led to an increased focus on talent mobility
› 54% say they are more focused on retaining than recruiting talent
… the Australia survey provided similar results.
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TALENT MOBILITY ALSO ON EMPLOYEES’ AGENDAS
% who agreed that “talent mobility is increasingly on employees’ agendas when they choose an employer”:
› 55% in Australia
› 51% in the UK
– 65% Hospitality/Leisure companies
– 33% Pharmaceutical companies
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ORGANIZATIONAL CHARACTERISTICS
Profitability compared to competitors in our sector
Employee retention rates
Ability to drive change / business growth
Processes that support the movement / retention of talent within the company
Employee engagement rates
Quality of leadership pipeline / successors
A culture that supports the sharing of talent across the company
54
66
64
50
59
57
55
50
50
41
37
46
36
49
Percent rating their organization a 4 or 5 on 5-scale
Australia UK
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TECHNOLOGY SUPPORT?
% of organizations who rate themselves above the sector average for technology to support a strong talent mobility strategy:
› 40% in the UK
– 10% lower than any other organizational characteristics
› 29% in Australia
– 7% lower than any other organizational characteristics
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IMPACT OF TALENT MOBILITY TECHNOLOGY
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TECHNOLOGY IN AUSTRALIA
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TECHNOLOGY IN THE UK
Average = 10% using dedicated talent management systems
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VERTICAL, HORIZONTAL, GEOGRAPHICAL
6152
2949
3627
Percent stating to be effective at…
UK Australia
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TALENT MOBILITY MATURITY MODEL
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TALENT MOBILITY MATURITY MODEL, CONT.
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TALENT MOBILITY MATURITY MODEL, CONT.
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UK ORGANIZATIONS
Very few organizations rate themselves as strategic on all ten factors (or tactical on all ten factors). Therefore, respondents have been allocated to each of three segments based on their relative strategic scores.
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BREAKDOWN FOR UK ORGANIZATIONS
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TALENT PROFILES IN AUSTRALIA
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IMPACT OF STRATEGIC TALENT MOBILITY
Percent in UK rating their organization above sector average
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TOP BARRIERS TO IMPROVING TALENT MOBILITY
31 30 31
52 52 48
Top three barriers to improving talent mobility (% respondents)
UK Australia
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THE NEED FOR BETTER QUALITY DATA AND INSIGHT
Australian organizations indicating they would benefit from better quality data and inisght for :
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How do you get better data and insight?
By leveraging what we call talent intelligence – consistent, readily available information from Recruiting, Performance Management, Succession Planning, Compensation, and Learning and Development.
TALENT INTELLIGENCE MEANS BETTER DATA AND INSIGHT
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TALENT INTELLIGENCE FOR MEASURING AND MANAGING
Such talent intelligence analytics help you better measure and manage your career development programs.
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TALENT INTELLIGENCE FOR BETTER TALENT MOBILITY
Such talent intelligence ultimately leads to improved talent mobility and better business performance over the long term.
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KEY TAKEAWAYS
Talent Intelligence Better Data and Insights Talent Mobility
Benefits of strong talent mobility include:
› Shorter time to productivity.
› Greater employee engagement & retention.
› Lower talent acquisition costs.
› Streamlined information flow.
› Limited competitive intelligence leakage.
› Stronger leadership teams.
› Better financial performance.
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TALEO RESEARCH WHITEPAPERS AND BRIEFS
Taleo Research whitepapers and briefs:
› UK Talent Mobility 2011 (12 pg)http://www.taleo.com/researchpaper/uk-talent-mobility-2011
› Australia Talent Mobility 2011 (16 pg)http://www.taleo.com/researchpaper/australia-talent-mobility-2011
› Talent Mobility: The Need for Insight at the Point of Action (4 pg)http://www.taleo.com/researchpaper/talent-mobility-need-insight-point-action
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WANT MORE? TALEO RESEARCH WHITEPAPERS
› Talent Mobility (12 pg)http://www.taleo.com/researchpaper/talent-mobility
Includes the “Five P’s of Internal Mobility”:
– Purpose Clarity, Policy Guidelines, Process Design, Platform Capability, Performance Measures
› The Payback from Talent Mobility (11 pg)http://www.taleo.com/researchpaper/payback-talent-mobility
Covers three critical drivers:
– Cost of Turnover, Time to Productivity, Employee Engagement
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Q & AThomas Stone Twitter:Senior Research Analyst, Taleo Research @[email protected] @ThomasStone
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