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Integrated Talent Management

Integrated Talent Management. What to do and how to do it. Align Strategy, People, Process. The Link. Integrate TM Partners. Business Leaders Talent management is the responsibility of an organization’s managers Develop a strategy to have the talent needed to achieve profitability

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Integrated Talent Management

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  1. Integrated Talent Management What to do and how to do it

  2. Align Strategy, People, Process The Link

  3. Integrate TM Partners • Business Leaders • Talent management is the responsibility of an organization’s managers • Develop a strategy to have the talent needed to achieve profitability • What talent, when, where • Implement, measure, and improve the effectiveness of the strategy • Recruiting, on-boarding • Vision, mission, goals, feedback, rewards, support • Training, coaching, career planning, assignments • Human Resources • Enabling talent management is HR’s responsibility • Provide the talent perspectives, data, and analyses that enable business leaders’ talent strategies • Provide the talent processes, training, and coaching needed to implement the talent strategies

  4. Integrate TM Partners HRG Business EVP Recruiting Business VP L&D Business VP Total Rewards Business Director Workforce Planning Business Director

  5. Long Term 3 to 5 Years Product Objectives Financial Objectives Product Objectives Financial Objectives CustomerObjectives Talent Objectives CustomerObjectives Talent Objectives Product Objectives Financial Objectives Product Objectives Financial Objectives Run The Business Advance The Strategy CustomerObjectives Talent Objectives CustomerObjectives Talent Objectives Short Term 1 to 2 Years

  6. Integrated TM Plan – 200X Long Term 3 to 5 Years Values Attitudes Behaviors Competency Competency Positions at Risk Competency Pipelines Run The Business Advance The Strategy Values Attitudes Behaviors Pivotal Positions Competency Competency Short Term 1 to 2 Years

  7. Step 1 of 5: Strategy Review: Current & Future Strategy is about what we need to do to survive and grow in a competitive marketplace, under specific sets of economic and political conditions, and under specific societal conditions. + - STRATEGY (What) + OPERATIONS (How) - We will be among the leaders in the development and commercialization of selected polymer bonded components and fiber reinforced composites. The company will invest in, or acquire, businesses in strategically important product/market segments. We will produce specialty, engineered products and provide related services for heat resistant, inertia control, fastening, and lightweight structural component applications. The company will emphasize the use of its proprietary technology and manufacturing know-how to provide value-added, competitive products. These products will be produced and marketed worldwide for industrial, vehicular, aerospace, and military customers. 2X2 and strategy statement from Michael Robert Strategy Pure & Simple: New York: NY: McGraw-Hill, Inc., 1993, pp. 32, 72.

  8. Aligning Human Capital Investments Challengers • Execute well and often dominate large segments of the market. • Not fully in step with emerging market directions or capable of setting the industry agenda. • Execute well today and are positioned for the future. • Excellent customer service, dynamic solutions, and strong value delivery. • Adhere to a well-articulated strategic plan, align vision with industry trends, flexible in reacting to market forces. Leaders High • Smaller competitors with credible technology or firms focused on smaller market segments. • Do not excel at either innovation or performance. • Understand where the market is going; lack some capabilities necessary to execute the vision. • Notable for breakthrough ideas but challenged to develop the broad competencies needed to support and sustain customers. Ability to Execute Niche Players Visionaries Gartner Magic Quadrant from Alex Lowy and Phil Hood The Power of the 2 x 2 Matrix: San Francisco: CA: Jossey-Bass, 2004, pp. 122-123. Low Low Completeness of Vision High

  9. Strategy Review: Current & Future

  10. Step 2 of 5: StrategicProcess Assessment: Current

  11. Step 3 of 5: Strategic Process Assessment: Future

  12. Step 4 of 5: TM Process Assessment

  13. Step 5 of 5: Integrated TM Plan – 200X

  14. Integrate TM Partners HRG Business EVP Recruiting Business VP L&D Business VP Total Rewards Business Director Workforce Planning Business Director 14

  15. Integrate TM Partners • Business Leaders • Talent management is the responsibility of an organization’s managers • Develop a strategy to have the talent needed to achieve profitability • What talent, when, where • Implement, measure, and improve the effectiveness of the strategy • Recruiting, on-boarding • Vision, mission, goals, feedback, rewards, support • Training, coaching, career planning, assignments • Human Resources • Enabling talent management is HR’s responsibility • Provide the talent perspectives, data, and analyses that enable business leaders’ talent strategies • Provide the talent processes, training, and coaching needed to implement the talent strategies 15

  16. Align Strategy, People, Process Long Term 3 to 5 Years Values Attitudes Behaviors Competency Competency Positions at Risk Competency Pipelines Run The Business Advance The Strategy Values Attitudes Behaviors Pivotal Positions Competency Competency Short Term 1 to 2 Years

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