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Talent Management in 2015: HR for the New Economy

Talent Management in 2015: HR for the New Economy. Presented To: GE HR Alumni Conference By: Michele James October 16, 2009. THE WORLD’S OLDEST PROFESSION . Executive Search. THE HISTORY. Phoenicians Invented Search. THE HISTORY OF EXECUTIVE SEARCH .

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Talent Management in 2015: HR for the New Economy

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  1. Talent Management in 2015:HR for the New Economy Presented To: GE HR Alumni Conference By: Michele James October 16, 2009

  2. THE WORLD’S OLDEST PROFESSION • Executive Search

  3. THE HISTORY • Phoenicians • Invented • Search

  4. THE HISTORY OF EXECUTIVE SEARCH • Queen Isabella Professionalized It

  5. THE HISTORY OF EXECUTIVE SEARCH • Black Plague • “Posting Begins”

  6. THE HISTORY OF EXECUTIVE SEARCH • Rosie the Riveter

  7. KEY TYPES OF SEARCH TODAY • Contingent • Headhunters

  8. THE HISTORY OF EXECUTIVE SEARCH • Today - Executive Search plays a major part in EVERY companies war for talent, and Talent Management.

  9. Talent Management Progression

  10. TALENT MANAGEMENT IN THE 80’S AND 90’S:THE ‘GOOD OLD DAYS’ • Seemingly Unlimited Supply of People • No Real Threat of Global Competition for Talent • Strong US Economic Environment • Companies Interviewed People • Long-Term Employment Valued and Encouraged

  11. TALENT MANAGEMENT IN THE 80’S AND 90’S

  12. TALENT MANAGEMENT IN 2000: OMG! • Shortage of Talent – Unemployment dropped to 2.5% (and lower in some parts of the country.) Functionally at full Employment • Traditional employer/employee relationship becomes less attractive to EMPLOYEES- Flex time, job share, telecommute • World Shrinks & Flattens – Fierce Global Competition For Talent • America Greys and Browns – ‘Pot’ fully melting • “Millenials” Come To Work – New mindsets and values emerge

  13. TALENT MANAGEMENT IN 2010 THE ECONOMY HAS CHANGED OUR COMPANIES – RADICALLY, RAPIDLY AND FOREVER. IS YOUR HR TALENT MANAGEMENT TEAM LEADING THE CHANGE TOO – OR JUST ALONG FOR THE RIDE?

  14. TALENT MANAGEMENT 2010 - 2015 We don’t know exactly when the economy will regain its footing, but consensus is for longer slower rebound, which will create a major challenge and a new opportunity for HR Talent Management

  15. TALENT MANAGEMENT 2010 - 2015: WHAT WE KNOW • Employers unlikely to over-hire or ramp up too quickly • Employees remain ‘risk adverse’ to moves and changes • Managing current employees critically important for success • Need to balance static workforce with dynamic marketplace • Employee training, motivation, reorganization and evaluation grow in importance • Greater need to link employee measurement to results

  16. TALENT MANAGEMENT 2010 - 2015: QUESTIONS EMERGE • Why is Talent Management so Important to an Organization? • How do I education my company leadership about Talent Management? • How can HR gain a larger voice in the company? • Where is HR going to be in 2015 and beyond? • Which companies illustrate ‘Best Practices’ on Talent Management today?

  17. TALENT MANAGEMENT 2010 – 2015 BUSINESS LEADERS ARE CLEAR ABOUT WHAT THEY NEED AND WANT FROM A TALENT MANAGEMENT PERSPECTIVE: • Help us find the best people • Give us the tools, advice, and counsel on how to keep these talented people engaged • Help us identify and groom the best and brightest leaders to assure we have a stable and capable leadership succession strategy

  18. TALENT MANAGEMENT 2010 - 2015: THE NEW HR IMPERATIVE

  19. TALENT MANAGEMENT 2010 – 2015:4-STEP PLAN Step 1: Gather Information Step 2: Conduct SWOT Analysis Step 3: Develop Long-Range Business Plan for HR/Talent Management Function Step 4: Assemble Team of Talent Management Professionals

  20. TALENT MANAGEMENT 2010 – 2015: THE BUSINESS CASE SOURCE: Gallup Path Microeconomics 2009

  21. Talent Management 2010-2015:SWOT ANALYSIS SWOTs • What do you see as the 3 biggest strengths of current HR Department? Why? • What are the top three things that will make HR Department successful in next 12-24 months? • What do you see as the 3 largest opportunity areas for HR Department? Why? • Describe what you think are the 3 greatest external challenges (e.g. competitive intensity, local regulations, customer needs) HR faces in meeting the the demands of you, its customer? • What are the top three things the HR Department fundamentally does less well today (our challenges) than our competitors? • How widely acknowledged are those challenges? Objectives • What should the most important strategic objectives be for the HR Department for the next year? • What’s the two or three most important things the HR Department has to ‘get right’ in the next 12 months in order to drive that success over the next 5 years?

  22. EMERGING CONCEPTS IN TALENT MANAGEMENT • Continuous employee feedback loops • Develop new performance measurements and metrics • Ongoing evaluation of talent marketplace outside the company • ‘Just in Time’ candidate development • Your Company as Think Tank for Talent Acquisition productivity

  23. CONCLUSION: HR DRIVES CEO DECISION MAKING • HR and talent management must become as important as Marketing, Finance, Sales, Supply Chain or Creative • Performance proven results increase required to earn a seat at the table • Talent Management may be largest ‘controllable’ in operating business when so many other elements now ‘out of our control’

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