Talent Management in an Age of Uncertainty
Workshop Introduction
David North
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TALENT MANAGEMENT AIMS TO:
CRF Talent Management and Succession Planning Member Survey, 2012
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TALENT MANAGEMENT AIMS TO:
 Identify and develop a credible pipeline of people to deliver the
organisation’s business plan (succession planning perspective)
 Develop the people that will make the biggest difference to the business,
particularly those with the potential to work at the highest levels (workforce
segmentation perspective)
 Engage and retain the best people (maximize contribution perspective)
 Generate information about talent demand and supply, so the organization
can be fit for the present and the future (workforce planning perspective)
 Develop the capabilities of all people across the organization to drive
business performance (organizational performance perspective)
 Embed business-driven processes to identify and develop potential (process
perspective)
 Facilitate open two-way conversations to understand the true interests and
aspirations of employees (individual perspective)
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TALENT MANAGEMENT FOCUS
CRF Talent Management and Succession Planning Member Survey, 2012
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TRENDS IN TALENT MANAGEMENT
 Closer integration of talent management with business strategy
making
 Increasing level of engagement of senior leaders in global, and
functional talent reviews
 More robust potential assessments, using consistent processes such
as the 9 box grid
 Interest in a broader range of talent groups, for example technical
specialists
 Need to understand talent management challenges in high-growth,
emerging markets
 Shift toward more employee-centric approaches to talent management
CRF Talent Management and Succession Planning Member Survey, 2012
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DIFFERENTIATED TALENT MANAGEMENT…CRITICAL FACTORS
1.Business Context Driven
Aligned with goals, strategy and TM perspective
Individual
Focus
Talent
Development
Clear Scope &
Purpose
Business
Context
& Deployment
Forecasting
Capability
Effective
Processes &
Measures
2.Leaders Engaged
Understand the business risks associated with TM
Who are committed partners in the TM process
3.Clear Scope and Purpose
Organization is clear about where it will focus its’
efforts, and why.
4.Effective Processes and Measures
Robust and consistent approach
Reliable information for leaders and individual
employees
CRF Talent Management and Succession Planning Member Survey, 2012
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DIFFERENTIATED TALENT MANAGEMENT…CRITICAL FACTORS
5. Forecasting Capability
Balance short- term needs and long-term aspirations
Criteria to guide make and/or buy resourcing
decisions
Individual
Focus
Talent
Development
& Deployment
Clear Scope &
Purpose
Business
Context
Forecasting
Capability
Effective
Processes &
Measures
6. Talent Development and Deployment
Beyond assessment and planning
Overcoming obstacles to cross-organisation movement
7.Individual Focus
Link to engagement, productivity and retention is
understood
Open career conversations, which are genuinely two-way
8.Leader Enabled
Personal development is role modeled from the top
A ‘whole organisation’ mindset exists
Leaders are trained and developed to identify, coach and
nurture talent
CRF Talent Management and Succession Planning Member Survey, 2012
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AGENDA
Day One – Tuesday 15 May
09:00
09:45
10:45
11:00
12:30
13:15
15:15
15:30
17:00
Welcome, Overview of the Workshop & Introductions
Session 1: The Changing Context of Talent Management
TEA & COFFEE BREAK
Talent Management in Context: CRF Member Perspective
LUNCH
Session 2: Strategic Talent Forecasting
TEA & COFFEE BREAK
Strategic Talent Forecasting: CRF Member Perspective
Final comments & close
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Day Two – Wednesday 16 May
09:00
09:15
10:15
10:30
12:30
13:15
15:15
15:30
17:00
Welcome back and overview of Day Two
Session 3: Improving the ROI from Talent Development
TEA & COFFEE BREAK
Effective Talent Development: CRF Member Perspective
LUNCH
Session 4: Career Management
TEA & COFFEE BREAK
Career Management: CRF Member Perspective
Final summary & close
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