Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Asia
Bangkok Beijing Chennai Hong Kong Jakarta Kuala Lumpur Mumbai New Delhi Seoul Shanghai Shenzhen Singapore Tokyo
Europe
Athens Barcelona Berlin Bilbao Birmingham Bratislava Bristol Brussels Bucharest Budapest Dublin Frankfurt Glasgow
Helsinki Istanbul Kiev Lille Lisbon London Lyon Madrid Manchester Milan Moscow Oslo Paris Prague Rome Strasbourg Stockholm Vienna Vilnius Warsaw Windsor Zeist Zurich
Dallas Edmonton Halifax Kansas City Los Angeles Mexico City Montreal New York Metro Norwalk Ottawa Philadelphia Regina San Francisco San Jose Toronto Vancouver Washington DC Metro
Matching to
supply demand
Pacific
Auckland Brisbane Canberra Melbourne Perth Sydney Wellington
Middle East
Dubai Tel Aviv
North America
Atlanta Boston Calgary Charlotte Chicago
South America
Bogota Buenos Aires Caracas Lima Santiago Sao Paulo
For further information please contact Hay Groups UK Talent Practice Leader chris_watkin@haygroup.com, dd +44 (0)20 7856 7310.
Hay Group is a global management consulting firm that works with leaders to transform strategy into reality. We develop talent, organise people to be more effective and motivate them to perform at their best. Our focus is on making change happen and helping people and organisations realise their potential. We have 2000 employees working in 88 offices in 47 countries.
5 2007
www.haygroup.co.uk
Drawing on research with the worlds most admired companies this paper argues that strategic talent management depends on focusing on demand, not just enhancing supply >>
Only one in five CEOs has confidence their current approach to talent management can deliver the leaders they need.
1
In a context where between half and three quarters of senior managers are due to retire by 2010, only one in five CEOs has confidence their current approach to talent management can deliver the leaders they need. Their concern is that, while their organisations have a focus on increasing their supply of leaders, they are still having to hire externally, particularly at senior levels. So, what is it about talent management that isnt really working for CEOs?
The issue lies in the fact that most talent management processes traditionally start with people when they should start with what their organisational requirements are in terms of roles - what they actually need people to do in the future. This insight has caused a shift in thinking. Those organisations considered best in talent by their peers are now moving from a tactical, people focused approach to a more strategic one focused on roles. This paper draws on our work with the best CEO / HRD partnerships to demonstrate how they have achieved this. Our aim is to share the knowledge from that work so organisations can challenge and hopefully enhance their own approaches to talent management.
Great leaders dont need to be told to manage their talent for best returns; to them its intrinsic, a core part of the job, how you get more out of what you started with.
This paper draws on Hay Groups annual global survey with Fortunes Most Admired Companies, recent research conducted with Chief Executive Magazine and Talent Surveys with Human Resource Magazine in the UK.
Group / HR Magazine Survey, 2005 Group research Corporate Souffl. Is the middle giving way?, 2006 3Hay Group / Chief Executive Magazine Survey, 2006
www.haygroup.com
The SO, KNOW, GROW, FLOW model 1. SO is about Strategic Orientation or so what? decoding and defining what business demand is in terms of future roles. 2. KNOW is about evaluating the gap between the people you want and the people you have, e.g. conducting an Organisation Talent Review. 3. GROW is about enhancing the gap between demand and supply, growing talent or in some cases buying it in. 4. FLOW is about optimising talent flow and deployment so it can make the best impact across the organisations.
3. GROW - the best organisations enhance their talents ability to meet the role demands from the implication of future strategy, through leadership development and careful, supported role placements. They invest heavily and regularly in growing talent from within and developing people for the long term. They are keen to avoid the high risks associated with the tissue rejection of external senior hires so only make judicious use of importing talent. The best organisations consciously work at growing talent by considering suitable role moves across their business units, so that high potentials experience the challenge of delivering outside their technical comfort zones before their next promotions. By taking some supported risk in this area, high potentials are forced to fall back on and build their innate leadership skills before larger roles preclude these risks being taken. Multiple research studies show time and again that this is the route to building long term leadership success. 4. FLOW - the best organisations optimise the deployment of talent through Talent Benchmarking Forums, cross divisional brokerage of talent and action orientated
succession planning. The aim is to flow talent to where it is most needed and where it can best grow. They engineer line management to co-own the accountability for talent management in conjunction with HR rather then by HR. They encourage action rather than just review by upward reporting on what has been done to improve the stock of talent and how leaders intend to enhance their supply to meet the changing business demands. Critically, they also ensure other HR levers, such as reward and performance management pull in the same direction. Getting this flow right requires an effective talent infrastructure; not solitary or secretive line manager nominations, nor fully subcontracted assessment centres where little is known about an individuals day to day performance; and not static tick the box succession planning. The best organisations collaborate on getting their talent to where its most needed; talent isnt hoarded by business units, the culture is to view it as a corporate asset. As a consequence more moves are made on the organisational chess board, and talent starts to flow to where its most needed.
People are not your most important assets; the right people in the right roles are.
3
GROW
enhance talent supply
FLOW
Which of the following are used to develop high potentials and key executives? Best Bespoke training Average 52% 51% 61% 35% 57% 22% 35% 16% 1% 6% 0 10
Doesnt differentiate - is a must-do to avoid being below average Key differentiators, but the key is about execution and implementation Off-the-shelf training is not a key differentiator though Business Schools can help with business planning skills etc
SO
KNOW
evaluate demand / supply gap
* Career assignment
Coaching Business schools Off the shelf training
GROW
enhance talent supply
20
30
40
50
60
70
80
* Explicitly manage careers through job assignments designed to take people out of their technical comfort zones
so they develop broader leadership skills; its not just rotation thats important, more the variety of learning experiences
behaviours, the organisations talent management could focus on closing the gap between future demand and current supply. The theory This challenge connected with research Hay Group had recently undertaken into role types. The research had arisen out of the intuitive and logical notion that what predicts success in one job does not necessarily predict it in another. In an effort to solve this without creating multiple models across a multitude of different jobs, we undertook a study of 600 top performing executives to connect what we know about jobs through our Job Measurement methodologies with what we know about people through our Hay McBer researched competencies database. The aim was to develop a greater understanding of what predicts success across distinct types of roles at different organisation levels. 4 Differences Across Roles Despite many similarities in executive roles, there are a variety of significant, albeit sometimes subtle, differences depending on the shape of the role, its proximity to business results, and whether it is strategically or operationally focused. There are at least three distinct types or clusters of executive roles, see figure on page 10, each requiring its own unique set of leadership skills and behaviours. There is also an emerging, extremely challenging role, that of the coordinating or commercial manager that is markedly different from traditional leadership roles. These positions, which lack the authority and accountability of other roles, can be extremely challenging for the individual who has risen through more traditional executive ranks.
Put your best people on your biggest opportunities not your biggest problems.
Co-ordination / Matrixed Roles Particularly in larger organisations, these are often found in areas such as brand and product management, marketing, supplychain functions, and programme and project management. At the operational level coordinating managers deliver results for their specific area through a network of internal and external resources over which they have little control. At more strategic levels, such managers develop, define, and deliver longer-term and strategically important programmes - again through networks. As with the with the two other role types, the executives studied who were successful in coordinating roles exhibited a unique set of competencies. Such executives were: tenacious in seeking critical information; they didnt accept the first answer handed to them, but Key project steps:
systematically researched issues; they were proactive, not waiting for problems to arise; they anticipated them and proactively addressed them; they were also extremely flexible, not surprising, given the organisational white space in which they operated; and they tailored their influence and communications based on the people, the situation, the culture. Putting the research to practice While our research gave us an initial insight into the challenges of these different types of roles, it was important to get definitions based on the clients unique culture and business environment. Clarity here was key for selection to the new roles and for developing the existing talent supply towards them.
Insist on a decode of the business strategy and market trends into what it means for future roles and structures; define the future success criteria or leadership DNA [model / framework]; embed it as the cornerstone of all HR policies; conduct a review of talent; identify and take supported risk with hidden diamonds; refuse to accept tick the box succession planning; break down talent silos; make some symbolic exits and promotions based on the new definitions; reclaim talent as a corporate asset ; ensure line managers own talent management in conjunction with HR; embed talent management within peoples performance plans.
1. Define future demand strategic demand interviews based on 3-5 year projections on what were to be the biggest changes facing the business: what kind of roles are going to be needed. 2. Benchmarking - Reference was made to other organisations who had overcome similar strategic challenges and role shifts. 3. Mapping the existing roles the Role Profile Framework was used to see where the current jobs were and how they were weighted across role types and levels. 4. Mapping future roles the framework was used to highlight the roles reducing in scope and where the new roles were likely to be. 5. Profiling new roles and the future leadership DNA this included elements such as key accountabilities, shared deliverables and the critical/differentiating competencies. This gave talent managers a clear leadership competency framework and clear role profiles to work towards. 6. Organisational talent review by Behavioural Event Interview, competency 360 survey and upward feedback from direct reports on the climate of engagement created by leaders through their style or approach with their teams. This data was combined with career CVs, performance track record, and items such as mobility. 7. Talent deployment - Talent Benchmarking Forums were employed to optimise the deployment of talent and how best to grow it. 8. Feedback and on-boarding advice done to mitigate risks as leaders transitioned into the new roles. Designs are now in place for delivery of a leadership programme designed to help the leaders re-think their value add and to build the skills and mindset shifts needed to operate more effectively across the future matrix structure.
4For
further information see Hay Group white paper, Towards a More Perfect Match
www.haygroup.com
B Matrix
Manages and coordinates internal resources and/or develops relationships with external partners to deliver measurable business results.
C Delivery
Held visibly and directly accountable for the achievement of business results/outputs which are achieved through the direct control of significant resources.
C1
2. Get serious the war has already started, it will become increasingly difficult to stay ahead using a 3. Own the problem & invest the issue isnt going to go away.
tactical approach such as buying talent; even then change is now so rapid you need to have created a work force that can flex and adapt quickly to external change.
1 Enterprise Leadership
Thinking about the organisations overall policities and strategies,. Goals are very broadly defined (e.g. increase international operations). Often confronting the unknown.
A1
B1
4. Focus on demand first - know what your needs are in terms of jobs and what people need to do to
succeed in them.
CEO
5. Close the demand/supply gap - talent management should be the fullfilment activity to achieve this. 6. Build value / dont destroy it - when done well, strategic talent management can be both the
A2 B2 Chief Investment Officer C2
Strategic contribution
2 Strategy Formation
Thinking required to set broad strategy for a business integral to the core purpose of enterprise. Long-term, integrating discontinuous change in terms of products, markets, technologies. In functional roles the contribution includes setting enterprise-wide policies and developing corporate objectives and strategies.
burning platform & development bridge to the future; when done badly it can cast a long shadow and destroy value. your people theyre below par? Talent reviews need to be a catalyst for change and development. allow you to take risks with developmental moves.
7. Motivate / dont de-motivate - whats the bigger win if a review of talent means telling 75% of 8. Focus on the middle as well as the top - only the middle can provide for longer term needs and 9. Create ownership - taking a strategic approach to talent management is not the remit of HR alone;
3 Strategic Alignment
Thinking to position a business or function within broadly defined business strategy. Scanning the environment and anticipating the impact of external forces - up to 5-year horizon.
A3
Head of Trading Head of Compliance Mgr Director Europe Mgr Director Asia/Pacific
B3
C3 Head of US Equity Division Head of FI Division Head of Ints Equity Division Head of Passive Equity Division Head of Asset Allocation Division Head of Absolute Returns Head of Sales and Marketing C4 Head of Quantitative Analytics Head of Enhanced Head of Large Cap Equity Head of Hedge Funds Head of Currency Head of Global Alliances
to succeed it needs to become part of the culture - this means engineering joint Line & HR ownership, involvement and accountability. This is at the heart of all great CEO / HRD partnerships.
10. Measure ROI - the key is to know what you are after AND what you want more and less of.
4 Strategic Implementation
Focused on the variable application of policy locally - turning functional policy into reality. Requires considerable degree of interpretive, evaluative and or constructive thinking to address issues that are noticeably different from what has been encountered previously
A4
Head of US Client Service Mgr Director Canada Mgr Director Hong Kong Mgr Director Australia Mgr Director UK / Europe
B4
5 Tactical Implementation
Thinking is towards clearly defined Research Director functional objectives within established policy frameworks, but requires solutions that represent improvements on current practice.
A5
B5
Head of US Bonds Head of International Passive Equity Head of US Pass Equity Head of Intl Cash Mgmt
C5