Upload
stgraeme
View
747
Download
8
Tags:
Embed Size (px)
DESCRIPTION
UK Critical Talent Pipelines Research 2012 presentation by Chris Phillips, VP Taleo at Taleo Critical Talent Breakfast April 2012
Citation preview
T A L E N T I N T E L L I G E N C E
AGENDA09:00 - 09:05 Welcome
Chris Phillips, VP Marketing, Taleo
09:05 - 09:25 UK Critical Talent Pipeline Research 2012Chris Phillips, VP Marketing, Taleo
09:25 - 09:45 Turning Talent Intelligence into Strategic AdvantageDr Ray Glennon, Senior Talent Management Consultant, SHL
09:45 - 10.05 Identifying and Nurturing Critical Talent at InterContinental HotelsClaire Guberg, Global Talent Manager, IHG
10:05 - 10.30 Q & A
Dr Ray Glennon, SHL and Chris Phillips, VP Marketing, Taleo
10:30 - 11:00 Coffee and Networking
Taleo’s UK Social Community
Taleo_UKEvent Hashtag: #TalentPipelines
Taleo, Talent Intelligence UK Community
Critical Talent PipelinesChris Philips, VP EMEA Marketing, Taleo
T A L E N T I N T E L L I G E N C E
Critical Talent Landscape
T A L E N T I N T E L L I G E N C E
Changing size of the workforce in 2012
Increase30%
Stay the same50%
Decrease20%
Higher22%
No change57%
Lower21%
Expected change in size of workforce in 2012
Expected number of people leaving voluntarily compared to 2011
Q1. How do you expect the overall size of your workforce to change in the next 12 months?Q2. Do you expect the number of people leaving the company voluntarily over the next 12 months to be higher or lower than the previous 12 months?
T A L E N T I N T E L L I G E N C E
Ability to grow is the main concerns for companies
Yet only 60% are fully confident they have the best people in the right places to drive growth… 40% are not
94% of companies define some roles within their organisation as critical
T A L E N T I N T E L L I G E N C E
Importance of visibility of talent needs and gaps
Business services
Hospitality / leisure
Public sector
IT / technology
Retail / wholesale
Construction / manufacturing
Pharmaceutical
Financial services
All sectors
52%
60%
57%
63%
66%
75%
69%
71%
64%
41%
33%
37%
32%
30%
21%
28%
29%
31%
Extremely important Important
95%
100%
97%
96%
96%
95%
94%
93%
93%
Q20. How important do you think it is for companies to have visibility of talent needs and gaps for critical roles and plan accordingly?
T A L E N T I N T E L L I G E N C E
What are the Critical Roles?
T A L E N T I N T E L L I G E N C E
Identifying the most critical roles
Other
Through quality talent intelligence / data
Market insight into services most valued by customers
Impact on company brand image
Indirect financial contribution
Direct financial contribution
Impact on business efficiency
3%
31%
31%
36%
37%
45%
60%
Q23. How do you know which are your critical roles?
Pharmaceutical and construction /
manufacturing (69%) share the strongest view on efficiency
10% of companies say they don’t know how to identify the most
critical roles – rising to 22% amongst public sector organisations
T A L E N T I N T E L L I G E N C E
Administrators
R&D
Production staff
Sales professionals
Marketing professionals
Technical & IT professionals
Customer service
Finance & legal professionals
36%
42%
47%
48%
51%
58%
58%
62%
Most critical roles for driving future growth*
Q21. More specifically, which of the following job functions do you consider to be critical roles within your company in terms of driving future growth? Please rate on a scale of 5-1 where 5 is “extremely critical” and 1 is “not at critical” *Asides from HR professionals
% rating as critical (4 or 5 out of 5)
“Without them, the actual operational service that we provide wouldn’t happen efficiently and our customer satisfaction would decline and we would lose business” – HR Director of an energy company cites the
importance of senior technical engineers
T A L E N T I N T E L L I G E N C E
Critical roles that are difficult to fill
Administrators
Customer service
Production staff
HR professionals
Marketing professionals
R&D
Sales professionals
Finance & legal professionals
Technical & IT professionals
10%
11%
15%
22%
22%
22%
23%
24%
32%
Q21. More specifically, which of the following job functions do you consider to be critical roles within your company that are difficult to fill? Please rate on a scale of 5-1 where 5 is “extremely difficult to fill” and 1 is “extremely easy to fill”
% rating as critical (4 or 5 out of 5)
T A L E N T I N T E L L I G E N C E
Critical skills quadrant: all sectors
More critical roles
Mor
e di
fficu
lt to
fill
Technical / IT
Finance / legal
HR
Marketing
Customer service
SalesR&D
ProductionAdministrators
CRITICAL SPECIALISTS
CRITICAL GENERALISTS
NON CRITICAL SPECIALISTS
NON CRITICAL GENERALISTS
T A L E N T I N T E L L I G E N C E
Closing the Gaps
T A L E N T I N T E L L I G E N C E
Effectiveness at managing critical talent pipelines
Identify risk of losing critical employees
Determine gaps between available and needed talent
Fill talent gaps either through development or recruitment
Identify critical roles within the business based on business goals
Match high performing individuals with critical roles
54%
56%
61%
66%
68%
Q24. How effectively is your company currently able to do the following? Please use a scale of 5-1 where 5 is “extremely effectively” and 1 is “not at all effectively”
% saying they are effective (4 or 5 out of 5)
Building a Critical Talent Strategy…
Identify Critical Roles, and Define Current and Future Needs
Understand Inventory of Internal Talent
Determine Target Mix of Internal vs External Recruitment
Define and Nurture Pools of Internal Talent Through
Development, Mobility and Retention Plans
Building a Critical Talent Strategy…
Track Development Progress, Promotion and Turnover Rates
Define Pools of Existing External Candidates
Measure and Refine Continuous Sourcing /CRM Strategies
Measure Health of Internal and External Talent Pools on a
Regular Basis
Critical Talent Pipelines
T A L E N T I N T E L L I G E N C E
Questions
• How can we attract people to skills shortage occupations when other organisations are also after them?
• How do I identify critical roles in my organisation?• How can we retain these people who will be on other
organisation's shopping lists? • How do I decide the balance between internal and external
supply?• How we create a supply route to the these roles, either
internally or externally? • Once we have identified people and placed them into a
talent pool, how can we keep them interested until we need them?
T A L E N T I N T E L L I G E N C E
Oracle and Taleo: Driving Exceptional Organizational Performance
Please join Mark Hurd and Oracle and Taleo executives on Thursday, April 26, 2012 for a webcast presentation on the product strategy for the combined Oracle and Taleo offering.
Together, Oracle and Taleo will:• Create a comprehensive cloud offering to manage Human Resources and
employee careers • Improve the employee experience through every stage of the employee
lifecycle • Deliver powerful intelligence and a complete social experience
Live Webcast: Oracle and Taleo, Driving Exceptional Organizational Performance – Register at Taleo.com or Oracle.comDate: April 26, 2012Time: 9:00 a.m. PT | Noon ET |5pm UK | 6pm Paris
Taleo’s UK Social Community
Taleo_UKEvent Hashtag: #TalentPipelines
Taleo, Talent Intelligence UK Community