Talent Management in the 2020s TDN 5 th September 2014
Catherine Shepherd
Slide 2
Objectives for today Define talent management Remind ourselves
why talent management is important (to organisations and
individuals) Identify future trends in work generally and talent
management particularly Share practical tools, techniques, methods,
hints and tips Discuss personal implications to us as
coaches/consultants of future trends in talent management
Slide 3
What is Talent Management?
Slide 4
What is Talent Management? Inclusive Succession planning and
management is the process that helps ensure the stability of tenure
of personnel. It is perhaps best understood as any effort designed
to ensure the continued effective performance of an organisation,
division, department, or work group by making provision for the
development, replacement and strategic application of key people
over time. Rothwell, W. (2005). Effective Succession Planning:
Ensuring leadership continuity and building talent from within.
AMACOM, New York Succession planning sits inside a a much wider set
of resourcing and development processes that we might call
succession management. This encompasses the management resourcing
strategy, aggregate analysis of demand/supply, skills analysis, the
job filling process and management development (including graduates
and high fliers). Hirsh, W. (2000). Succession Planning
Demystified, IES Report 372. Talent management is the process
through which employers anticipate and meet their needs for human
capital Cappelli 2008b as cited in Thunnissen, M et al (2013). A
Review of Talent Management: Infancy or Adolescence. International
Journal of Human Resource Management, 27 (9), 1744-1761.
Slide 5
What is Talent Management? Exclusive Talent management is the
additional management processes and opportunities that are made
available to people in the organisation who are considered to be
talent. Chartered Management Institute & Ashridge Consulting
(2007). Talent Management: Talent for business performance. Talent
management is the systematic attraction, identification,
development, engagement, retention and deployment of those
individuals who are of particular value to an organisation, either
in view of their 'high potential' for the future or because they
are fulfilling business/operation-critical roles.
www.cipd.co.uk/hr-
resources/factsheets/talent-management-overview.aspx
www.cipd.co.uk/hr-
resources/factsheets/talent-management-overview.aspx Talent
management is the systematic attraction, identification,
development, engagement/retention and deployment of those
individuals with high potential who are of particular value to an
organization Davies and Davies 2010, as cited in Thunnissen, M et
al (2013). A Review of Talent Management: Infancy or Adolescence.
International Journal of Human Resource Management, 27 (9),
1744-1761.
Slide 6
What is Talent Management? Exclusive Activities and processes
that involve the systematic identification of key positions which
differentially contribute to the organisations sustainable
competitive advantage, the development of a talent pool of high
potential and high performing incumbents to fill these roles, and
the development of a differentiated human resource architecture to
facilitate filling these positions with competent incumbents and to
ensure their continued commitment to the organization Collings and
Mellahi 2009, as cited in Thunnissen, M et al (2013). A Review of
Talent Management: Infancy or Adolescence. International Journal of
Human Resource Management, 27 (9), 1744-1761. Global talent
management includes all organisational activities for the purpose
of attracting, selecting, developing, and retaining the best
employees in the most strategic roles (those roles necessary to
achieve organisational strategic priorities) on a global scale
Scullion and Collings 2011, as cited in Thunnissen, M et al (2013).
A Review of Talent Management: Infancy or Adolescence.
International Journal of Human Resource Management, 27 (9),
1744-1761.
Slide 7
What is Talent Management? Inclusive approach, employee as
subjectExclusive approach, employee as subject Talent is the entire
workforce Talent = human capital Talent mgmt = Human Resource
Management Criticised that so broad meaningless Talent = small
segment of workforce Selection of segment in terms of (potential)
performance Criticised for self-fulfilling prophecy, too focused on
individual, and high performance is not a talent Inclusive
approach, employee as objectExclusive approach, employee as object
Allows every employee to reach their potential Development of the
talents of every employee emphasised Talent mgmt = Human Resource
Development Talent = small segment of workforce Selection of
segment in terms of above average abilities and application of
those abilities to deliver excellent performance Talent mgmt =
giving employees who are highly capable and motivated opportunities
to develop self Subject =talented people. Object = talent as
characteristic of people (innate, mastery, commitment, fit).
Inclusive (all employees). Exclusive (select group).
Gallardo-Gallardo, Dries & Gonzalez-Cruz (2012). What is the
meaning of talent in the world of work? Human Resource Management
Review, 23, 290-300
Slide 8
Several authors have stated, however, that workforce
differentiation is the key differentiating principle between talent
management and strategic human resource management more generally.
Dries (2013). The psychology of talent management: a review and
research agenda. Human Resource Management Review, 23,
272-285.
Slide 9
When an organisation takes an object approach more likely to
see competence management and knowledge management as central
practices. Organisations that take an subject approach more likely
to rely on succession planning and organisational career
management. Dries (2013). The psychology of talent management: a
review and research agenda. Human Resource Management Review, 23,
272-285.
Slide 10
While an inclusive approach to talent management is believed to
lead to a more pleasant working environment characterised by
openness, trust and overall employee wellbeing, the exclusive
approach is assumed to to generate higher return on investment in
terms of profit and productivity, brought about by increases in
achievement motivation of star employees . Dries (2013). The
psychology of talent management: a review and research agenda.
Human Resource Management Review, 23, 272-285.
Slide 11
Often the practice of leaving room for interpretative
flexibility results in discrepancies between organisational
discourse and practice poses a serious threat to the reputation of
HR practitioners as legitimate business partners. Dries (2013). The
psychology of talent management: a review and research agenda.
Human Resource Management Review, 23, 272-285.
Slide 12
Why is Talent Management important?
Slide 13
Slide 14
Companies with level 4 talent programmes: Generate A% more
revenue per employees than their peers Have B% lower voluntary
turnover amongst high performers than peers Were C% less likely to
downsize during the 2008 recession than peers Bersin &
Associates 2010 Investing in 16 talent management practices, as
opposed to not, leads to: D% higher fulfillment of psychological
contract E% less violation of psychological contract F% more
commitment G% less turnover Tilburg University in cooperation with
Accenture, October 2009
Slide 15
Why is Talent Management important? Companies with level 4
talent programmes: generate 26% more revenue per employees than
their peers have 40% lower voluntary turnover amongst high
performers than peers Were 28% less likely to downsize during the
2008 recession than peers Bersin & Associates 2010 Investing in
16 talent management practices, as opposed to not, leads to: 27%
higher fulfillment of psychological contract 34% less violation of
psychological contract 13% more commitment 19% less turnover
Tilburg University in cooperation with Accenture, October 2009
Slide 16
Why is Talent Management important? Tilburg University in
cooperation with Accenture, October 2009
Slide 17
Why is Talent Management important? Talent Management
Psychological contract fulfillment Commitment Turnover intention
+3.35 +5.71 +4.67 0.156 sig at 5% level 0.191 sig at 5% level
Tilburg University in cooperation with Accenture, October 2009
Slide 18
Why is Talent Management important? Talent management is not an
end in itself. Its not about developing employees or creating
succession plans, nor is it about achieving specific turnover or
any other tactical outcome. It exists to support the organisations
overall objective (which in business essentially amounts to making
money). Capelli 2008a, as cited in Thunnissen, Boeslie &
Frutyier (2013). A Review of Talent Management: Infancy or
Adolescence. International Journal of Human Resource Management, 27
(9), 1744-1761. Organisations should strive for societal goal of
sustainability (diversity, social responsibility, human and
employee rights, protecting the environment and contribution to the
economy). Boudreau & Ramistad (2005) as cited in Thunnissen,
Boeslie & Frutyier (2013). A Review of Talent Management:
Infancy or Adolescence. International Journal of Human Resource
Management, 27 (9), 1744-1761. To enhance organisational
performance, organisations should focus on individual performance
by means of increasing motivation, commitment and extra-role
behaviour. Work and organisational engagement and alignment are
indirect objectives of talent management. Thunnissen, Boeslie &
Frutyier (2013). A Review of Talent Management: Infancy or
Adolescence. International Journal of Human Resource Management, 27
(9), 1744-1761.
Slide 19
Future of work and implications for Talent Management
Slide 20
PwC Megatrends CEOs (1)General (2) Demographic and social
change By 2050 the population of 15-64 year olds will have
decreased by 150m in China, increased by 317m in India, and will be
larger in Nigeria than in the US. 60%33% Shift in global economic
power By 2020 China will overtake US as the largest economy. By
2030 E7 will replace G7 in terms of size and purchasing power.
59%36% Rapid urbanisation By 2050 75% of the worlds population will
live in urban areas. 40%26% Climate change and resource scarcity
Global food demand predicted to increase by 35% by 2030. Proven oil
supplies will last 50 years at current demand levels. 46%39%
Technological breakthrough 90% of data that exists less than 2
years old, only 0.5% analysed. In 2001 it cost $96m to sequence a
genome, in 2013 $6000. of jobs in US are in danger of being
replaced by a computer in next 20 years. 81%53% (1) % of CEOs (1314
surveyed Sept-Dec 2013) that listed megatrend as transforming their
business in next 5 years. (2) % of 10,000 people surveyed in China,
India, Germany, UK and US. What will transform way people work over
next 5-10 years?
Slide 21
PwC Megatrends CEOs 63% are concerned about availability of key
skills (c.f. 61% 2008, and 46% 2009) 58% are concerned about rising
labour costs in high growth markets 93% recognise the need to
change their talent strategy, but 61% havent started. Only 34%
think HR are well prepared to capitalise on these trends (c.f. 56%
finance to 28% R&D) General population Most important thing in
a job for 44% is job security, for 29% take control of their career
and do what they want when they want 65% of people want to work for
an organisation with a social conscience 40% of people believe that
traditional employment wont be around in the future 46% of HR
professionals expect at least 20% of their workforce to be
temporary contractors by 2022
Slide 22
Demographic - PwC Millennials at Work Born between 1980 and
2000 (?) By 2020 will be of global workforce, although in short
supply in countries with low birth rates 54% expect to have 2-5
employers (2008 75%), 25% expect to have 6+ (2008 10%) 72% feel
they have made a compromise to get into work, with only 18%
expecting to stay with their current employer long term First
choice benefit = personal learning and development, second choice =
flexible hours, third choice = cash. But 28% feel work-life balance
worse than what they expected, and over 50% feel talk about equal
opportunities is not delivered on 41% prefer to communicate
electronically (rather than F2F or phone), 75% believe technology
makes them more efficient. Many feel held back by outdated working
practices Just over 50% attracted to employer because of their CSR
position (2008 88%), 56% would consider leaving if their values did
not align (2008 86%). 30% of Swiss respondents would not work in
B&CM sector 4364 graduate responders in 75 countries to online
survey 2011. All younger than 31, and graduated 2008-2011.
Slide 23
Millennial and Work-Related Attitudes Meta-analysis of 20
studies (1995-2009) giving pair-wise comparisons across
Traditionals, Baby Boomers, Generation Xers, Millennial. Nearly
20,000 subjects. Costanza et al (2012). Generationall differences
in work related attitudes: A meta-analysis. Journal of Business and
Psychology, 27 (4), 375-394. Positive score older generation
higher, negative score older generation lower. Mean differences
0.02 - 0.25 for job satisfaction, -0.22 0.46 for organizational
commitment, -0.62 0.05 for intent to turnover. Moderate to small
differences, older generations may be slightly more satisfied, less
likely to leave and may be more/less/no different in commitment.
But 1.Age and tenure are positively correlated with job
satisfaction (0.18, 0.12 after controlling for tenure). 2.Age
negatively correlated with actual turnover (-0.08 to - 0.14)
3.Results for organizational commitment are mixed. 4.Social
dominance, conscientiousness and emotional stability tend to
increase with age, and these traits are positively associated with
job satisfaction. Findings suggest that meaningful differences
among generations probably do not exist on the work-related
variables we examined and that the differences that appear to exist
are likely attributable to factors other than generational
membership.
Slide 24
Millennials and Leadership Centre for Creative Leadership (CCL)
World Leadership Survey (2014): how much of each of the following
characteristics helps make a leader effective?
Slide 25
Millennials and Leadership Millennial Generations Xers Baby
Boomers Contrary to popular belief, younger and older employees
have very similar ideas about what makes a leader effective.
Slide 26
Millennials and TM practices Tilburg University in cooperation
with Accenture, October 2009
Slide 27
Technology Like Curly Fries on Facebook. Then youre clever
Daily Telegraph 12.3.13 Kosinski, Stillwell & Graepel (2013).
Private traits and attributes are predictable from digital records
of human behaviour. Proceedings of National Academy of Sciences of
USA, 110 (15), 5802-5 Analysed data from 58466 US volunteers of
Facebook likes (median 68) and personality tests. From relatively
basic data estimate wide range of attributes that you assume are
private: African v Caucasian American 95% Homosexual v Heterosexual
male 88% Democrat v Republican 85% Christian v Muslim 82% Use of
addictive substances 65%-73% Parental separation