美世《Talent Magnets---Issues and Practical Experiences》34页.ppt

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1、美世美世Talent Magnets-Issues and Practical Experiences34页页Talent MagnetsSession 2:Practical experiencesLessons from other placesWhat they have done about itWhat does it mean for youHugh Bucknall21 August 2001William M.Mercer,Incorporated4 Ways to become a Talent MagnetStaff Attraction&RetentionSchemesE

2、mployment BrandingSuccessionPlanningTalent Management2William M.Mercer,IncorporatedPractical experiencesnFacts and FictionnResponding to the challengenTake awaysnDispelling the mythsnSetting the record straightnWhy it is a very big business issuenDiagnosticsnToolsnCase studiesnHow do you ratenTools

3、you can use3William M.Mercer,IncorporatedFacts and FictionnDispelling the mythsnSetting the record straightnWhy it is a very big business issue4William M.Mercer,IncorporatedThe Common Myth of Talent Management.Even though pay has been increasing,“its a problem of COMPENSATION”it is not enough to att

4、ract,retain and motivate professionals.5William M.Mercer,IncorporatedSo,what are the magnets that bind?4Inspiring Leadership4Fun work culture4Challenging Work4Feedback4Career growth4Pay is fair6William M.Mercer,IncorporatedAnd,why do top talent leave?6Bad boss6No career prospects 6No feedback and su

5、pport6Broken promises6No customisation for my needs6Wrong people in wrong jobs6Red Tape6My voice not heard6Work life balance6PayWm M Mercer Private Survey in Singapore 20007William M.Mercer,IncorporatedHigh-performance talent managementpractices yield significant economic returnsThe Business Opportu

6、nityBased upon a one-standard-deviation increase in highperformance talent managementpracticesTalentTalentManagementManagementSystemSystem$27,000Sales/EE$18,600MarketValue/EE$3,800Profit/EE7%TurnoverDecreaseSource:“Mark A.Huselid,“The Impact of Human Resource Management Practices onTurnover,Producti

7、vity and Corporate Financial Performance,”Academy of ManagementJournal 38(1995)8William M.Mercer,IncorporatedHigh-performance talent managementcreates an employee-customer-profit chainIncreased employeecommitment andproductivityIncreased customersatisfaction andretentionIncreasedshareholdervalueFor

8、every 5%improvement in employee behavior.1.3%increase in customer retention1.04%increase in revenues and 0.4%increase in profitsSource:Anthony J.Rucci,Steven P.Kirn,and Richard T.Quinn,“The Employee-Customer-Profit Chain at Sears,”Harvard Business Review,January,1998/February,19989William M.Mercer,I

9、ncorporatedThe cost of turnover is a business issueRule of thumb=equivalent to 6m-3.5yrsAverage annual salaryTurnover%Number of employeesFactor-0.5-3.5*XXXAnnual costAnnual cost=RMB15,00022%10001.5RMB5million=10William M.Mercer,IncorporatedWhy companies treasure Top TalentrIt costs 10 times salary t

10、o replace Top Talent r3-5 times the value marginal costrBuild future businessrMove and shakerMake things happenrMagnet for more Top Talent11William M.Mercer,IncorporatedSource:McKinsey,Winning the War for Talent,1999My Company.Brings innHighly talented people10162333KnowsnWho the high and low perfor

11、mers areRetainsnAlmost all high performersDevelopsnPeople quickly and effectivelyRemovesnLow performers relatively quicklySo is anyone doing a good job?12William M.Mercer,IncorporatedImpact of the bad performerBad performers are a major reason why good people leave*Adapted from Centre for Creative L

12、eadership“Low performers”in Critical JobsLow Job PerformanceHigh Performers Leave companyDevelopment/Advancement Opportunities LostSubordinates Not DevelopedProductivity and Morale Goes Down13William M.Mercer,IncorporatedHow are others responding to the challengenDiagnosticsnToolsnCase studies14Will

13、iam M.Mercer,IncorporatedManaging talent in a systematic waynCreate a context for talent development and management to thrive.Learning ContextnWhat does the organization need from people in order to meet its business strategy?Leadership challenges driven from business strategyCompetency modelsPositi

14、on profilingOrganization ProfilenIdentify gaps between organizational needs and people capabilities and develop plans to shore gaps.Talent reviewDevelopment plansJob assignmentsTrainingMentoring and coachingReplacement plans Talent Review/Development PlansnWhat capabilities currently exist within th

15、e organization?Talent assessmentTalent ProfileTalent as a Corporate AssetnPeople capabilities and development are aligned with current and future business needs.15William M.Mercer,IncorporatedSome topics to look atIntegrated SelectionCompetency FrameworksRole Profilinge-RecruitmentRe-engineering Rec

16、ruitment ProcessOrganisational Transition InventoryEffective InductionBespoke Market SurveyTotal Remuneration StudyIntegrated RewardEmployee Benefit FlexibilityReward Strategy ReviewHR Risk ReviewInspiring LeadershipPerformance Management Systems DesignCompensation Management ReviewCareer ThemingInt

17、ernet/Intranet Web DesignDesign Company-specific Assessment CentreSkills Gap Analysis and PlanningTraining and Development Interventions16William M.Mercer,IncorporatedRoot causes of turnover can be groupedUnemployment ratesMarket shareEmployment cost Competition(location and number)Labor pool Extern

18、al influencesMarket placePromotion historyWage growth Position tenure Education Age ExperienceFull time/part time statusPerformance ratings Exempt/non-exempt statusGenderEthnic backgroundJob/occupationIncentive earningsTrainingEmployee attributesEmployment riskManagerial turnover Bonus participation

19、 SupervisionWorkloadPay levels and structure SizePrior turnoverTenure Recruiting source Employee heterogeneityTraining investmentsOrganizational practicesImpact of turnoverLittle or no impactHigh impact17William M.Mercer,IncorporatedThe Power of AnalysisReduction in turnover0.00%2.50%5.00%7.50%10.00

20、%Turnover driverExternal1-point rise in unemploymentOrganizational:Supervisor does not leave10%reduction in layoffs10%decrease in overtimeHire 20%more from employee referralsIndividual:If promoted in past yearIncrease jobs performed(from 1 to 2)1-year increase in length of prior jobs1-year decrease

21、in current position 10%raise in base pay1-year decrease in organisational tenureIncrease to 30%with university degrees(NBThese are case-specific findings.)10%raise in base paySupervisor does not leave18William M.Mercer,IncorporatedRatings by Performance and PotentialCurrent PerformancePotentialLeade

22、rship Assessment SummaryAt StandardBelow StandardLowAverageExceedsStandardHighJean Dole Chris JonesCarol CanePat MitchellJohn Doe Troy SmithPromotable NowHigh PotentialExperienced ProfessionalPlacement IssueMark Kent19William M.Mercer,IncorporatedJill McGinnisVP,Design&Devel.David BakerVP,MarketingA

23、BC CorporationArlene J.CookMichael DuncanVP,OperationsJosey MillerBrian CrossAndrew StephanMerch.ManagerPatti FoechtVP,Merch.Aaron WhiteDir,of CommunicationsRobert CarlsonVP,CommunicationsRalph DiNardoVP,CommunicationsGary R.CillsPresidentSuccession Planning Coded ChartRetail StoresDesign ManagerDir

24、ector of MarketingHigh PotentialIrreplaceable ProAssess TalentMeets ExpectationsPerformance ProblemsKEYPromote Now20William M.Mercer,IncorporatedImproving staff selection21William M.Mercer,IncorporatedIndividual Development PlanResults from InitialAssessmentPerformance HistoryEducationPersonal profi

25、les provide a starting point for development planning discussionsUndergraduate degree,school major,dateGraduate degree,school,dateCertification/designations/credentialsEmployment HistoryAt current employer:Company,title,location,dates,manger Prior employers:Title,location,dates Overall rating,for ho

26、w many years?Objectives,action plan/timing,measures,resultsProfessional DevelopmentInternal:task forces,leadership roles,etc.External:Leadership roles,significant government/community involvementOverall rating/ranking,score for each success factorPotential Job OpportunitiesJob title,location,readine

27、ssAdditional CommentsFuture career interests22William M.Mercer,IncorporatedMultiple Career Paths Level 1SupervisorSupervisorSeniorLocal ProjectLeadLiaison/CoordinatorLevel 2ManagerManagerLocal LeadUnit ProjectHeadIntegrationAdvisorLevel 3Small BU HeadDirectorCompanysExpertEnterpriseProject HeadSenio

28、r IntegrationAdvisorLevel 4Large BU HeadEnterpriseFunctionHead Level 5Group Head Key Career Path OptionsBusiness Unit LeadershipFunctional AreaLeadershipTechnical/Functional ExpertsProject Management ExpertsCross-FunctionCross-EnterpriseIntegratorsExamples of Career MilestonesAn Illustration23Willia

29、m M.Mercer,IncorporatedWork experiences are the most powerful development mechanismnFull job changenJob designnSpecial projects&assignmentsIncreasing Valuen360-degree feedback&evaluationnCoachingnMotivated self-developmentnFormal training ExperientialAssignmentsFeedback&CoachingTraining*Adapted from

30、:CCL24William M.Mercer,Incorporated360 degree feedback,skilled coaching,job andproject assignments and training are the mostcommonly used mechanism for developing talent554565384281752081 89Other managers:Top executives:Training programs360-degree feedbackAssessment centersIndividualdevelopment plan

31、sDevelopmental job assignmentsExecutive coachingFormal mentoringInformal mentoringAction learning projectsTeam-building activities34223913767265207972Developmental opportunities for.Source:The Conference Board,HR Executive Review:Developing Leaders 25William M.Mercer,IncorporatedUsing Web Enabled Te

32、chnology,eg.360 Degree Feedback26William M.Mercer,IncorporatedSome of the best places to work-GENamePositionNamePositionKey elements of GEs“Session C”talent review performance of divisional leadership.Jack Welchmay spend 5-10 minutes reviewing the performance and developmental needs of each individu

33、al*Source:Corporate Leadership Council Hypothetical based on GE Power systemsBackground/ExperiencesProvides background,context for discussion of managers currentperformanceEducationGE Service Date-Yrs.Promotability/PerformanceUniversal potential,performance rating allows cross-calibration of talenta

34、cross the companyPromotability APerformance 1Trend UpwardAccomplishments:PerformanceA.ExceedsB.Fully meetsC.Partially meetsD.Fails to meetPromotability1.Highly promotable,significantleadership potential2.Promotable,significant leadershippotential3.Effective-limited promotability4.Too soon to call5.I

35、mprovement needed360 degree assessmentLeadership abilities evaluated against corporate standard,not requirementsof a specific jobLeadership AbilitiesDevelopment/ActionsDevelopment actions determined based on assessment of individual need,career aspirationsStrengthsDevelopment NeedsCareer InterestsPl

36、ans/ActionsFuture Assignment Experiences Key Courses27William M.Mercer,IncorporatedSome of the Best Places to Work*ComputerWorld Magazine,November 2,1998 Reduced turnover from 10%to 5%by focusing on“what technical people really want”Internship program stresses IT/business immersion,accountabilityEnt

37、ire IT community interacts with job candidatesComprehensive,multimedia IT tool kit guides career development with road maps from job to jobTechnical and business training encouragedComprehensive IT leadership programs at middle and upper levelsHiring from within and intracompany movement encouragedI

38、T community building encouraged28William M.Mercer,IncorporatedSome of the Best Places to Work35-hour full-time workweekLive piano music in cafeteria;unlimited beveragesWeek off between Christmas and New Year36,000 square foot on-site gymOn-site day careOn-site massagesUnlimited sick days and time to

39、 care for sick familyLights out at 5:00!*Fast CompanyMagazine,1998 Offers no stock options,and Offers no stock options,and Offers no stock options,and salaries are no better than salaries are no better than salaries are no better than competitive,yet turnover is an competitive,yet turnover is an com

40、petitive,yet turnover is an unbelievable 3%*unbelievable 3%*unbelievable 3%*29William M.Mercer,IncorporatedTake awaysnHow do you ratenTools you can use30William M.Mercer,IncorporatedHow Does Your Organization Rate?nShared set of values around talent managementnUnderstand what is required from people

41、 inorder to meet business plansTransitioning the strategy to talent requirements:Grade:_nCulture encourages risk-takingnEmployees have access to role modelsnManagers are held accountable for developingtheir employeesnEmployees are recognized and rewarded fordevelopmentnPeople promoted are good role

42、models ofdesired behaviorsnSenior leaders participate in training othersCreating a content that values learning&development:Grade:_nShared set of values around talent managementnUnderstand what is required from people inorder to meet business plansTransitioning the strategy to talent requirements:Gr

43、ade:_nDevelopment is recognized as a corporate prioritynFrequent feedback from,multiple source is givennWillingness to put people in stretch assignmentsnPeople are moved cross-functionally,cross business-units etc.Developing future leaders:Grade:_nBelief that talent impacts thebusinessnManagers know

44、 strengths andweaknesses of employeesnUnderstand where talent gaps existnDifferentiates people onperformance and potentialCreating a talent mindset:Grade:_31William M.Mercer,IncorporatedCosts of turnoverCosts of turnoverCulture AuditCulture AuditProcess designProcess designCompetencydevelopmentCompe

45、tencydevelopmentCommunicationstrategyCommunicationstrategyRemuneration&benefitsRemuneration&benefitsRecruiting strategyRecruiting strategyCulture changeCulture changeRetention analysisRetention analysisProcess mappingProcess mappingSegmentationSegmentationCommunicatingCommunicatingPlanningPlanningPe

46、rformancemanagementPerformancemanagementResults trackingResults trackingLeadership&managementdevelopmentLeadership&managementdevelopmentAbsencemanagementAbsencemanagementAbsence trackingAbsence trackingExit interviewanalysisExit interviewanalysisOrganisationdesignOrganisationdesignLearning&Developme

47、ntstrategyLearning&DevelopmentstrategyUnderstandingthe issuesSolutiondesign&developmentSolutionimplementationAgreeddeliverablesProfiling talentProfiling talentSome of the tools availableEmployer brandreviewEmployer brandreviewData analysisData analysisBenchmarkingBenchmarkingEmployer branddimensions

48、Employer branddimensions32William M.Mercer,IncorporatedSo,in SummarynThere are some who make things happennThere are others who watch what happensnThere are even more that wonder what happenednThe talent war is real losing is not a good option33William M.Mercer,Incorporated4 Ways to become a Talent MagnetStaff Attraction&RetentionSchemesEmployment BrandingSuccessionPlanningTalent Management34