Talent Management in an Age of Uncertainty Workshop Introduction David North

1. Talent Management in an Age of Uncertainty Workshop Introduction David North

2. TALENT MANAGEMENT AIMS TO: CRF Talent Management and Succession Planning Member Survey, 2012

3. 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)

4. TALENT MANAGEMENT FOCUS CRF Talent Management and Succession Planning Member Survey, 2012

5. 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

6. DIFFERENTIATED TALENT MANAGEMENT…CRITICAL FACTORS 1.Business Context Driven Aligned with goals, strategy and TM perspective Leaders Engaged 2.Leaders Engaged Understand the business risks associated with TM Who are committed partners in the TM process Business Context 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 Leaders Enabled CRF Talent Management and Succession Planning Member Survey, 2012

7. 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 Leaders Engaged 6. Talent Development and Deployment Beyond assessment and planning Overcoming obstacles to cross-organisation movement Business Context 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 Leaders Enabled CRF Talent Management and Succession Planning Member Survey, 2012

8. AGENDA Day One – Tuesday 15 May 09:00 Welcome, Overview of the Workshop & Introductions 09:45 Session 1: The Changing Context of Talent Management 10:45 TEA & COFFEE BREAK 11:00 Talent Management in Context: CRF Member Perspective 12:30 LUNCH 13:15 Session 2: Strategic Talent Forecasting 15:15 TEA & COFFEE BREAK 15:30 Strategic Talent Forecasting: CRF Member Perspective 17:00 Final comments & close

9. Day Two – Wednesday 16 May 09:00 Welcome back and overview of Day Two 09:15 Session 3: Improving the ROI from Talent Development 10:15 TEA & COFFEE BREAK 10:30 Effective Talent Development: CRF Member Perspective 12:30 LUNCH 13:15 Session 4: Career Management 15:15 TEA & COFFEE BREAK 15:30 Career Management: CRF Member Perspective 17:00 Final summary & close