High Impact Talent Management

HIGH-IMPACT Changing talent strategy How prepared is your HR function for the transformational changes ahead? 2х High-performing companies are almost twice as likely to say their front-line managers are involved in career/ employee development and high-potential employee development 12% 12% 29% Have developed plans 8% 2% Somewhat prepared TALENT MANAGEMENT Well prepared Have plans underway or completed Not prepared Developing plans Don't know Recognise the need to change Talent imperatives for 2015 High-performing companies are three times more likely to say their front-line leaders are involved in leadership development Source: Bersin by Deloitte 2015 V Don't know 3x Improving management and leadership Assessing and improving Delivering and managing employment brand 21% 26% 35% 55% corporate culture Source: PwC CEO Survey 2014 Source: PwC CEO Survey 2014 Source: 14cp Differences in the urgency ranking of selected HR sub-topics by country Accelerating time to Improving speed and quality of hire Driving competency/ capability engagement and retention Americas Europe Middle East Asia-Pacific and Africa US CA MX BR FI FR DE IT PT SE ES UK TR AE ZA AU CN IN JP Driving performance and Improving Planning and analysing talent career and Leadership 1 1 1 1 1 1 1 1 4 1 1 1 1 1 7 4 Very urgent talent mobility development 1 Talent management 2 2 4 2 3 7 1 4 4 3 2 Diversity and inclusion, work environment, purpose, values and mission Behaviour and culture 4 3 2 2 7 3 1 6. 7 HR and people strategy 4 8 4 3 7 8 3 8 3 4 3 9. 1 4 Top performing talent provides substantial productivity advantages Employee engagement 3 3 7 10 10 8 8 8 4 10 8 1 Strategic workforce planning 7 8 1 10 8 6. 6. 3 9. 2 Relative productivity of average and top performers (%) Career models and competencies 10 4 10 6. 10 3 7 8 4 7 8 9. Low-complexity jobs Medium-complexity jobs 8 High-complexity jobs (Investment banking associates) (Fast food rest./front-line workers) (Production workers in HR communication 10 3 8 4 9. 7 10 9. a high-tech factory) 225 个 2x 185 Performance management 8 9. 8. 9 10 10 10 6 10 150 100 100 100 Training and learning 8 4 Urgent 7 Average performers Тop performers Average performers Тop performers Average performers Тop performers Employer branding 4 10 7 7 4 4 Social media 6. 7 4 Source: Harvard Business Review/Journal of Applied Psychology Rewards and recognition 4 4 10 10 9. 6. 7 What are the keys to increasing staff productivity in a 21st-century organisation? Other HR and workforce analytics 7 7 10 3 O Index score HR staff capabilities 10 8 8 1 2 Source: 2014 BCG/WFPMA proprietary web survey and analysis Improved leadership Professional development From a people management perspective, what do you feel are the biggest threats facing UK businesses? Index score • 181 157 3 Use of technology • 153 1 3 4 7 4 Flexible Better working engagement O 135 128 Not attracting enough talent in a competitive market Not responding to changing needs of 97 72 Inability to retain the best talent in a Lack of Poor A disengaged Dated 6 Optimised workplace environment 9 More autonomy Putting innovation organisational agility workforce management collaboration 7 Increased collaboration 86 10 Greater accountability 55 competitive market structure into practice between and behaviour the workforce employees 8 Agile processes 83 11 Alternative benefits 55 198 179 156 117 115 105 75 73 Source: Raconteur/Google for Work Source: Raconteur/Google for Work