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SummerbrookDevelopment
Early Talent
How can we raised its profile, impact and ROI
SummerbrookDevelopment
Agenda
Share experiences and key tools used to get Early Talent included on the
organisations talent management agenda, and some tools and techniques for
ensuring it continues to deliver value to the business.
SummerbrookDevelopment
Summerbrook Development Ltd
• John Slattery – Coach, trainer and consultant supporting companies and universities
• 20+ years experience in recruiting & developing apprentices, interns and graduates
• Most recently Group Head of L&D at United Biscuits
SummerbrookDevelopment
A Few Domestics
On Silent Please
50 Minutes10 for Questions
Business Card @Back of Room
Speak up
Leave address if want copy of slides
SummerbrookDevelopment
What one factor is most likely to
influence whether young football players
reach the elite/top of their
game?
Question
SummerbrookDevelopment
Answer• Date of Birth• Cut-off date for youth clubs is December 31• Players born earlier in year are older (faster & stronger) by
the cutoff and more likely to make the team• ‘Early Birthday’ players secure access to better coaching and
competition, making them more likely to make the next elite team
Born Jan,Feb, Mar
Born Oct,Nov, Dec
Born Jan,Feb, Mar
Born Oct,Nov, Dec
Born Jan,Feb, Mar
Born Oct,Nov, Dec
50%
17%
England50%
15%
Germany47%
4%
Italy
SummerbrookDevelopment
Manchester United – Most Trophies
SummerbrookDevelopment
So………………..Early Talent• If you want to successfully grow talent for
the future:– Clear vision, shared by all – especially
senior management– Sufficient investment of budget and
resource– Sustainable talent management
processes – They need to be able to play– They need to deliver the results!
SummerbrookDevelopment
So what is wrong with many company’s Talent Pipelines?
“…the pipeline model of succession planning is leaky, rusty and fundamentally broken…..” Corporate Executive Board (2013)
“Leaky”: Turnover, lost aspiration, changing preferences
“Rusty”: Future misaligned with current ability. Organisations want to replace 1/3 of bench.
SummerbrookDevelopment
• Senior perception – Not business driver, long term proposition, easy to cut, bigger process is broken
• Management perception – dips in performance & engagement, increase in leavers, not able to fully satisfy their HiPo’s
• HR perception – no measure of value (ROI), limited career paths, low post programme support, limited linking with HiPo Talent Plans, limited dedicated support for post programme talent
So what is wrong with many companies Early Talent Pipelines?
SummerbrookDevelopment
What evidence is there?• Chartered Institute of Personnel & Development (2013)
– 75% of companies do not perform Talent Management for graduates• Corporate Executive Board (2013):
– “…the pipeline model of succession planning is fundamentally broken…..”
– “Less than 30% of rising leaders are of sufficient quality…..”– “1/3 of the positions that pipelines are being built for will not exist
by the time a leader reaches them”– “25% of leaders believe there are opportunities for career
advancement….”
Association of Graduate Recruiters (2013)– Under 33% of companies measure ROI on graduate progs.– 56% of companies monitor salary progression
Corporate Leadership Council– Successful HiPo Development can lead to a 15.4% advantage in Total
Shareholder Value
SummerbrookDevelopment
So what can we do to address this for Early Talent?
1. Raise the profile of Early Talent– Senior Management Attention– Return in Investment and personal involvement
2. Integrate Early Talent into company talent strategy– Expand strategy to include graduates and create career
paths
3. Tactics to increase sustainability– Linking levels of leaders and delivering career skills for
graduate and managers
SummerbrookDevelopment
1. Raise the Profile - ROI Options• Return on Graduate hires
– Work value added (sales, increased efficiency/quality etc)– Value of accumulated ‘in-company knowledge and experience’– Future succession plan potential (to leader)– Strong employee value proposition
• Cost avoidance– Employees leaver after short stay– Poor recruitment decision– Slow pace of ‘getting up to speed’– Poor employee value proposition
Choose the ones you want to use!
SummerbrookDevelopment
ROI on Graduate to Leader Pipeline (per grad)
Promotion No. Salary
Salary Saving (10%)
Pot. Rec. Fee20% 1st Yr Salary Sub Total
27,0001 32,000 3,200 6,400 9,6002 38,000 3,800 7,600 11,4003 45,000 4,500 9,000 13,5004 52,000 5,200 10,400 15,6005 60,000 6,000 12,000 18,0006 70,000 7,000 14,000 21,0007 92,000 9,200 18,400 27,6008 120,000 12,000 24,000 36,000
£152,700
SummerbrookDevelopment
How to measure ROI of Tangibles?
= £152,700 - £37,500
£37,500X 100% = 307% ROI
(£115,200)
* Initiative Spend (Estimated recruit cost, 1st Yr Grad Salary, tax, training spend) = £37,500
Calculate an average for a typical year group
Career ROI
Improvement - Initiative Spend
Initiative Spend
*X 100% =
SummerbrookDevelopment
How to measure ROI of Intangibles?
= £270,000 - £37,500
£37,500X 100% = 520% ROI
(£232,500)
* Improvement in sales growth of £27m since they joined the Sales function. Could also be improvements in efficiencies, quality, waste attributes to them being internal promotions.
Calculate an average for a typical year group
RoleROI
1% Improvement - Initiative Spend
Initiative Spend
*X 100% =
SummerbrookDevelopment
2. Integrate Early Talent into Company Talent Strategy
Learning &Growth
Financial Internal Business
ProcessesCustomer
• Turnover, EBITDA
• Cash Flow
• Return on Capital Employed
• Financial Results (Monthly, Quarterly)
• Outline key activities per function
• Key process alignment
• Focus on efficiency and customer
• Develop new ‘Solutions Strategy’ and align with existing ‘Product Strategic Plan’
• Ensure clarity of product provision
• One face to Gillettte across all products and companies
• Clear Business Solutions message to all customers
• Grow technical capability in new product areas
• Embed new competencies and behaviours across EMEA
• Grow leadership bench strength in all key HiPo areas including Graduates
SummerbrookDevelopment
2. Integrate Early Talent into Company Talent Strategy
Comp & Benefits
Key Metrics Capability
Talent Strategy
• Maintain turnover at 4%,
• Engagement average up 4 points
• Overhead budget be maintained
• Reduce succession gaps to 5%
• Create Academy for Finance
• Deliver Sales training to support price increase strategy
• Maintain HSE achievement levels
• Develop post graduate programme training programme
• Develop new process for Expats
• Accelerate HiPo dev in Sales
• Reduce cost of recruit. To £1.2m
• Extend Talent Pipeline to include Early Talent
• Benchmark salary spend with peer companies
• Find alternative to current health insurance provider
• Launch an on-line benefits info tool for all employees
• Harmonise European benefits
SummerbrookDevelopment
2. Integrate Early Talent into Company Talent Strategy
Managing Self
Managing B. Units
Managing Functions
Managing Managers
Managing Others
Managing Enterprise
HiPo Population
SummerbrookDevelopment
Managing Self
Managing B. Units
Managing Functions
Managing Managers
Managing Others
Managing Enterprise
EarlyTalent
GraduatesInternsApprentices
2. Integrate Early Talent into Company Talent Strategy
HiPo Population
SummerbrookDevelopment
2. Integrate Early Talent into Company Talent Strategy
PTJS
AT
SummerbrookDevelopment
2. Integrate Early Talent into Company Talent Strategy
GeneralMngrs
DeborahGreen
Julian Taylor
Paula PriestKevin Peters
Z1 Direct Reports
ChristopherWilson
John Tierney & Peter Jarvis
Colin Smith/ Michelle Cleary
ExternalHeidi McCarthy
Emergency Cover
Pat Binkley
ExternalExternalHeidi McCarthy
ExternalReady in 1
year
R.Cousins / J.Edwards / B.Maloret
Heidi McCarthy
Ray Martin Tom SlaterHilary Backwell
Ready in 2 years
Joe James
Barry Bradley
C.Wood / P.Bradbury
J.Edwards
Ray Martin
SummerbrookDevelopment
2. Integrate Early Talent into Company Talent Strategy
GeneralMngrs
DeborahGreen
Julian Taylor
Paula PriestKevin Peters
Z1 Direct Reports
ChristopherWilson
John Tierney & Peter Jarvis
Colin Smith/ Michelle Cleary
ExternalHeidi McCarthy
Emergency Cover
Pat Binkley
ExternalExternalHeidi McCarthy
ExternalReady in 1
year
R.Cousins / J.Edwards / B.Maloret
Heidi McCarthy
Ray Martin Tom SlaterHilary Backwell
Ready in 2 years
Joe James
Barry Bradley
C.Wood / P.Bradbury
J.Edwards
Ray Martin
SummerbrookDevelopment
Manufacturing Manufacturing Support
Functional
Career Routes
Production Supervisor
Manufacturing Manager
Factory Manager
Manufacturing Director
QA Technologist
Manufacturing QA Mngr
Projects
Secondments
EMEA Projects Director
Team Manager
2. Integrate Early Talent into Company Talent Strategy
SummerbrookDevelopment
L&D Investment Prioritisation(Are we focussing on the right initiatives?)
30%10%40%20%
Proprietary knowledge and skills focused on
promoting the effectiveness of
operations and process
“Run the business”(Maintenance)
“Advance the Strategy”(Growth)
Inside UB(Proprietary,
DifferentiatingKnowledge and Skills)
Outside UB(Generic
KnowledgeAnd Skills)
Proprietary knowledge and skills required to enable the
achievement of organisational growth targets
Generic knowledge and skills required to enable the
achievement of organisational growth targets
Generic knowledge and skills focused on promoting the effectiveness of operations
and process
=30% =70%
=60%
=40%
SummerbrookDevelopment
5 Tools To Get You Started
30%10%40%20%
Proprietary knowledge and skills focused on promoting the
effectiveness of operations and process
“Run the business”(Maintenance)
“Advance the Strategy”(Growth)
Inside UB(Proprietary, Differentiating
Knowledge and Skills)
Outside UB(Generic
KnowledgeAnd Skills)
Proprietary knowledge and skills required to enable the achievement of organisational
growth targets
Generic knowledge and skills required to enable the achievement of organisational growth
targets
Generic knowledge and skills focused on promoting the effectiveness of operations
and process
=30% =70%
=60%
=40%
PT
JS
AT
SummerbrookDevelopment
3. Tactics to Increase Early Talent Sustainability
1. Linking Levels of leaders
i Leader responsible for an employee● Mentors at critical career junctures● Coach for specific development needs● Reflected in leaders performance review
ii Leaders attend development events● Share vision & show commitment
iii Graduate projects pitched to senior team
SummerbrookDevelopment
3. Tactics to Increase Early Talent Sustainability
2 Build Career Skills
Manager: ‘Guiding the Development of Others’
Graduate: ‘Taking Charge of Your Development’
SummerbrookDevelopment
Taking Charge ofYour Development
• Understanding the company career development processes
• Understanding your career motivators, values, style, and barriers
• The value of feedback• Planning for career
conversations with your manager
• Creating & monitoring development plans
3. Tactics to Increase Early Talent Sustainability
Guiding the Development of Others
• Understanding the company career development processes
• Career Coaching Key Principles• Managing career discussions• Motivating your employee• Development & carer path
planning• Company systems & tools
SummerbrookDevelopment
Manchester United
Like them or love them
Your Graduates
Love them or lose them
SummerbrookDevelopment
Your Questions?