13-14 May 2014 | Lancaster Hotel
Concurrent Session: Thought LeadershipThe Value of Talent and the Modern Day Workforce
Moderator: Paula Parfitt, Sales & Marketing Director,Randstad Sourceright
Panellists: Alun Soper, Head of Recruitment, Capgemini Stuart Woollard, CEO, OMR Group
TUES 13 MAY 15:00-16:00 WESTBOURNE 2-4
Sponsored by:
the value of talent and the modern day workforce
Paula Parfittsales & marketing directorRandstad Sourceright
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Session outline
• Key findings from global research on the perceptions of talent– Paula Parfitt – Sales & Marketing Director, Randstad Sourceright
• How to evidence the value of talent within your business– Stuart Woollard – CEO, OMR
• Case Study: Approach to talent within capgemini– Alun Soper – Head of Recruitment, Capgemini
the workforce challenge: perspectives on talent acquisition & the changing global workforce
Paula Parfittsales & marketing directorRandstad Sourceright
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the value of talent to the business
• A competitive global business environment: drives organisations to find new ways to boost competitive advantage
• Talent drives competitive advantage:business leaders are recognising the link between talent and business value as a key component to creating that advantage
• Talent is strategic to the business: talent leaders are compelled to take on a larger role in strategic planning, create metrics that support objective decision-making and demonstrate the value of talent to the business
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about the survey
• Perceptions about the availability of talent
• The gaps in skills
• The impacts of those gaps
• Efforts to address these issues
• Perceptions about the value of talent
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is there a drought of talent?
• Organisations perceive ongoing scarcity in critical positions
• Most companies experience strategic business setbacks
• Develop and deploy a full arsenal of strategies to retain positioning, much less gain ground
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perceptions of talent scarcity (by levels of experience)
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impacts of talent scarcity
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strategies to address the challenge
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Strategies to address the challenge:targeting by talent type
• North American and EMEA respondents differ significantly.
• Vocational apprenticeships are much more widely embraced among EMEA respondents.
• Contingent and contractor engagement is much stronger in North America.
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how strongly do different stakeholders rate the importance of human capital to the success of the organisation?
perceptions: the value of talent
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perceptions: the value of talent
To what extent does the quality of talent influence market value for a company? (% of respondents answering)
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Summary
• Perceptions about the availability of talent - scarcities are increasing, particularly in light of coming changes due to broad global demographic shifts
• The gaps in skills - largest gaps are in Healthcare & Medical, Technical, Engineering and Research & Development
• The impacts of those gaps – are perceived to be particularly on productivity and development
• Efforts to address these issues – focus on integrated talent management strategies with effective measurements
• Perceptions about the value of talent - most agree that talent is at the cornerstone of every business
Understanding value creation and risk from your talentAn introduction to Organization Maturity Ratings
Improve your Organization’s MaturityIncrease your Organization’s ValueEnhance your Societal Impact & Reputation
DefinitionOrganizational & HR Maturity is the extent to which anorganization realizes its’ human potential such that it maximizesthe value it can create. Human potential in this context relates notjust to an organization’s people, but to all people connected withthe development, production and supply of an organization’sgoods and services. Value relates to value generated by referenceto the organization itself (i.e. productivity, quality, financial, efficiency) and valuegenerated by the organization in a societal context (e.g. economic, well-being,environmental).
OMR© is an assessment of the extent to which an organization is designed around the goal of maximizing its value, while controlling risk, with emphasis on its ability to manage its human capital to best advantage.
THE TEN ‘PILLARS’
Value MotiveValue
MotiveWhole systemWhole system
Learning Organization
Learning Organization
Improvement philosophy
Improvement philosophy
People riskPeople risk
Human capital ethos
Human capital ethos
Trust, engagement, cooperation
Trust, engagement, cooperation
Performance system
Performance system
CommunicationCommunication
Business/ people
strategy
Business/ people
strategy
Measuring firms against maturity dimensions
Stage 2Good ProfessionalPractice
Stage 3Effective Management
Stage 4Human Capital becomes integral to business operations
Stage 5Transition: operationalto strategic focus
Stage 1PersonnelAdministration
Board & Executives resistant/unaware of people & human capital value up to this
point
Stage 6Organisation becomes a whole system
Stage 0No ConsciousPeopleManagement
Maturity spectrum:OMR ‘AAA’ Scales
LONG TERM - STABILITYSHORT TERM - UNSTABLE
A+ to
AA
-
AA
A
BB
B to
ABB
B-
BB
+
BB
C B
OMR
Maturity in practice: value outcomes
Early indicators
Exec expectations of human capital & value now aligned with HR Business now adopting a new language around HCM 10 Pillars embedded into assessment of planned people activitiesMaturity provides new framework for value based assessments and decisionsMature thinking becomes conscious & senior execs now lead on HC initiatives Practically HR now focused on the business rather than blindly adopting "best HR Practice”
Maturity 2.46: OMR equivalent rating ‘BB’
Maturity & talent management: some key questions
What is our talent – how is it defined? Who is important – individuals or roles & how do we
measure? How do we resource our firm – external vs internal? Does our talent system work with other systems? Are our talent systems fit for purpose; and Why does this all matter – what is the connection to value & risk?
See handout - Towards Mature Talent Management: Beyond Shareholder Value – David G Collings Human Resource Development Quarterly (2014) Forthcoming
Thank you
Improve your Organization’s MaturityIncrease your Organization’s ValueEnhance your societal Impact & Reputation
Next IHRM orientation: King’s College London 8 & 9 July 2014
Alun SoperHead of Recruitment
13th May 2014
23Copyright © Capgemini 2012. All Rights Reserved
Presentation Title | Date
About Capgemini
With more than 130,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services.
Employees are seen as our clients’ experience of Capgemini - we require the best talent available which means recruitment is at the top of our business agenda.
http://www.uk.capgemini.com/about-capgemini
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24Copyright © Capgemini 2012. All Rights Reserved
Presentation Title | Date
Our Talent Goals
Talent
Enable informed decisions
25Copyright © Capgemini 2012. All Rights Reserved
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Holistic talent model
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Capgemini Talent
Learning & Development Programmes
IT Sector
Diversity
Promote from within
Home Grown Talent
Flexible Resourcing
Employer Brand
Talent Communities
26Copyright © Capgemini 2012. All Rights Reserved
Presentation Title | Date
Talent Acquisition Priorities for 2014
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Aligned to Group
Enhancing & Developing our ServiceRedefining our service, measures and continuous improvement
Employer BrandingCreating an attractive talent acquisition brand
Strategic Talentpooling Forecasting, business alignment and direct hiring
Recruiting the right talent profileReview our selection process to ensure quality hiring
Create a streamlined approach to hiringE2E Process Review from sourcing to onboarding
Tools & TechnologyTalentlink implementation & Social Recruiting (LinkedIn)
27Copyright © Capgemini 2012. All Rights Reserved
Presentation Title | Date
www.uk.capgemini.com
_______________________________________________________________________
People matter, results count
e: [email protected]: @CapgeminiUKppl