Talent War

The Talent WAR

“New Paradigms in Corporate Education: Linking Learning to Performance”

By: Professor Miguel Carrillo, Executive Director and Professor of Strategy, UWI-ALJGSB

Global Megatrend #1: Demographics

Global Megatrend #2: The Rise Of The Individual

THIS is especially true in TT

THE WAR FOR TALENT IS BACK

Global Megatrend #3: Economic Interconnectedness

Present and FUTURE!

THE WAR FOR TALENT IS BACK

The Insight

• The ability to take initiative is a far better predictor of high performance on the job than academic record.

KEY IDEAS FOR ATTRACTION & RETENTION

Attraction

• The meaning of WORK:– Ability to excel/develop: 74%– Connection with co-workers 41%– Connection to corporate strategy 31%– Community involvement 28%

• What matters when evaluating potential employers?

Source: Kelly workforce index

Attraction

• What matters when evaluating potential employers?– Brand Reputation– Skill acquisition much more important than

advancement– 66% of respondents reported willingness to give

up pay and/or advancement for opportunity to learn new skills

– CULTURE



Desired Employer Attributes


Evaluating Employers

P&G uses their expertise in human behavior and branding to attract talent

Consistent Employer Branding


Building a Consistent Brandscape

From Manufactured Messages To Rich Personal Content

Employer Brand Management Ambition

Keys to Retention

• Remain Relevant : Skill Evolution• Career Development Discussions• Career Path CLARITY and AVAILABILITY• Fight routine• Engagement• Leadership: Admiration + Inspiration

Source: Meta Analysis

Keys to Retention

• RESOURCING CAREERS!

– TRAINING provided by employer: 49%– TRAINING paid by employee: 36%– MENTORING: 27%– ASSESSMENTS: 25%– COACHING:20%

Source: Kelly Global Workforce Index

The Bottom Line of the Talent WAR

• Point 1: Design and Deliver a Great Organizational Value Proposition:– Values– Challenges– Expectation– Great Internal Networks


• Point 2: Integrate HR into your Business Strategy and Vice Versa:– From Vision/Mission to Purpose– Make a difference Vs Make a Living– ALIGNMENT: Fill the Strategy-Talent GAP


• Point 3: Managers as HR Managers:– Creators of Behavioral Insights– Keep Talent not only interested but fascinated– Vertical Relations are Key to talent retention


• Point 4: Know what TALENT DESIRES:– Understand emotional drivers• Autonomy• Engagement: Great Social Capital• Challenge• Realize Potential• Make a significant difference

Talent Lifecycle & Linkages

The ALJGSB Approach to Talent Development

• Our REAL Business is to create value around Performance and Growth in ORGANIZATIONS

• Focus on EXPLOITATION and EXPLORATION

Growth Trajectories

The Ecosystem of Alternative EducationThe ALJGSB Case

Knowledge and

Execution Products

AssessmentCenter

Consulting and Applied Research

Project Management

Customization and Co-creation

Our New Value PropositionThe ALJGSB Case

Performance and

Growth

Diagnostics

Growth Challenges

(Project Focus)

Execution with Accountability

Performance Challenges

(Problem Focus)

ALJGSB: Our Growth Model

I n t e r n a t i o n a l i z a t I o n

A p p l i e d R e s e a r c h

D I a g n o s t i c s

D i g I t a l P l a t f o r m

LONG TERM In-Company Programs Confer

encingOpe

n a

nd

Shor

t Ter

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Diagnostics as our Growth Platform

• Strategy Audit/Planning Session– Understand the Map with the

Compass of the Organization– Identify gaps in key capabilities– Performance and Growth

Challenges– Initial diagnostic of the

organizational dynamics and level of TMT

– Increase level of trust and open communication

– Co-creation Spaces– Learn the language– Bundle proposals with problems,

plans, and projects

• Assessment Center– Understand the Territory

with individuals and small groups as unit of analysis

– Understand competencies portfolio

– HR Challenges (Succession, Career Path)

– Great space of interaction with HR

– Intimate knowledge of key organizational protagonists

Our NEW ParadigmWe have Two Schools

• A School of Business– Recruit Students– Cyclical Changes in

Curriculum– Rigor and Relevance– Reactive– Academic Centric– Need based

• A School for Businesses– Recruit Companies – Continuous Customization– Relevance and Rigor– Reactive and Proactive– Problem/Challenge Centric– Demand based

Our approach: To serve the Most Demanding and Sophisticated Customers so we can Translate our learning to our students and our research:

CORPORATE CUSTOMER BASE: WALMART, ANSA-McAL, Massy, TSTT, America Movil,Goodard, among others.

The Growth Equation

Conferencing Operations

Growth Platform Mix

ALJGSB: World Class Institution

GRACIAS!