Strategic Talent Mobility Webinar. Connecting Personal Potential to Organisations. Speaker: Richard Doherty.

1. Strategic Talent Mobility
Richard Doherty, Fusion Human Capital Management
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2. When there is a position to be filled in your organisation…
When there is a position to be filled in your organisation…
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3. … why do managers so often decide to recruit outside talent?
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4. Why External?
Its because they don’t have
information systems that can
match the job requirements to the
profile of someone who already
works for the organisation.
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5. It’s the Wrong Thing to DO
However, promoting or hiring from within is usually the better
business decision.
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6. Why?
This is because doing so:
• Retention
• Costs the company less
(“External hires cost more
and perform worse”)
• Improves your reputation as
an employer
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7. Definition
Talent mobility is the ability to rapidly and
strategically move people from role to role
and function to function as business needs
change.
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8. The Critical Intersection
The need is to make the most of the people already in place by
balancing the experiences and skills that organisations need to
drive the business forward against the capabilities and aspirations
of each individual.
Organisation Individual
Needs Desires
Experiences Capabilities
Skills Aspirations
Competencies
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9. Recent Talent Mobility Research
In 2011, Taleo Research commissioned a comprehensive survey
on Talent Mobility of 500 HR decision makers in the UK.
“UK Talent Mobility in 2011”
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10. UK Survey Market Breakdown
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11. Conclusion of the Research
Organisations are at a talent tipping point: aware of
the strategic importance of talent mobility but often
held back because of data and systems
shortcomings.
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12. Reasons for Retention Difficulties
Percentage of Survey Respondents
UK
Better salaries / benefits packages offered by other
companies 48
Better opportunities offered by other companies 45
Inability to find / create internal roles that meet
employees’ capabilities / career aspirations 31
Lack of information internally about employees’
capabilities / career aspirations 23
Other 2
None of the above 19
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13. Reasons for Retention Difficulties
Percentage of Survey Respondents
Australia UK
Better salaries / benefits packages offered by other 75
companies 48
Better opportunities offered by other companies 78
45
Inability to find / create internal roles that meet 51
employees’ capabilities / career aspirations 31
Lack of information internally about employees’ 31
capabilities / career aspirations 23
Other 19
2
None of the above 4
19
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14. Talent Mobility Momentum
In the UK…
• 71% agree that it is important for companies to be able to pro-actively
and strategically move people from role to role
– 82% Retail/Wholesale
– 81% Construction/Manufacturing
• 57% say that the current economic climate has led to an increased
focus on talent mobility
• 54% say they are more focused on retaining than recruiting talent
… the Australia survey provided similar results.
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15. Talent Mobility on employees’ agenda
% who agreed that “talent mobility is increasingly on
employees’ agendas when they choose an employer”:
• 51% in the UK
– 65% Hospitality/Leisure companies
– 33% Pharmaceutical companies
• 55% in Australia
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16. Organisational characteristics
Percent rating their organisation a 4 or 5 on 5-scale
UK
A culture that supports the sharing of talent
across the company 55
Quality of leadership pipeline / successors 57
Employee engagement rates 59
Processes that support the movement /
retention of talent within the company 50
Ability to drive change / business growth 64
Employee retention rates 66
Profitability compared to competitors in our
sector 54
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17. What about Technology Support?
% of organisations who rate themselves
above the sector average for technology
to support a strong talent mobility strategy.
… that is 10% lower than any other
organisational characteristics.
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18. Impact of Talent Mobility Technology
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19. Technology in the UK
Average = 10% using dedicated talent management systems
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20. Vertical, Horizontal, Geographical
Percent stating to be effective at…
UK Australia
61
49 52
36
29 27
Vertical movement or Horizontal or lateral Geographic movement of
promotion of people within movement of people people into different sites,
departments, functions, between departments, regions, countries
into senior roles business units, functions
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21. Talent Mobility Maturity Model
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22. Talent Mobility Maturity Model
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23. Talent Mobility Maturity Model
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24. UK Organisations – Talent Mobility
Very few organisations rate themselves as strategic on all ten factors (or
tactical on all ten factors). Therefore, respondents have been allocated
to each of three segments based on their relative strategic scores.
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25. Breakdown for UK Organisations
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26. Impact of Strategic Talent Mobility
Percent in UK rating their organisation above sector average
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27. Barriers to Improving Talent mobility
Top three barriers to improving talent mobility (%
respondents)
UK Australia
52 52 48
31 30 31
Lack of visibility into Quality and reliability of Lack of systems /
talent gaps and employee talent data technology to support
opportunities talent mobility initiatives
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28. Talent Intelligence = Better Data/Insight
How do you get better data and
insight?
By leveraging what we call talent
intelligence – consistent, readily
available information from Recruiting,
Performance Management,
Succession Planning, Compensation,
and Learning and Development
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29. InterContinental Hotels Group (IHG)
• IHG operates seven hotel brands: InterContinental,
Crowne Plaza, Hotel Indigo, Holiday Inn, Holiday Inn
Express, Staybridge Suites, and Candlewood Suites.
• More than 650,000 rooms; over 4,400 hotels; in 100
countries
• Employees in 2010:
– Direct: 7,858
– Employed under IHG estate: 335,000
• http://www.oracle.com/us/corporate/customers/customersearch/interc
ontinental-hotels-taleo-cs-1657047.html#sf4807696
•
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30. InterContinental Hotels Group (IHG)
• Growth challenges:
– On average, opening one new location per day.
– Need to find 400,000 people in the next 4 years
– Must hire externally AND increase talent mobility significantly.
• “We wanted a consistent, across the board approach to managing this, and
that meant being able to give our people the power to share their ambitions
and career preferences with us.”
“We need people who are brand aware – what we call ‘brand-hearted’ – who
can deliver our vision to our customers and our team so that our hotels are
successful.”
- Claire Guberg, IHG’s Global Talent Systems Manager
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31. InterContinental Hotels Group (IHG)
• Oracle Taleo Recruiting used by IHG since 2004
(Asia, then globally)
• Biannual Careers Week encourages all IHG
employees to create a profile in Taleo Recruiting,
to share where they want to work and in what function.
• Talent Intelligence  Talent Pools  Talent Mobility
• Source of hire rates:
– General Manager: from 61% (2010) to 84%
– Corporate: from 10% to 26%
– Hotel vacancies: from 7% to 8% (huge base)
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32. InterContinental Hotels Group (IHG)
Talent Intelligence  Better Data and Insights  Talent Mobility
“It helps us make better informed decisions about
what we need to prioritise and where.”
- Claire Guberg, IHG’s Global Talent Systems Manager
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33. Key Takeaways
Benefits of strong talent mobility include:
• Shorter time to productivity
• Greater employee engagement & retention
• Lower talent acquisition costs
• Streamlined information flow
• Limited competitive intelligence leakage
• Stronger leadership teams
• Better financial performance
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34. Oracle Delivers the Most Complete
Cloud-based HCM and Talent Management Suite
Oracle Fusion Oracle Fusion and Taleo
Human Capital Management Talent Management
Recruitment and Learning and Performance
Global Payroll
Global HR
+ On-boarding Development Management
Workforce Engagement Compensation
Talent Review
Management and Retention and Rewards
Social Mobile Integration Analytics Reliable Secure
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35. Any Questions?
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