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Managing talent in the 21 st  century
Today ,[object Object],[object Object],[object Object]
Defining talent ,[object Object],[object Object],[object Object]
The prize A 10-point increase in an average Fortune 500 company's talent quotient score will add between US$70 million and US$160 million to the firm's bottom line over the next two to three years.  Hewitt Associates.
The differences ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
It’s tough to get in and stay in ,[object Object],[object Object],[object Object],[object Object],[object Object]
Who should join?
How to identify this? Source: Deloitte (2008)
What about those not included? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
It’s worth it for me ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Increasing the value of the programme ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is it that’s difficult? Matt Pease and Simon Mitchell, Leaders in Transition: Stepping Up, Not Off. DDI.
It makes a step change to organisational performance ,[object Object],[object Object],[object Object]
KPIs for talent programmes Source: Deloitte (2008) Other
What makes a difference? ,[object Object],Hiltrop, J-M. (1999)  The Quest for the Best: Human Resource Practices to Attract and Retain Talent .  European Management Journal 17(4), 422-430.
Organisational obstacles  Source: McKinsey (2006)
What’s effective vs. what’s popular? Source: CIPD (2006)
 

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Managing Talent In The 21st Century_extended version