By The Numbers
Presenter: JoAnn Corley
Founder, CEO – The Human Sphere
Talent Management defined:
Talent management is the integrated
process of ensuring that an
organization has a continuous supply
of highly productive individuals in the
right job, at the right time and
managed in the best way.
Rather than a one-time event, talent management
is a continuous process that plans talent needs,
which includes the following:
• builds an image to attract the very best
• (being “preferred employer”)
• ensures that new hires are immediately
• helps to retain the very best
• facilitates the continuous movement of talent to
where it can have the most impact within the
Talent Management is…
Talent Management Mindset: 4 Key Factors
• It takes an integrated approach within HR.
• It integrates people processes into standard
• It shifts responsibility to managers for
executing people management
• It measures success with productivity that
This implies 4 key business practices:
• Key leadership is involved in what is otherwise
considered “HR functions”.
• The HR Team is seen and treated as a
leadership collaborator regarding business
• Managers have an enhanced roll and
collaborate more closely with HR
• HR plays a closer role in support management
to increase overall workforce
productivity through the
improved attraction, retention,
and utilization of talent
The goal of talent
Solid hire = Best fit = Best performance
management = best management
…aka… to create, keep and increase
profits via effective people
management strategies & practices
Key Competency of Talent Management
• See past the person to their behavior.
• Connecting dollar value to behavioral
• Behaviors cost you profits and behaviors
serve your profits.
As you listen to the U.S. findings, note some of
the key themes.
Here’s what I observed:
• Mismatch - best fit
• Ramp-up time
• Demoralizes other team members
• Time wasted - best use of leadership’s time
• Measuring cost
• Replacement cost / cost of turnover
The Cost of Poor People Management
What’s a solid hire to you?
What’s does “best fit” mean?
How much can a “bad” hire
What does a bad
hire look like to
How much would it
What’s a solid hire to you?
What’s does “best fit” mean?
> Clear – understood expectations
= job – job scope & job competencies
= relating to others
> Documenting / Tracking
> Feedback Coaching – formal & informal
> Improving performance as you go
What’s a competency?
Consider the “hand in glove” metaphor
Here are some of questions:
• What behaviors on the part of the HR Manager
contributed to this financial loss?
• What behaviors on the part of the harassing manager
• Who else might the manager been harassing and what
kind of liability exposure has gone unreported?
• Where were the areas of financial loss in this story
beyond the obvious of the settlement? (e.g. sick days,
lower productivity of the employee…etc.)
• What would be the competencies needed (or “critical
success factors”) for an HR Manager to be effective.
• How would those competencies positively contribute to
a company’s bottom line?
Roughly 18% of companies currently
use personality tests (behavioral
assessments) in the hiring process,
according to a survey conducted by
the Society for Human Resource
Since the cost of a bad hire is widely
estimated to be at least one year’s pay,
there are huge incentives for
organizations to get hiring right.
Knowledge, Aptitudes, Thinking capabilities
Personality = preferred behavior expression
Behavioral Preferences | Psychometric & Validated
These assessments are more complex in design and
therefore offer more dimension in the results. They tend
to be more scientifically based.
Psychometric defined: The branch of psychology that deals with the
design, administration, and interpretation of quantitative tests for
the measurement of psychological variables such as intelligence,
aptitude, and personality traits.
In Talent Management = > Looking to assess competencies
Building For the Future…
by planning in the present
Successions By The Numbers
A recent PricewaterhouseCoopers survey of more than 1,600 family-owned or
managed businesses around the world found that 27 percent expect to change
hands in the next five years.
But 47 percent of the companies had no succession plans in place; 34 percent
of companies based in North America expect to bypass their families
altogether for succession, according to the report…
There are more than 17 million family businesses in the United States,
representing 64 percent of gross domestic product and employing 62 percent
of the U.S. work force.
Thirty-five percent of the businesses that make up the S&P 500 are family
Family businesses are also more successful than non-family businesses,
with an annual return on assets that’s 6.65 percent higher than the
annual return on assets of non-family firms.
Unfortunately, only a little more than 30 percent of family businesses
survive into the second generation.
66 percent of the 78 million Baby Boomers are currently employed full-
time–many in leadership or management roles.
40 percent of the workforce will most likely be retiring in the next 5
years. That means that 40 percent of the most experienced leaders and
workers will be gone in the mid-term.
(Source: Chavez, The Case for Succession Planning, 2011)
1. Build the Big Picture
2. Identify Candidates &
3. Leadership & Performance
• Expand your view of “succession
planning” across your organization and
• The key…the sooner, the better
• Let’s start with you…
• Download the app: The 1% Edge Portable Coach
• Bring a workshop to your company:
• Consider enrolling in The Management Intensive™
• Subscribe to the management blog: use link above
Continue The Learning!
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