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HDA OVERVIEW
HDA Press

 

June 2010

 

Report on ‘What’s London doing about Talent Planning, Empowerment, Engagement and Retention’ - Report on HDA event, 3 June 2010

On June 3rd, HDA and its CareerNet International partners welcomed senior HR, L&D and talent professionals based in and around London to attend a multi-sector best practice-sharing event; and including attendance by HDA's partners from Germany, Spain, France and the Netherlands.  HDA has been committed to developing the career and talent agenda across all sectors for 30 years.

Dr. Eddie Blass, Associate Dean: Research & Enterprise, and Director of The Leadership Hub at the University of Hertfordshire was the event’s key speaker, supported by Clinton Wingrove, CEO and Principal Consultant of Pilat (North America) Inc.

The event presenters examined the following broad themes within their core content:

1. Effective talent management in the private sector

2. Effective talent management in the public sector

3. Effective talent engagement: Gen-Y & Gen-R (the survivors and thrivers of the recession)

 

Introduction - the why, who, how and ROI of effective talent management:

HDA’s CEO, Clayton Glen introduced the event, and summarised the why, who, how and ROI situational dimensions of effective talent management strategies - one size does not fit all: 

Engagement  & Performance Burning platform	Why ?	Future Proofing & Succession Business drivers
Everyone Sub-group need and motivator identification: eg. distributed / international teams, Gen-Y’s; Gen-R’s	Who?	Talent Pools Senior Talent, High Potentials, Graduates, Key Successors, External Candidates, Transient Groups
Build Develop and up-skill (organic)	How?	Buy Attract, onboard and nurture, or acquire  (acquisitive)
Performance measures (£)	ROI?	Scalability measures (£)

 

Key talent management success dimensions:

Eddie Blass provided a presentation called Talent Management Research: Maximising talent for business performance which covered a detailed research project comprising a literature review of over 200 texts, 20 case studies and a survey of over 1500 Chartered Management Institute (CMI) members, with findings validated by focus groups.

She defines talent management as: ‘’the additional management processes and opportunities that are made available to people in the organisation who are considered to be ‘talent’.’’

In this respect, any definition of ‘talent’ varies between organisations, or between time frames, (ie. ‘identified talent’ may only be ‘talent’ for six months to a year, and then it may change), though her research shows that usually high performance/high potential is considered ‘talent’ within the majority of organisations, with leadership talent being the principal focus of the majority of talent strategies researched, though, of course, there is validity in identifying key technical talent pools; indeed these may be key to organisational success.

Her research identifies 18 operational dimensions of effective talent management under the following sub-headings :

• Defining Talent
• Developing Talent
• Talent Structures and Systems

Her research further identifies strategic alignment, underlying HR processes, line manager support and individual experience as key players in the success of any talent management strategy.

 

Using key data and engagement to drive talent management strategy success:

Clinton Wingrove defines talent management as ‘’A set of interlinking processes via which an organization ensures that, as best it can, it has the most appropriate people in the right roles at the  right time and can continue to do so in  the foreseeable future.’’

In this respect, to ensure a balance of the right talent, selection processes must bring in what is needed, namely both short and long term talent; some “worker bees” (technical talent), some HiPo’s,  some innovators, etc.

He argues that we have no choice but to engage individuals in the planning of their careers – they are doing it anyway. Hence, we need individualized engagement and retention plans to support succession plans.

According to Wingrove, effective talent management requires quality data, access to that data, and management of the processes that produce the data.

 

Event feedback:

Feedback from the event has been positive, and we look forward to further supporting Eddie Blass’s ongoing research. Attendees who were unable to pick up a copy of the MacMillan 50% special offer on Eddie's book, Talent Management Cases and Commentary, should contact HDA via info@hda.co.uk to obtain a 50% discount flyer.

 

Event slides:

HDA Overview event slides - 3rd June 2010

HDA - Dr Eddie Blass event slides - 3rd June 2010

HDA - Clinton Wingrove event slides - 3rd June 2010

 

Related research:

HDA is currently also currently undertaking research into what successful organisations are doing to prepare themselves for the future and best practice approaches to developing and retaining talent, and future proofing their leadership needs.

To contribute to our research and to have the opportunity to participate in a draw to win an Experience Smartbox, please click here to complete our short survey here.

 

 

HDA provides consultancy solutions in:

Talent Management

Career Transition

 

For more information on our full events programme, please email info@hda.co.uk

 

HDA has 30 years experience working across the UK

For more information on the above article, please contact info@hda.co.uk

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