Mercer_ReadytoRebound_EMEAwebcast_28062010
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Mercer webcastJune 29, 2010Ready to rebound: Getting your talent focused for growthDagmar Wilbs, Frankfurt Eric Sarrazin, ParisJim Matthewman, Dubai Renato Dorrucci, RomeToday’s presentersDagmar WilbsEMEA Talent Management LeaderEric SarrazinFrance Talent Management LeaderJim MatthewmanMiddle East Talent Management LeaderRenato DorrucciItaly Talent Management LeaderSue FilmerUK Talent Management LeaderToday’s agendaImpact of the economic downturnEMEA “Future of Talent Management Survey”findings –Mature vs Emerging marketsThe new people agenda–Key issues and implications–Building the business case for changeQ&AImpact of the economic downturnThe economic downturn was a game-changer for talent managersIt disrupted well-laid plans for a host oftalent programmes…and forced organisations to scale back, sometimes dramaticallyEmployeeSupervisorBusiness LeaderThe downturn’s talent legacy: additional challenges arose during the economic crisis•I’m having challenging budget restraints and need to reduce developmental training activities •Some salaries appear to be out of line with the market •I’m concerned about losing my high performers•2010 priority is to grow the business and cut costs•Recent restructuring has reduced focus & enthusiasm •I need my talents to be performing at their best•My pay was frozen last year•I’ve put in a lot of extra effort •With all the cut backs I don’t feel as committed as I did •I’ve started to look aroundThe goal is not a return to the pre-recession status quoHow to get talent programmes in sync with a business that’s operating in a very different environmentA period of slower but positivegrowthThe aftermath of organisational changes caused by the downturn Will likely require a new approach to meeting your most pressing talentdemandsTHE NEW CHALLENGEThe re-emergence of critical skill shortages and the complications of an ageing workforceTHE POINT OF FOCUS is the development of a new approach byaddressing crucial topicsSuccessful talent and succession managementLeadership profile & pipeline Engagement / Commitment Value added / Measurement Diversity / Demography Total Rewards / RetentionWhat to consider for a successful design and implementation of talent management, aligned with the business strategyEMEA “Future of Talent Management Survey”findings Mature vs Emerging markets‘Future of Talent Management Survey’OverviewConducted in May 2010Responses from 300 HR and talent management leaders from across Europe, Middle East and Africa regionIntended to determine:–Current and future talent management priorities–Actions organisations are taking, following the economic downturn, to review and recalibrate talent programmes as they turn the corner and focus again on growthSurvey also was conducted among 400 organisations in the US –Results for US were very similar to the European findings–Middle East respondents painted a more positive economic pictureNew Mercer research confirms: organisations are preparing for growth –, and …17%38%22%24%0%5%10%15%20%25%30%35%40%W e have emerged from recession m ode and are back in growth modeWe are emerging from recession m ode and are getting ready for growthWe are still in recessionmodeWe were never out of growth mode, as our organization was not significantly affected bythe downturn20%26%9%45%0%5%10%15%20%25%30%35%40%45%50%W e have emerged from recession m ode and are back in growth modeWe are emerging from recession m ode and are getting ready for growthWe are still in recessionmodeWe were never out of growth mode, as our organization was not Just 22% remain in recession mode in Europe, and……only 9% in the Middle EastResearch shows that talent management is a growing priority in both Europe and the Middle East12%38%49%3%17%80%0%10%20%30%40%50%60%70%80%90%Low priorityModerate priorityHigh priorityTodayIn three to five years17%36%47%1%18%81%0%10%20%30%40%50%60%70%80%90%Low priorityModerate priorityHigh priorityToday In three to five yearsEuropeMiddle EastAnd competition for key talent is expected to increase significantly over the next three to five years across EMEA4%42%53%0%10%20%30%40%50%60%No increase in competition for key talent Some increase in competitionfor key talentSignificant increase incompetition for key talentEuropeMiddle East8%47%46%0%10%20%30%40%50%No increase in competition for key talent Some increase in competition for key talentSignificant increase in competition for keytalentEmployers in Europe lack confidence in some key areas of talent management21%64%15%Ensure that career moves support individual development needs26%64%11%Ensure that career moves support business needs13%50%37%Use quantitative analytics to make and measure talent investments 19%53%28%Understand and plan for shifting workforce demographics51%42%8%Link employee performance to business goals47%43%11%Understand the key roles and workforce segments that drive business success23%55%23%Manage leadership succession smoothly27%58%16%Retain high-potential employees and those with critical skills 29%61%10%Retain leadership talent17%62%22%Ensure an adequate pipeline of future leaders Very confident Somewhat confidentNot confidentAnd say they aren’t very effective at measuring the impact of talent management decisions and investments37%57%7%0%10%20%30%40%50%60%Not effectiveSomewhat effectiveVery effective32%59%9%0%10%20%30%40%50%60%70%Not effectiveSomewhat effectiveVery effectiveEuropeMiddle EastEmployers in the Middle East lack confidence in the same areas24%60%17%Ensure that career moves support individual development needs28%58%14%Ensure that career moves support business needs19%47%34%Use quantitative analytics to make and measure talent investments 18%60%22%Understand and plan for shifting workforce demographics47%39%14%Link employee performance to business goals34%52%14%Understand the key roles and workforce segments that drive business success23%53%25%Manage leadership succession smoothly29%49%21%Retain high-potential employees and those with critical skills 21%61%18%Retain leadership talent27%56%17%Ensure an adequate pipeline of future leaders Very confident Somewhat confidentNot confidentLeadership issues will be a top talent management priority over the next three to five years8%9%10%10%10%12%20%22%28%31%33%33%34%40%0%5%10%15%20%25%30%35%40%45%Talent management technologyTraining/development (workforce)Aging workforce issuesCareersUnwanted turnover/attritionWorkforce planningCompensation competitivenessTalent acquisition/external labor supplyEmployee engagementSuccession planning Performance managementKey talent/high-potentials Training/development (leadership)Leadership successionEurope4%6%7%14%19%21%21%21%28%28%29%32%34%36%0%5%10%15%20%25%30%35%40%Talent management technologyAging workforce issuesCareersTraining/development (workforce)Unwanted turnover/attrition Talent acquisition/external labor supplyWorkforce planningKey talent/high-potentialsPerformance management Succession planning Compensation competitivenessTraining/development (leadership)Employee engagementLeadership succession Middle EastFollowing the downturn, change is clearly on the agenda todayIf changing, progress to date70%76%72%64%77%77%87%84%74%Percentage planning talent management programme changesHave determined changes needed andhave executed themHave determined changes needed, but have not executed themChanges will be needed, but have not determined what kind/ how muchPercentage not planningtalent management programme changes11%23%36%30%Retention22%25%29%24%Rewards 26%29%16%28%Performance management 13%25%25%36%Mobility15%29%33%23%Employee engagement 11%28%38%23%Careers23%36%28%13%Training/development (leadership)22%30%32%16%Training/development (workforce)17%23%34%26%Recruiting/talent acquisitionIf anything, the crisis has raised the stake on Talent Management in four directionsLeadership pipeline:–Do we still need the same leaders? How much do we need if we are to staff our growth initiatives and satisfy our replacement needs? Where do we need them?–How do we spot them? How do we grow them? (Hipos are part of the pipeline)–Other critical talents?Engagement:–How do we sustain, or rebuild engagement while we might have less career opportunities to offer?–If engagement is starting with engaged leaders, how do we make sure our leaders and managers are engaged?Measurement:–What are the few metrics we need to have and use consistently to produce and manage impact though our Talent Management programmes?Modular/targeted Talent programmes:–Intent on critical, specific AND “palatable”–Solutions on the above priorities requires a stronger capacity from HR as an organisation to work cross –technical silos or domain of expertise in a process orproject mode–Requirement for additional flexibility co –exists with more centralisation(corporate or regional)The new people agendaKey issues and implicationsBuilding the business case for changeKey issues and implicationsLeadership Pipeline How do we get a smooth leadershipsuccession?Identify the “right”leadership capabilities to meet the challenges of a “new”business environment Develop the “right”leadership capabilities in current and future leaders with a focused investmentEngagementHow do we “retain”employees’commitment to provide the discretionary effort needed toachieve the business challenges?Identify what has been breached in the Employee Value Proposition, by surveying current needs and values of shifting demographic groupsOpen your mind to rebuild your Company Employee Value Proposition (best if segmented by working groups)……and invest at communicating it attractivelymeet the challenges of a «new»business environmentCompetenciesCommercial acumen Change & systemic leadershipAbility to engage employeesProven innovation mgmt. & expertise(Virtual) Team-building skillsDevelop people Personal values & traits Reflection & self-awarenessOpenness to learning/ intellectual curiosityCourage, trust and candourSound judgmentSense of purposeIntegrity and act as “Role Model”It’s not just what leaders accomplish, it’s about how leaders accomplish their objectivescurrent and future leaders with a focused investmentAwarenessClassroom ActionAssessmentIndividual GroupDevelopment CenterLeadership Skills Modules Workshops to develop keyleadership skills (i.e. develop others, ability to engage others, etc)Actionable Learnings Action Learning based programmesIndividual Psychometrics Multi-rater FeedbackExperiential Training to address personal traits (i.e. sense of purpose, courage, etc)Leadership Lab Peer Coaching Programmes Build out Networks to share best practices and responsibility to learnBuilding engagement: Analyse key drivers and address identified areas for improvementBoth personal beliefs and values as well as core competencies are considered Building and strengthening relationship management and team efforts Clarify vision and direction Act as role model for values LeadershipIndividuals treated with respect Opportunity to grow in jobWork aligned with organisation goals Manage expectations about work varietyWork-Life-BalanceThe work itself Talents feel recognised for goodperformance in tangible and intangible offerings and waysTotal Rewards approach is implemen-ted (bringing it all together)Recognition and rewardsCommunicate with talent in a comprehensive wayInvolve in a two-way exchange Supervisors are active participants in a cascadeFull mix of media to reach all levels of talents in the organisation CommunicationCareer OpportunitiesEngagement: rebuild your Company Employee Value Proposition Identify the “Values Breach”Economic support was neededSelfActualisationPursue Inner Talent Creativity -FulfilmentSelf –EsteemAchievement –MasteryRecognition -RespectSocial IntegrationPositive working relationship –Identification w/ the CompanySafetySecurity –Stability –Freedom for FearPhysiologicalFood –Water –Shelter -WarmthPrestigeTrust in the futureBrand awarenessInternal climateCultureEnvironmentInternational fameBanks are immoralStill reliable?Company tangible offering (Total Reward)Industry EnvironmentNon ethical Declining performance aftergrowthSocial assistance Inflation TaxRegulators’impacts oncompensation practicesResponsibility ofthe crisisBankruptcyExploded mythsHow has itchanged? Executive Management CommitteePerquisitesBenefitsLTITrainingCareerWork / life balanceBase SalaryUncertainty in the future SportsponsorshipClub membership Leadership developmentLess potential perceivedCompany intangible offeringStrategic internal projects Economic growth and solidityValues (Fairness,Transparency Respect, Freedom to act, Trust Reciprocity) Annual bonus Challenging & rewarding comp. policy Performance measurementEngagement: Pulling it all together and measuring the effects! For an individual company, engagement driversand engagement can be linked to employeeoutcomes and engagement indexEngagementdrivers1. Challenging work2. Flow of information3. Career development4. Access to trainingEngagementEmployeeretention•StrengthenedEmployeeValue Prop.•Increasedprofits &Reducedexpenses•RetainedTalents1. Compensation2. Benefits3. CareerdevelopmentAddress identifiedareas for improvement(tangible / intangibleofferingsKey issues and implicationsMeasurementWhat are the few metrics that will enable us to make good talent decisions and measure the impact of our talent management activities?What metrics should we track to tell us whether our talent management actions are having a positive impactWhat information do our leaders need to have to be able to make good talent decisions Modular/targeted talent programmes What actions will give the greatest impact?Where should we target our efforts –For business growth–To mitigate the talent risksWhat types of activities will deliver the most positive outcomesMeasurement–metrics to track progress and impact Illustrative report 1Measurement –highlighting the greatest talent risksIllustrative report 21.Key Job2.Vacant or Soon to be3.Strong Succession PipelineVacancy riskHighest risk1.Key Job2.High Flight Risk Talent3.Weak Succession PipelineHigh risk1.Key Job2.High Flight Risk Talent3.Strong Succession PipelineHigh risk1.Key Job2.Stable Talent3.Weak Succession PipelineStrategic Talent Review helps you answer critical questions Whether leadership is aligned around future talent priorities Whether you have the talent to fuel current and future growth opportunitiesWhere to make future talent investments (in terms of numbers and capabilities of employees)Which talent programmes need to be modified –and howHow to prioritise programme changesHow you can strengthen your value proposition and employee engagementBuilding the business case for changeFocus of the business case:–Fuelling business growth–Managing talent risks Area for action:–Strategy and culture–Practice and process–Knowledge and technologyPrioritising the business case:–Programme level–Specific targets Level of change:–Repair–Improve–OptimiseA blueprint for moving forwardStrategic Talent ReviewAssess the impact of the economic downturn on your talentprogrammesUnderstand the degree of agreement of business leaders around future talent prioritiesCreate a blueprint for getting your talent programmes back in sync with evolving business strategy and focused for future growth–Determine what needs to change, in what order–Can be completed in 8 to 10 weeksBuilding the business case for change-why a Strategic Talent Review now?Prompt and decisive action now ensures that:–Your talent programmes willdrive the right employeebehaviors and businessresults–Future talent investmentsare aligned with businessneeds and priorities Failure to adjust talent programmes now can lead to:–Further disengagement ofworkforces–Loss of key talent as the jobmarket improves along withthe economy–Misdirection of future talentinvestmentsIdentify your most critical talent issuesSet the right talent prioritiesGet the facts to make informed choices or trade-offsWhere are you now?See how your current talent management concerns and future priorities stack up against more than 700 organisations across the US, Europe and the Middle EastTake our interactive“Future of Talent Management Survey”/readytoreboundSee your responses immediately compared to the overall survey results –and print out a copy.Questions and contactsDagmar Wilbsdagmar.wilbs@+49 69 689778458Eric Sarrazineric.sarrazin@+33 1 55 21 36 28Jim Matthewmanjim.matthewman@ +971 4 344 6263Renato Dorruccirenato.dorrucci@ +39 335 666 0934Sue Filmersue.filmer@+44 20 7178 5546QuestionsPlease type your questions in the Q&A section of the toolbar and we will do our best to answer as many questions as we have time for.To submit a question while in full-screen mode, use the Q&A button on the bottom right-hand side of your screen.To submit a question while in half-screen mode, use the Q&A panel on the bottom right-hand side of your screen.Your feedbackPlease take the time to fill out the feedback form at the end of this web briefing so we can continue to improve. 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