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HR transformation case study
Hyatt’s talent strategy transformation
A talent for caring: How Hyatt is activating its purpose and transforming culture to unlock growth for colleagues and the business
Client: Hyatt Hotels Corporation Our Role: Help design and implement a Talent Philosophy and an associated Playbook, a resource to allow leaders to move the business forward through consistent, focused, yet flexible Talent management. Industry: Hospitality and leisure Services: Workforce Transformation , People and organization
Bringing purpose to life on a global scale
Hyatt had rallied around a unifying purpose— we care for people so they can be their best. Hyatt’s purpose resonated instantly within the organization because “care” is at the core of Hyatt’s DNA. While “care” can be limited to only a feeling, Hyatt sees it as more: It’s an action taken that starts with listening and empathy, resulting in caring action that leads to people being their best. With this in mind, Hyatt began to take a fresh look at how its colleagues could be their best. In doing so, Hyatt realized that managers and their teams needed a clearer framework for understanding their roles and accountabilities. They needed a simpler approach to be more consistent and confident in making people decisions (how they hire, develop, grow and reward colleagues) and how they create a culture where colleagues can be their best selves every day at work through enhanced focus on leading inclusively and creating the right environment for colleagues’ wellbeing.
The starting point? Listening and understanding the root issues by conducting extensive research with colleagues around the world to discover the leadership behaviors that most successfully drive business outcomes. With more than 120,000 colleagues working in more than 875 hotels in over 60 countries on six continents, it was also time to optimize its HR processes, tools and systems; designing around the needs of the business and removing inconsistencies and fragmentation in an effort to improve operational effectiveness and increase colleague and job candidate satisfaction. Hyatt’s HR leaders aspired to create a superior Talent experience to bring purpose to life for every colleague and potential colleagues—and, by extension, for every guest and customer—in its hotels worldwide.
“One of the most rewarding aspects of our work with Hyatt has been participating in the evolution of a significant HR transformation that impacts everyone in the organization on some level, and ultimately, Hyatt guests worldwide. We were inspired by Hyatt’s commitment to including the perspectives of its people in every region.” Jon Glick, Principal, PwC
Design-thinking + analytics + change management = a vision forward
When Christy Sinnott, Hyatt’s Talent Management Leader, first met PwC’s account and HR consulting team and began discussions about their shared passion for purpose-focused organizations, data driven decisions, and culture, none could have known that these discussions would evolve into a multi-year effort to transform Hyatt’s talent strategy. The HR transformation journey has engaged PwC professionals with subject matter experience in every aspect of HR program design and management. Activating Hyatt’s leadership development model through talent development training targeted at Hyatt's top and rising leaders was the first step. With a new set of expectations for leaders in place, Hyatt asked PwC to help design and implement a Talent Philosophy and an associated Playbook, a resource to allow leaders to move the business forward through consistent, focused, yet flexible Talent management. A current state assessment helped identify challenges and gaps; a blueprint for success helped to facilitate alignment of business and people strategies; and plans for the future state supported development of a clear and compelling Talent Philosophy. That Philosophy—a series of six commitments to its colleagues—is grounded in Hyatt’s purpose and values and designed to guide the relationship between leaders and their teams. The Playbook maps Hyatt’s People strategies to specific systems, processes and procedures to support transparent and consistent standards across the organization.
“PwC helped us understand how applying the lens of purpose could transform and focus HR structures and processes to create world-class leaders and, subsequently, to re-imagine the entire talent experience. In a global organization of our size and complexity, this has been an amazing collaboration among so many people, including our colleagues around the world.” Christy Sinnott, Senior Vice President of Talent Management, Hyatt
Re-imagine the talent experience to help Hyatt and their colleagues map a route to growth
With the Playbook underway, Hyatt’s HR leaders realized that while they had done a lot to evolve their strategy and systems around Talent, there was much more they wanted to do. They invited PwC to help them re-imagine the entire talent experience, with the goal of improving internal processes on a global scale to support strategic workforce planning and permit colleagues to pursue their own growth as the organization continues to grow. PwC teams helped Hyatt identify pain points, create diverse personas and stories to envision colleagues’ overall experience from pre-hire through promotion, and map opportunities to promote a clear understanding of, and commitment to, brand and purpose. Along the way of this extended journey, the PwC team helped support Hyatt with a multi-year colleague listening program; create a roadmap for the implementation of digital platforms to support efficient HR processes across the organization; consider strategies to advance Hyatt’s commitment to Inclusion and Diversity; and develop specific tools and methods to measure success and business outcomes.
“Inclusion is a core organizational capability at Hyatt that will continue to drive many aspects of our business, including Talent. Working with PwC to further our inclusion goals has been extremely helpful and timely.” Malaika Myers, Chief Human Resource Officer, Hyatt
Creating an ideal future-state experience
Demographics shift. The business climate changes. Guest expectations evolve. One constant for Hyatt is its culture of care which is at the heart of its business strategy. Scaling an enhanced talent experience worldwide will allow Hyatt to enable colleagues to be their best and achieve business outcomes as Hyatt continues on its growth trajectory.
The team is now actively working to advance care for colleagues in many ways:
- A Global Leadership Performance Model that helps drive the behaviors that drive results creating a high-performing culture that can adapt to the changing business climate.
- A streamlined and improved candidate experience , including a redesigned applicant process, new on-boarding tools and resources, and an evolving new hire orientation program, that Hyatt anticipates to reduce source-to-hire time and increase retention .
- Diversity Business Resource Groups and the Global Inclusion & Diversity Council are helping to develop a robust pipeline of diverse leaders for the future to execute current and future business strategy, increase retention, differentiate Hyatt as an employer of choice and drive greater personalization of the guest experience.
- A New People Leader Curriculum provides new managers with a Talent Playbook that creates consistency across the organization, empowers leaders of people to make the right decisions for their teams , and brings clarity to the supporting systems and processes.
At the center of the work is an intense focus on:
- Eliminating key pain points for colleagues so we bring the right roles to the right people at the right time . Transparency around and opportunities for career growth and development, performance measurement and rewards.
- Simplifying HR programs and processes contributes to a shared understanding of responsibility for leading talent. HR managers work closely with people managers to help them proactively build and develop their teams, with flexible customization to support distinct functions, hotels and regions.
- Expanding talent and recruitment outreach to institutions in diverse communities to drive an expanded, more diverse candidate pool, and in some cases identify business development opportunities .
“Participating in CEO Action for Diversity and Inclusion, alongside PwC, has been a valuable part of Hyatt’s inclusion journey, particularly the collective effort of organizations to look at bias and to share challenges and best practices. Creating a sense of belonging and community is especially important in the hospitality industry for both our colleagues and our guests.” Tyronne Stoudemire, Vice President of Inclusion and Diversity, Hyatt
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Talent Acquisition and Talent Management Case Studies
With thousands of client success stories in our 40+ year history, we curated some talent management and talent acquisition case studies to show you first-hand how our products and solutions transform talent strategy for companies around the globe., discover our case studies.
The Adecco Group (TAG)
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Winning with your talent-management strategy
The allocation of financial capital has long been recognized as a critical driver of an organization’s performance. The value of managing and allocating human capital, however, is less widely known. But the results from a new McKinsey Global Survey confirm the positive effects of talent management on business outcomes. 1 The online survey was in the field from November 14, 2017, to November 28, 2017, and garnered responses from 1,820 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. According to respondents, organizations with effective talent-management programs 2 We define an effective talent-management program as one that, according to respondents, has “effectively” or “very effectively” improved the organization’s overall performance. have a better chance than other companies of outperforming competitors and, among publicly owned companies, are likelier to outpace their peers’ returns to shareholders.
The survey also sought to uncover the specific practices that are most predictive of successful talent-management strategy. While there is no one-size-fits-all approach to the effective management of human capital, the survey results reveal three common practices that have an outsize impact on the overall effectiveness of talent management as well as organizational performance: rapid allocation of talent, the HR function’s involvement in fostering a positive employee experience, and a strategically minded HR team. The survey results also point to underlying actions that organizations of all stripes can take to cultivate these practices and thereby improve their talent-management strategy and organizational performance.
Why effective talent management matters
According to the survey responses, there is a significant relationship between talent management—when done well—and organizational performance. Only 5 percent of respondents say their organizations’ talent management has been very effective at improving company performance. But those that do are much more likely to say they outperform their competitors: 99 percent of respondents reporting very effective talent management say so, compared with 56 percent of all other respondents. 3 Figures were calculated after removing the 3 percent of respondents who answered “don’t know” when asked how their organizations’ performance over the past three years compared with competitors’ performance.
What is more, the effects of successful talent management seem to be cumulative. Like an overall effective talent-management program, the abilities to attract and retain talent appear to support outperformance (Exhibit 1). Among public companies, we see a similar effect on total returns to shareholders (TRS). At companies with very effective talent management, respondents are six times more likely than those with very ineffective talent management to report higher TRS than competitors.
Three drivers of successful talent-management strategy
To support these outcomes, the results suggest three practices that most closely link with effective talent management: rapid allocation of talent, 4 We define rapid allocation of talent as the fast or very fast movement of talent among strategic projects as priorities arise and dissolve. HR’s involvement in employee experience, and a strategically minded HR team (Exhibit 2).
Respondents who say all three practices are in place—just 17 percent—are significantly more likely than their peers to rate their organizations’ overall performance, as well as TRS, as better than competitors’ (Exhibit 3). They are also 2.5 times more likely than others to rate their organizations’ overall talent-management efforts as effective.
Rapid allocation of talent
Only 39 percent of respondents say their organizations are fast or very fast at reallocating talent as strategic priorities arise and dissolve —a practice that leads to a 1.4-times-greater likelihood of outperformance. And while it is well established that companies with rapid capital allocation are likely to see higher TRS , our findings show that the same holds true for talent allocation. At public companies that quickly allocate talent, respondents are 1.5 times more likely than the slower allocators to report better TRS than competitors. 5 Respondents who say their organizations have rapid talent reallocation are 2.2 times more likely than those who say their organizations have slow or very slow talent reallocation to report better TRS than competitors, as noted in Mike Barriere, Miriam Owens, and Sarah Pobereskin, “ Linking talent to value ,” McKinsey Quarterly , April 2018. The link between rapid allocation and effective talent management is also strong: nearly two-thirds of the fast allocators say their talent-management efforts have improved overall performance, compared with just 29 percent of their slower-moving peers.
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To allocate talent more quickly, the survey results point to three specific actions that meaningfully correlate with the practice (Exhibit 4). The first of these is the effective deployment of talent based on the skills needed , which has a direct impact on the speed of allocation. Respondents are 7.4 times more likely to report rapid talent allocation when their organizations effectively assign talent to a given role based on the skills needed.
Second is executive-team involvement in talent management. Respondents who say their leaders are involved in talent management are 3.4 times more likely to report rapid talent allocation at their organizations. The frequency of leaders’ involvement also makes a difference. At organizations that quickly reallocate talent, executive teams usually review talent allocation at least once per quarter (Exhibit 5). Finally, the results suggest that organizations where employees work in small, cross-functional teams are more likely than others to allocate talent quickly.
HR’s involvement in employee experience
A second driver of effective talent management relates to employee experience—specifically, the HR function’s role in ensuring a positive experience across the employee life cycle. Only 37 percent of respondents say that their organizations’ HR functions facilitate a positive employee experience. But those who do are 1.3 times more likely than other respondents to report organizational outperformance and 2.7 times more likely to report effective talent management, though our experience suggests that the HR function’s role is just one of the critical factors that support great employee experience .
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A couple of key actions underlie the HR function’s ability to ensure better employee experiences. One is quickly assembling teams of HR experts from various parts of the function to address business priorities. Just 24 percent of respondents say their organizations employ this characteristic of an agile HR operating model , and they are three times likelier than other respondents to report a positive employee experience. Second is deploying talent and skills in a way that supports the organization’s overall strategy. One-third of all respondents say their organizations’ HR business partners are effective at linking talent with strategy in this way, and those who do are over three times more likely than other respondents to say the HR team facilitates positive employee experiences.
Strategic HR teams
The third practice of effective talent management is an HR team with a comprehensive understanding of the organization’s strategy and business priorities. When respondents say their organizations have a strategy-minded HR team, they are 1.4 times more likely to report outperforming competitors and 2.5 times more likely to report the effective management of talent.
The factor that most supports this practice, according to the results, is cross-functional experience. When HR leaders have experience in other functions—including experience as line managers—they are 1.8 times more likely to have a comprehensive understanding of strategy and business priorities. Also important is close collaboration among the organization’s chief HR officer, CEO, and CFO . 6 Dominic Barton, Dennis Carey, and Ram Charan, “People before strategy: A new role for the CHRO,” Harvard Business Review , July–August 2015, pp. 62–71, hbr.org. Fewer than half of all respondents say those executives work together very closely at their organizations, 7 The question “How closely, if at all, does your organization’s chief HR officer work with your CEO and CFO?” was asked only of respondents in vice president and C-level roles. but those who do are 1.7 times likelier to report a strategy-minded HR function. The findings also point to the importance of transparency with all employees about strategy and business objectives. Respondents who say their organizations’ employees understand the overall strategy are twice as likely to say their HR team has a comprehensive understanding of the strategy.
In summary, effective talent management—and the practices that best support it—contributes to a company’s financial performance. No one approach works for every company, but the survey results confirm that rapid allocation of talent, the HR function’s involvement in fostering positive employee experience, and a strategic HR function have the greatest impact on a talent-management program’s effectiveness.
The contributors to the development and analysis of this survey include Svetlana Andrianova, a specialist in McKinsey’s Charlotte office; Dana Maor , a senior partner in the Tel Aviv office; and Bill Schaninger , a senior partner in the Philadelphia office.
They wish to thank Laura Lee, David Mendelsohn, and Trevor Young for their contributions to this work.
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Case Studies on Talent Management
This collection contains APQC’s in-depth case studies on talent management conducted at organizations identified as best practice in this area. The case studies are derived from two APQC projects: Technical Talent Management (2012) and Talent Management in a Tough Economy (2010). Case studies are listed alphabetically by organization name.
Included in this Collection
Talent management in a tough economy case study: raytheon, talent management in a tough economy case study: deere & company, talent management in a tough economy case study: urs washington division, talent management in a tough economy case study: textron.
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The PCA Group manages the distribution of some of the biggest names in fragrances and cosmetics to 75 countries around the world. With ClearCompany, The PCA Group efficiently runs HR processes across the candidate and employee lifecycle for its 1,000+ U.S. employees with only three full-time HR employees.
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Absorb LMS was facing slow, manual HR processes that were holding them back from recruiting top talent. With ClearCompany, Absorb created an efficient, automated recruiting process and a better candidate experience.
Arc Human Services
For the last 60 years, Arc Human Services has striven to ensure that people of all abilities can thrive within their communities. In order to continue fulfilling their mission, Arc turned to ClearCompany to find the tools they needed to hire, onboard, and retain the best candidates for their open positions.
With 23 branches serving Central Florida, Axiom Bank is one of the state’s fastest growing banks that found themselves quickly outgrowing their existing recruiting software. Axiom Bank upgraded to ClearCompany to modernize their recruiting process and easily integrate it with a paperless new hire onboarding experience.
Chick-fil-A Monkey Junction
This North Carolina Chick-fil-A needed a recruiting and onboarding system that could keep up with the restaurant’s fast growth. Thanks to ClearCompany, they were able to streamline candidate and new hire processes.
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Profiles & Case Studies
Fostering organizational excellence at World Vision Canada
World Vision Canada’s chief people officer, Christina Augustine, uses a data-driven, agile approach to help her people create lasting change for those who need it most.
Learning for the future at Dell
Dell’s vice president of global talent development, Ramona Arora, uses her future-ready, people-first approach to drive success for all levels of leaders and talent.
Homegrown talent in Buffalo
How two community training programs built a new pool of tech talent to meet the needs of local employers.
Booz Allen Hamilton feeds employees’ appetite for upskilling
Booz Allen Hamilton’s Emergent Certification Program pays big money for new skills — and employees can’t wait to take part.
The Disney Aspire program is making dreams come true
The Disney Aspire program is helping thousands of Disney’s hourly workers access a free college education and build a path to a permanent career.
Paving the way to a sustainable future through culture
As CHRO of Fluence, Larissa Cerqueira helps build a mission-driven culture for sustainability.
Leading by listening
As head of talent management at Invitae, Jewel Celestine uses her people-first approach to tailor programs to the exact needs of the organization and its people.
Case study: How MakeShift’s ReMind program heals through creativity
This community health organization is working to alleviate the impact of trauma-heavy professions by providing employees a “creative first aid kit” of therapeutic activities.
Case study: Growing culture and engagement with StartOrganic
The StartOrganic employee gardening program allows talent leaders to align sustainability goals and wellness program offerings in the new hybrid workplace.
Leading from the dance floor
Zoominfo’s senior director of global talent, John Gilleeny, excels at building programs that underscore the organization’s vision, promote growth and aid employees in their careers.
From wellness program to wellness culture: How Worthen Industries succeeds as a family
Worthen Industries’ wellness program helps employees create healthier futures in the workplace and at home while benefiting the bottom line.
Hospital merger on track despite pandemic hurdles
Learn how the small but mighty HR team at St. Lawrence Health managed a merger, pandemic, furlough and growth.
Caring through the camera
Zoom Video Communications’ Jodi Rabinowitz, head of talent and organizational development, excels at building company culture by combining her fun personality and background in social work.
The power of people: How NatureSweet Tomatoes engages employees and benefits the bottom line
NatureSweet’s Meet Our Associates campaign is connecting consumers to the people who grow their food while highlighting how the company invests in its people.
Finding balance, driving results
Sirtex Medical’s first global director of talent management and sales effectiveness, Juan Antonio Ruiz-Hau, has driven a talent transformation across the organization by infusing the company with the skills to perfectly balance people and business.
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Case Study: Designing HIPO Programs That Work
Chief Learning Officer - Talent Management
AUGUST 10, 2021
The model consists of five domains: personal proficiency, talent management , execution, strategy and talent development. These domains account for 19 total competencies and are defined loosely enough for managers throughout the system to define with additional clarity and applicability by level and functional area.
Merck KGaA: A Case Study for Organization-Wide People Analytics
OCTOBER 17, 2017
Digital HR and people analytics are key terms in this transition where Merck KGaA is using data to glean insights into all aspects of HR work, which can then be applied to tasks such as workforce planning, talent management and even the gradual optimization of day-to-day operations. “At
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Case Studies: How Companies Use People Analytics to Achieve Results
DECEMBER 4, 2019
For example , one story shows how by digging deeper into high performer turnover data, the HR leaders were able to hone in on the exact team (software development) and location (Krakow, Poland) where turnover was highest. The post Case Studies : How Companies Use People Analytics to Achieve Results appeared first on Visier Inc.
7 Key Talent and HR Trends: Research, Case Studies, and Insights for the Year Ahead
Speaker: Ben Eubanks, SPHR, SHRM-SCP, Principal Analyst at Lighthouse Research & Advisory
In this webinar led by researcher and industry expert Ben Eubanks, we will examine: The actual data that support key trends in the world of recruiting, employee development, talent management , and more. The increased focus on hiring from within and greater priority on experience design.
13+ HR Case Studies: Recruiting, Learning, Analytics, and More
SEPTEMBER 3, 2019
As someone who has worked in the HR profession, I know well the full value of stories, examples , and case studies . While much of the work we do at Lighthouse Research & Advisory focuses on quantitative research studies , we do a fair amount of qualitative research as well. Wal-Mart, Automation, and Compassion Training.
15Five Wins Best Midsize Business-Focused HR Tech Solution From Lighthouse Research & Advisory
MAY 31, 2023
We are excited to announce that 15Five has won a prestigious Talent Management HR Tech award from Lighthouse Research & Advisory. For over ten years now, the Lighthouse team has been serving HR, talent , and learning professionals with practical research and advice. Below are some snippets from the application.
A True One-Platform Approach to Talent Management
SEPTEMBER 24, 2021
A quick review of the current HR technology market for talent management reveals a lot of hype surrounding the notion of a “one-platform” approach. While the list of solution providers promising a personalized and hyper-connected talent management lifecycle is endless, the reality is that many fail to deliver.
People Analytics and HR-Tech Reading List
OCTOBER 11, 2022
It will also introduce machine learning and where it fits within the larger HR Analytics framework” Handbook of Regression Modeling in People Analytics: With Examples in R and Python Keith McNulty (2021). “The book focuses on the use of information technologies in talent management . How to collect and analyze it?
Talent Mobility Case Studies and Research [Podcast]
DECEMBER 7, 2016
In addition, I examine some case studies and examples of companies that are doing interesting work with talent mobility, including World Bank Group, Chipotle, and Hootsuite.
Customers at the Heart: Cornerstone Wins 4 Gold BHG Excellence in Tech Awards
Cornerstone On Demand
JANUARY 14, 2021
Take the County of San Mateo, California, as an example . Read the full case study for more on how AIESEC uses Cornerstone to support volunteer development, knowledge sharing, talent readiness, and productivity across its global network of volunteers. Read the full Assurance case study here.
Top 100 HR and Recruitment Blogs [by Organic Traffic with Top 3 Articles Each]
APRIL 17, 2020
” Here’s a screenshot from ahrefs with an example of the Ongig Blog’s Organic traffic: The organic traffic number represents an estimate by ahrefs of the volume of Google traffic going to these HR blogs. 8 Examples of Giving Positive Feedback to Employees. Talent Management . What is Talent Management ?
Case Study: How One Healthcare Agency Uses Appreciation to Improve Business and Patient Outcomes (#greatness17)
AUGUST 8, 2017
This data is one company’s example of how to do that, but it’s a great script for those of you that are looking to explore the value that appreciation and recognition can bring. Thanks to O.C. Tanner for the invitation to the event and for access to Ms. Ullom-Vucelich for the amazing conversation! Enjoyed this?
40+ Free HR Training Sources: Case Studies, Podcasts, and More
JANUARY 23, 2017
Finding and Using Case Studies One of my strategic goals for this year is to find 100 case studies across the HR world, categorize them, and then use them as a reference any time I need some examples of how real companies are facing challenges, solving problems, etc. It’s really just a story, nothing more.
Healthcare HR and Nursing Leaders: Partnering for Improved Outcomes
FEBRUARY 11, 2019
In fact, a case study by the American Association of Critical-Care Nurses found that using a team-based model focused on staff engagement in a progressive care unit improved both safety and satisfaction for nurses. The case study indicated that this staffing model could potentially save the hospital over $1 million per year. “If
Case Study: Using Hackathons to Attract, Develop, and Engage Talent
FEBRUARY 26, 2018
For example , one of the marketing team members works with the hackathon committee to develop collateral and signage promoting the hackathons. The leadership of the company sees this as “an opportunity to create relations that transcend work and functional boundaries.” ” But what are the actual outputs?
Case Study: Growing Your Marketing Agency With Automated Employee Feedback
MAY 24, 2017
For example , when co-founders Kelsey Meyer & John Hall were leading a team of ten, a weekly in-person meeting was sufficient to surface and address the most important issues facing the business. Kelsey now directly manages seven people, but employee feedback trickles up to her via her direct reports through 15Five’s pass-up feature.
Brandon Hall Group Research Highlights, Sept. 21-25, 2020
SEPTEMBER 28, 2020
From webinars to publishing more global case studies than any human capital management research and advisory firm, Brandon Hall Group provides actionable insights on critical HCM topics every day. Brandon Hall Group Publishes 2020 Award-Winning Case Studies . Talent Management . Leadership Development.
Why you must start succession management planning now – a case study
Business Management Daily
MAY 7, 2021
She talked to Mark about her extensive background revamping compensation and performance management practices, driving process improvement, and implementing talent management practices. Additionally, he was interested in her succession management experience.
IHG Hotels: Partnering with Cognisess to Drive Positive Change and Unlock Potential
APRIL 13, 2023
That’s why they’ve partnered with Cognisess –a leading provider of human-centric tech solutions for enabling talent potential and driving job satisfaction for all. By leveraging technology, IHG can analyse employee data and make informed decisions on talent management , including career development and training opportunities.
How to Design (or Redesign) Your Talent Management Strategy
NOVEMBER 4, 2021
In many cases , retention or other critical talent issues may require significant adjustments or redesign of your talent management strategy. Then, there must be a process for identifying the linkage between talent strategy and business objectives before identifying the scope of change needed. Critical Question s.
A Case Study of Tasty Retention
MAY 6, 2014
It offers employers this piece of sage advice: “When it comes to sustaining star talent , think like a good coach: Once you land top performers, you must motivate them to stay—and continually raise their game.” Tasty Catering is an example of great performance management —and its results show it.
Best Applicant Tracking Systems in 2022 | ClearCompany
APRIL 19, 2022
Think of a few things you would consider “the best,” for example , the best restaurants in your city or the best route to take to work. As you’re vetting recruiting software, great ATS providers will be able to offer case studies and customer testimonials that demonstrate the positive impact of their product on various businesses.
Cafe Classic: Rethinking Compensation Training
JANUARY 27, 2020
The inadequacy or ineffectiveness of manager training is a concern for most of us -- and if it's not, it probably should be. In our world of performance management and compensation, each department or division has different employee performance and talent management demands. The McKinsey research indicates that '.
5 Inspiring Examples of Coaching And Mentoring in the Workplace
JULY 21, 2022
5 Inspiring Examples of Coaching and Mentoring in the Workplace. A case study on the process shows that most employees are well-served by the program. Real-world Examples . The post 5 Inspiring Examples of Coaching And Mentoring in the Workplace appeared first on Engagedly. Mastercard. Book a live demo with us.
HR Tech Conference 2021: All eyes are on DE&I
JULY 6, 2021
This research-based session will help our audience make connections between talent management technology and DE&I initiatives and will be one of the highlights at HR Tech. Stacia Garr.
Artificial Intelligence for HR (a practical viewpoint!)
DECEMBER 27, 2017
See, I need some examples from vendors and employers to help me fill in a few case studies and would love to feature you in the book if you’re a fit for my requirements. Maybe your talent management system is giving you red flags on which of your high-value workers are in danger of leaving the company?
Employee Experience Examples: 8 Companies that Offer Great EX in the Workplace
APRIL 20, 2022
Source: McKinsey ) Now let’s look at some real examples of these numbers in action. When it comes to ‘leading by example ,' these companies are paving the way. Result: Dan’s controversial move, initially ridiculed, has now become a case study for Harvard Business school.
3 examples of how people analytics making HR data-driven
NGA Human Resources
NOVEMBER 19, 2018
In this article, I explore three practical case studies that show how people analytics is creating impact – while also transforming HR into a data-driven function. They were able to effectively show where managers should focus to improve their business outcomes. This case study revolved around expats.
John Boudreau transforming HR at #HRTechConf
OCTOBER 3, 2011
For example , we need to learn from Supply Chain Management how we can improve the supply chain of talent . This is what IBM did bringing in their second top person in SCM to design their approach for talent – including a governance model for skills etc. Book review Case study Events HR measurement Innovation'
How Competencies Help You Overcome the Halo Effect in the Workplace
JUNE 1, 2022
These are all examples of the common “halo effect” phenomenon. A skewed view of employees’ skills and competencies will get in the way of answering these important recruitment, workforce development, and talent management questions. Second, educate leaders and managers about the halo effect and other biases.
Thinking of Changing Performance Reviews? Focus on These Core Components
MARCH 13, 2018
These three items are a stark contrast to the performance management processes of old: they are focused on actual business and individual performance. Another related area of talent management that more and more companies are wrapping into the discussion is around skills and internal mobility. A great example is Credit Suisse.
Star Employees Aren't Always Management Material – And That's Okay
MARCH 12, 2015
Commonly found in technology industries, dual career ladders allow those not well-suited or interested in management to advance their careers up a comparable professional ladder. “Distinguished engineer” might be the job-level equivalent of a senior manager or director, for example . Mentor aspiring managers .
The Talent Marketplace: A Comprehensive Guide
MARCH 25, 2022
Elements of an Internal Talent Marketplace. Part of a Unified Talent Management Ecosystem. Role of Change Management in Platform Adoption. Avature’s Take on Talent Mobility. Total Talent Management in Action. L’Oréal: A Case Study in Transparent Mobility. True Platform Flexibility.
The Practical, No-Kidding View of Artificial Intelligence for HR
Succession planning and integrated talent management ~ HR to HR.
SEPTEMBER 3, 2012
1 global online influencer in talent management . #6 SuccessFactors Performance and Talent Management Blog. Succession planning and integrated talent management . Writing about integrated talent / human capital management last week reminded me that I still(!) Ingham is still early in his career.
3 Business-Critical Reasons to Invest in Strategic HR
JUNE 7, 2022
” Read the full Flipsnack case study > Why is investing in strategic HR important? According to SHRM , one study found that 60% of HR professionals spend more time on administrative and maintenance tasks than strategic tasks. Say one department has an ineffective manager .
What Are the Best HR Courses On Coursera?
MARCH 11, 2023
The course also provides practical tools and resources to help you create a successful talent management strategy. The course also includes case studies and real-world examples to help you understand how to apply the concepts in your own organization.
Four Case Studies in Layoffs: What to Watch Out For
MARCH 8, 2009
In the last 6 weeks three of my closest friends have been laid off from their positions, and each case gives an example of how difficult it is to manage such programs effectively. Bersin & Associates, Leading Research and Advisory Services in Enterprise Learning and Talent Management . Our research.
Performance Management in The UK: Challenges and Best Practices
MAY 13, 2022
Performance management is one of the most debated topics in all of talent management . the COVID-19 pandemic, the Great Resignation and unique British professional and social norms) to make it exceedingly difficult to implement effective performance management processes. ., A Holistic Approach to Performance Management .
How and why to put ‘irresistible’ leadership into action
MAY 17, 2023
For example , IBM’s CEO announced the desire to replace 30% of the global headcount with AI to save costs and increase efficiencies. To make the right leadership behaviors stick, effective performance management is key. Meanwhile, human-centered leaders will determine how new technologies can support humans.
Surviving Mergers and Acquisitions: A 5-Point Plan for HR
HR Daily Advisor
JANUARY 12, 2017
Clearly, M&A is an area where talent management needs to play a large role. Effective staff management is vital to the success of the transformation, and human resources (HR) can smooth the way. Not all of the executives overseeing the highest levels of M&A possess the necessary staff- management skills and expertise.
11 HR Analytics Courses Online
Analytics in HR
AUGUST 12, 2019
The course is taught by three professors and introduces you to the major areas of people analytics, including performance evaluation, staffing, collaboration, and talent management . All subjects are illustrated by many real-life examples of HR analytics. The course includes several case studies that can be uploaded for review.
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Dr John Sullivan Talent Management Thought Leadership
Talent management lessons from apple… a case study of the world’s most valuable firm (part 4 of 4).
October 3, 2011
The purpose of this case study was not to say that you should copy everything Apple does, but rather to point out that with relentless execution and focus on key factors even a firm near bankruptcy can fight its way back to the top. In 13 years Apple has transformed itself from an organization of the verge of collapse to the world’s most valuable firm, amassing a phenomenal innovation record in the process. While Apple’s approach wouldn’t work for every firm, there are lessons to be learned that can influence program design regardless of industry, firm size, or location.
In part 4 of this case study (here’s parts 1 , 2 , and 3 ) on talent management lessons, the attention is on development practices, role of management, and inspirational leadership.
Make your employees “own” their learning, training and development — because Apple frequently produces new products requiring expertise in completely different industries (i.e. computers, music devices, media sales, and telephony), its employee skill set requirements change faster than at almost any other tech firm. While there is plenty of training available, there is no formal attempt to give every employee a learning plan. Just as with career progression, employee training and learning are primarily “owned” by employees. The firm expects employees to be self-reliant. Its retail salesforce for example receives no training on how to sell, a practice that is certainly unconventional in the retail environment. The lesson is simple: providing target competencies and prescribing training can weaken employee self-reliance, an attribute problematic in a fast-changing environment. Employee ownership of development encourages employees to continuously learn in order to develop the skills that will be required for new opportunities.
Make managers undisputed kings — Apple is not a democracy. Most direction and major decisions are made by senior management. “Twenty percent time” like that found at Google doesn’t exist. While in some organizations HR is powerful when it comes to people management issues, at Apple, Steve Jobs has a well-earned reputation for deemphasizing the power of HR. Although Apple was the first firm to develop an HR 411 line, I have concluded that most of the talent management innovations at Apple emanate from outside of the HR function. There is a concerted effort to avoid having decisions made by “committees.” Putting the above factors together, it is clear that at Apple, managers are the undisputed kings. The resulting decrease in overhead function interference, coupled with the increased authority and accountability, helps to attract and retain managers that prefer control. Unfortunately, concentrating the authority has resulted in having some managers being accused of micromanagement and abusing team members.
Having a product focus drives focus, cooperation, and integration – Apple is notably famous in the business press for its “product-focused” approach (versus a functional or regional focus). Everything from strategy to budgets to organizational design and talent management functions are designed around “the product.” One of the primary goals of talent management is to ensure that the workforce is focused on the strategic elements that drive company success. That focus can be distracted with selfish or self-serving behavior that instead shifts the emphasis to the individual, a business function, a particular business unit or even a region. Although deciding to have a product focus is normally a business decision, it turns out that Apple’s strong product focus also has significant positive impacts on talent management.
This laser focus on producing a product makes it easy for everyone to prioritize and focus their efforts. A product focus is so powerful because it’s easy for employees to understand that final products can never be produced without everyone being on the same page. A product focus increases coordination, cooperation, and integration between the different functions and teams because everyone knows that you can’t produce a best-selling product without smooth handoffs and a lack of silos and roadblocks. With a singular focus on producing product, there is simply less confusion about what is important, what should be measured, what should be rewarded, and what precisely is defined as success. A product focus increases the feeling of “we’re all in this together” for a single clear purpose: the product.
Apple purposely offers only a relative handful of products, so employee focus isn’t dispersed among hundreds of products as it is at other firms. By releasing products only when it can have a major market impact, Apple essentially guarantees that every employee can brag that they contributed to an industry-dominating product that everyone is aware of. This focus on product helps to contribute to employees feeling that they are “changing the world.” This focus may also reduce the chance that employees will notice that the day-to-day work environment with its politics and the required secrecy may be less than perfect. And because Apple is no longer a small firm, with nearly 50,000 employees, a unifying and inspiring theme is required to maintain cohesion and a single sense of purpose.
Find a passionate and inspirational leader — although Steve Jobs is no longer the CEO, no analysis of Apple would be complete without mentioning his importance in the firm’s success and the design of its talent management approach. He influenced nearly every aspect of the talent management approach. Not only is he one of the highest-rated CEOs by the public (he is ranked number three on the glassdoor.com list) but as a role model, he has had a huge impact on innovation, productivity, retention, and recruiting. His value is indisputable. The day after he resigned, Apple’s stock value fell by as much as $17.7 billion. It is too early to tell whether the new CEO, Tim Cook, who is markedly less inspirational, will be able to maintain the momentum that Jobs created. He has already shifted some executives and changed the company’s philanthropy approach by instituting a matching gift program for charitable donations.
Other miscellaneous talent management issues — Apple executives are certainly in high demand at other firms that seek to be equally as innovative (for example, the head of the retail operation recently left to become CEO at JCPenney). Despite this demand, Apple certainly doesn’t have any significant turnover problems. You can, however, find plenty of negative comments about Apple on sites like glassdoor.com. Some describe Apple’s approach toward employees as a bit arrogant, and employees are certainly pushed to their limits. If you don’t “bleed six colors,” you simply won’t enjoy your experience at Apple for long. Although originally the firm emphasized employee recognition, it is not easy for those outside the firm to connect recent product successes to a single individual or team.
Apple is a team environment. Although many teams are forced to operate in isolation, that actually helps to build team cohesion. The competition between the different development teams is also intense, but that also helps to further strengthen cohesion. Like most engineering organizations, its decision-making model is certainly focused on data. Apple management likes to control all aspects of its products, but despite that, it is one of the best at using outsourcing to cover areas like manufacturing, which it has determined is not a core corporate competency.
Although Apple clearly produces extraordinary results, its approach to talent management is totally different than that of Google and Facebook, which also produce industry-dominating results. As Apple has grown larger, its rigor around sustainable innovation has grown as well, a feat that proves impossible for most organizations including the likes of HP, Microsoft, and Yahoo.
The three “big picture” learnings I hope you walk away from this case study with include:
- Focus on “the work” — it is management’s responsibilty to do whatever is necessary to keep work exciting and compelling.
- Strive for continuous innovation — Apple’s emphasis on being “different” is so strong that it can’t be overlooked by any employee or applicant. It delivers industry-dominating innovation levels because everyone is expected to.
- Deliver on your brand — Apple works hard to make sure that potential applicants, employees, and even competitors admire its products, the firm, and how it operates.
These three factors are not easy to copy, but they are certainly worth emulating. If you can bring them and the results that they produce to your firm, there is no doubt that you will be a hero.
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About Dr John Sullivan
Interview Icebreaker Jokes – The Damage They Cause Isn’t Funny (This dinosaur practice should become extinct)
One joke can quietly hurt diversity, raise anxiety, and make interviewees feel like they won’t …
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Please note you do not have access to teaching notes, a case of talent management practices in motivating fast food service employees.
Publication date: 31 July 2017
Food service management, human resource management, hospitality strategic management and, international business and management.
The purpose of this case study is to determine whether the practice of talent management serves to motivate fast food service employees. It aims to determine employees’ perceived level of awareness and importance of talent management practices; current practice of talent management within the fast food service sector; and to assess the level of motivation of employees from talent management practices. The survey method employing the use of questionnaires was used to ascertain data from a fast food service establishment in Jamaica, a developing island destination located in the Caribbean region (Sinclair-Maragh and Gursoy, 2015). Jamaica is chosen for the study, as there has been an increase in the number of both local and international fast food entities over the years (Collinder, 2014). The focus on fast food service is important, as they have been providing employment to a significant sector of the population. This type of business operation is classified as a tourism related hospitality area (Purcell, 1996) and as indicated by Christensen and Rog (2008), talent management presents an intriguing opportunity for hospitality organizations to attract employees with requisite skills and experience. The industry is also challenged in maintaining motivated employees (Baum, 2008). Talent management can assist organizations that have long-struggled with high turnover rates and the ability to attract and engage employees that are considered assets and not liabilities. Lockwood (2007) points out that engaged employees are loyal, hardworking and passionate about their work. Motivation theory is used to provide theoretical support for the findings of the study. This is because behavioral theorists such as Abraham Maslow suggested that survival, safety, belonging and self-esteem are factors that can be used to motivate employees and Sigmund Freud believes that people need to be rewarded to get work done (Nohria et al. , 2008). This theory is plausible to the study, as it is postulated that talent management can enhance employee engagement, through highly motivated employees (Christensen and Rog, 2008). The study finds that majority of the employees understood the meaning of the term “talent management”. In terms of their personal and professional development, the employees believe that these are highly influenced by the organization’s culture. They pointed out that skills are usually developed through training, cross-training and succession planning. Financial assistance is given for further training and skill development. The performance evaluation process is used to identify employees’ specific skill. Although this is done, the majority has not been placed in other departments that would benefit more from their skills. Only 7.6 per cent reported that this was ever done. Employees’ emotional wellbeing is also important. Although majority of the employees (44.7 per cent) are happy about their work, they indicated that they could be motivated by coaching, mentorship and empowerment initiatives. Overall, the employees’ sense of belonging through their engagement and development, and self-esteem through their morale and competence are important to their motivation levels. They are also motivated when support is provided for training and skill development as explained by the motivation theory.
Expected learning outcomes
The learning outcomes are intended to guide the teaching-learning process and stimulate students’ understanding of the concepts of talent management specific to fast food service employees’ motivation. The case study is a useful resource for graduate students to enable and develop their critical thinking and solution-oriented skills. Students should be able to critically analyze the case and respond to the questions to garner and improve their understanding of talent management and its applicability in the fast food service sector. Further understanding of the concept can be derived from developing dimensions and measures of talent management that can be generalized to the food service sector.
Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.
CSS 6: Human Resource Management.
- Workforce planning
- Enterprise resource planning
- Employee commitment/motivation
- Employee participation/engagement
- Labour market/skills shortages
- Resource-based view/core competencies
Sinclair-Maragh, G. , Jacobs-Gray, N. and Brown-Roomes, N. (2017), "A case of talent management practices in motivating fast food service employees", , Vol. 7 No. 3. https://doi.org/10.1108/EEMCS-07-2016-0153
Emerald Publishing Limited
Copyright © 2017, Emerald Publishing Limited
You do not currently have access to these teaching notes. Teaching notes are available for teaching faculty at subscribing institutions. Teaching notes accompany case studies with suggested learning objectives, classroom methods and potential assignment questions. They support dynamic classroom discussion to help develop student's analytical skills.
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An Introduction to Human Resource Management
Student resources, case studies.
Case studies exploring fascinating additional case studies from the author demonstrating HRM in practice around the world. From the internal vs. external candidate debate to employer branding abroad, learn how companies of all sizes approach different aspects of HRM.
- Recruitment, Retention and the Management of Graduate Careers
For many large employers, the cost of recruiting graduates onto graduate training programmes represents a significant investment in human capital. These costs include the cost of the graduate ‘search’, promotional material to encourage applications among the best graduates and the cost of the rigorous and extensive selection process. This is not to mention the relatively large salaries and considerable benefits offered as an enticement to choose an employer over their competitors. In addition to the recruitment costs, the cost of the training programmes offered by many graduate employers can be considerable.
A large business consultancy – Walker, Bird and Black (WBB) – recruits a cohort of between 40 and 50 graduates each year onto its three-year graduate training programme. Among graduate job-seekers, the scheme is considered to be among the more prestigious and is known to be among the highest-paying. For this reason, competition for the scheme among graduates is fierce and WBB chooses to focus its recruitment activity on more prestigious universities. In 2008, for example, 70 per cent of its graduate intake came from just five universities. While graduate recruits often take on managerial responsibilities relatively early in their careers, the aim is to create a talent pool for more senior managerial positions and, therefore, retention of graduate recruits is paramount. To achieve this objective, the development programme is highly structured and whilst there is limited scope for recruits to specialise in particular areas of the business or in specific managerial roles, the programme seeks to develop generic managerial competencies to enable graduate recruits to fulfil a range of future positions. The programme includes personalised development programmes, mentoring, secondments (including frequent international assignments in its overseas operations and in partner or client organisations) and work shadowing. During the three years, each graduate also has the opportunity to work across different departments and operational areas of the company and to work in cross-functional project teams, often in leadership roles. The ‘programme’ graduates are treated very much as separate to other graduates working in the firm during their three years’ training.
A problem for many graduate recruiters is retention of graduates both during and following the formal programme, especially given the investment already made in recruiting and developing graduates. WBB experience a lower level of turnover of employees during the programme than the industry average, which the company puts down to the content of the programme and the range of benefits they offer their recruits. In the two years following the programme, however, WBB experiences an unacceptable level of turnover among its graduate recruits, many leaving to take up opportunities at rival employers. In exit interviews, graduate recruits leaving the firm rarely mention pay as a reason for leaving but they often complain about a lack of opportunities for further advancement and development, particularly those recruited following a restructuring of the firm to promote team-based working and to eliminate unnecessary layers of bureaucracy. Senior managers also express disappointment about the ability of those completing the programmes to act independently and effectively in more senior managerial roles and to take the initiative in decision-making and problem-solving. Subsequently, two of the rarely available senior managerial roles have recently been filled by external recruits, rather than from inside the company.
- How do you account for the patterns of turnover among graduate recruits at WBB?
- In what ways do you think that the approach taken to graduate recruitment and training has contributed to the problems being experienced at WBB?
- graduates who might be thinking of leaving the firm;
- senior managers who bemoan the lack of ‘readiness’ of graduate recruits to take on more senior roles?
Change and Career Management at Shire County Council
In 2005, the UK government launched its Local Government Pay and Workforce Strategy which sought to outline how local government should address the challenges of providing ‘community leadership and improved services within controlled budgets’ and better respond to changing customer needs and expectations. At the heart of the strategy was the following sentiment:
Local authorities need the right people, working in the right way and within the right culture. Achieving this demands nothing less than a transformation in many authorities’ working practices. Authorities can’t afford to take a piecemeal approach to workforce issues, responding to problems as they arise in an ad hoc way. They need to look ahead, analyse the key workforce issues, anticipate problems and take a strategic approach to develop the workforce needed to achieve their corporate objectives.
This strategy was pursued by Shire County Council in its efforts to respond to central government policy, including the need for ongoing efficiency savings, and reduced budgets. Following the strategy, Shire County Council set out five central elements of its change process:
- Developing the organisation through the redesign of processes to generate continuous improvement and flexibility; workforce modelling, including the redesign of jobs and outsourcing some jobs to ‘partner’ organisations; and the implementation of high performance work systems to increase productivity and flexibility in service delivery.
- Developing leadership capacity through skills development at all levels with an explicit focus on internal development and increasing diversity of the ‘talent pool’.
- Developing workforce skills and capacity through increasing per head ‘spend’ on training and development, particularly for frontline staff.
- Resourcing, recruitment and retention through the development of a strong internal labour market and, in particular, addressing a number of areas of considerable skills shortages (for instance, social workers, occupational therapists, environmental health officers, trading standards officers, planning officers and educational psychologists).
- Pay and rewards through balancing the need for attractive salary packages with providing value for money. Explicit objectives in this area include ensuring pay inequality, eliminating occupational segregation and formulating ‘total reward’ packages.
The implications of pursuing these objectives have been manifold. The Council’s directly employed workforce has been reduced by approximately 900, through voluntary redundancy and a substantial proportion of Shire’s activity having been outsourced to ‘partner’ organisations in the private sector (although many continue to work on council premises). In some areas of activity, such as IT, the department has been considerably rationalised with a core of essential employees being retained on permanent contracts supplemented with sub-contractors employed as and when required, often for considerable periods of time (for example, for the design and implementation of new computer systems). There have been considerable changes to working practices, including a removal of traditional job demarcations and employees increasingly working in cross-departmental project teams which are largely self-managed. These teams are, however, limited to certain sections of the organisation. Departmental structures have been ‘flattened’ with a significant number of managerial posts having been removed in favour of encouraging greater responsibility and accountability among the remaining workforce. Pay structures have also been rationalised and the council has introduced a more formal performance management system which sets each employee’s KPIs (key performance indicators) that must be achieved for progression to the next salary band. Progression through salary bars is now dependent on promotion. Historically, local government employees have benefited from relatively secure employment often associated with hierarchical progression up a narrow-banded pay structure, passing through pay bars relatively easily. Changes to the pay structure have, therefore, led to considerable disquiet among employees. These changes have also contributed to the significant loss of some senior council employees, who have complained that these changes have resulted in the intensification of work, leading to, as one employee put it, a desire to ‘get out of the rat race’.
However, three years after the change process at Shire County Council, a review by senior management has revealed that many aspects of these objectives are far from having been achieved. In particular, recruitment and retention of key staff have actually worsened since this process was begun. The areas of skills shortage identified in the change objectives remain problematic. Whilst the council has made concerted efforts to recruit adequate numbers of these skilled workers, there is significant turnover among them, with many specialists leaving to work in other parts of the public sector, particularly junior practitioners. Turnover has also worsened among frontline staff, despite greater investment in training and development among this group. Moreover, despite concerted efforts to recruit from a wider pool in order to increase workforce diversity, this appears not to have led to a significantly greater number of employees from minority groups progressing to senior positions. This has resulted in a number of highly qualified employees leaving the council for work in the private sector, often at a higher level.
Problems have been particularly acute in the HR department itself. Before the change process, the department employed four grades of HR professionals: administrators, advisors, consultants and managers (who reported to the HR director). Administrators and advisors worked in small teams, servicing the HR needs of particular parts of the council. Consultants were typically specialised in one area (for example, payroll) and often took the lead in organisational-level projects. HR managers oversaw the activities of the department as a whole. As part of the change process, the HR advisory role was outsourced to a third-party service provider, meaning that all HR advisors would become directly employed by the service provider but work exclusively on work for the council. They were relocated to a purpose-built ‘service centre’ where they would provide support to line managers across the organisation. The majority of the HR administrators were made redundant, or ‘promoted’ to the role of HR advisor, following the introduction of a self-service portal on the company’s intranet allowing line managers to perform their own HR transactions. The HR consultants and managers remained employed directly by the council forming a ‘strategic HR team’. Prior to the restructuring, all HR consultants had previously worked as HR advisors at the council. Two recent appointments to the role have, however, been of external applicants, despite three HR advisors applying for the role. In the last six months, seven HR advisors have left their jobs, including two women, after their request to work flexible hours following maternity leave was refused.
- What are the problems for employee development and career management that have been created by the organisational restructuring and implementation of new policies?
- What are the career management policies and practices that you would implement to assist in the achievement of the council’s strategic objectives?
- What aspects of the new career dynamic might begin to emerge under the new arrangements for staff?
Building a Talent Strategy at Matsson Finance
Matsson Finance is a market-leading company providing wealth management and financial protection services, operating in more than 40 countries but with major operations across Europe, North America and Asia-Pacific. Worldwide, it has over 50 million customers, both individuals and businesses, and approximately 95,000 employees worldwide working across three of its operating divisions: MF Life and Insurance, MF Investment and MF Healthcare.
In the UK, Matsson is involved in insurance, investment, pensions, healthcare, protection and life cover, employing approximately 8,000 staff in five locations across the country. Its website makes the claim that: ‘As the trusted provider of financial services to two million customers in the UK, we seek to employ the best people to ensure both outstanding service and excellent value’. However, whilst Matsson is typically viewed as an ‘employer of choice’, senior management has in the past two years become concerned that in certain aspects of its HRM practice, particularly employee development and talent management, the company has lost ground to its competitors.
In particular, the firm identified a significant problem in retaining its highest potential staff across its six operating sites. In order to support the firm’s aim of achieving more sustainable competitive advantage through the quality and capability of its people, the firm recognises the need to attract, develop and retain talent throughout the organisation. Subsequently, the firm has recently begun to develop and implement a more strategic approach to talent management that brings together a number of disparate policies and practices already in existence to produce a coherent approach to developing promotable talent and to ensure a pipeline to service most senior positions. To achieve this more strategic approach, Matsson has established a Talent Development Team to support the achievement of competitive advantage through the ‘creation and deployment of a continuous pipeline of exceptional business and technical leaders’.
Among the first tasks of this team and central to the firm’s talent strategy is the organisation’s ability to successfully identify both immediately promotable talent and future leaders, stressing, therefore, the importance of appropriately defining its ‘talent pools’ to recognise both realised ability and potential. To this end, the company decided to categorise talent in the company in three ways:
- Talent – defined as those throughout the firm who have performance ratings of effective, excellent or outstanding and representing 90 per cent of employees at Matsson UK. These ratings are determined by line managers during annual performance appraisals based on the achievement of individual objectives and the extent to which they display the behaviours informed by the firm’s core values. The company has yet to put in place structures and practices to further develop such staff but their potential is noted and filed for future reference.
- Promotable talent – those employees with the potential to progress to the next career level in the relatively near future, representing approximately 40 per cent of all employees. Individuals are assigned to this group at the request of their line managers based on three key criteria: ability, drive and engagement. The highest-flyers from this group are identified as ‘being of future leadership potential’. The company has been surprised at how relatively few staff have been put forward by their managers and take this to be a sign of an absence of such talent. As a result, the company has begun a headhunting exercise to recruit high-potential staff from outside the firm at more senior levels.
- Future leaders – 1–3 per cent of employees with the potential to be a business or technical leader or technical specialist. Such candidates are simply put forward by their line manager as someone of significant potential.
Despite recognition of the importance of talent at all levels in the company, priority has been given to nurturing and developing those staff who fall within the ‘future leader’ group. Senior management have diverted significant investment to the HR department to develop a bespoke, stand-alone and intensive programme of leadership development for the ‘chosen few’ (as they have become known in the firm), including paid tuition and time off to study for an MBA at a top UK business school, regular off- site teambuilding activities and fact-finding missions to Matsson sites all over the world. This investment constitutes the major part of the fund available for talent development but senior management take the view that ‘if you get the top right, the rest will fall into place’. In other words, if the workforce sees the internal promotion of a select few staff into very senior positions then others will be motivated to pursue such opportunities.
The aim of the future leadership programme is to assess each individual against the leadership behaviours and competencies identified at the most senior level of the firm, in order to map them against future roles. Before the end of the programme, individuals have to produce a portfolio that includes what they have learned about themselves, what they have done as a result of this learning and why they should be considered for specific roles in the organisation. The information then leads into succession planning activities where individuals are earmarked for particular posts in the future and are intensively schooled in the technical aspects of those posts.
- How would you characterise the approach that Matsson Finance has adopted towards its talent management?
- What examples of potentially good practice can you identify in Matsson’s approach to talent management?
- What are the potential pitfalls associated with the policies and practices that Matsson has currently adopted?
- What are the potential problems of adopting a very structured off-the-job programme of leadership development as the means by which to develop the leadership capabilities of a more junior member of staff?
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Case Study - Talent Management
Asian Journal of Business and Management Sciences (AJBMS)Vol . 1 No. 4 Year 2011
Bidayatul Akmal Mustafa Kamil
This research was carried out using method of interview among selected human resource practitioners of six Malaysian companies. This research explores talent management practices particularly on the implementation and the effect of the practices on employee engagement and retention. It was found that talent management is considered as the strategy of organization to retain employees. The strategy involves the human resource activities such as recruitment, selection, training and development and performance management. The engagement and retention talented employees needed in order for an organization to success and improve performance. In highly competitive market, having the right employees is the way to ensure organizational succeed. The impact of this research will create an opportunity to develop talent management strategy. It is expected that the identification and development of talent management strategy would result in additional benefits for the organization and its employees.
Refereed paper submitted to the Leadership, Management and Talent Development track of the 16th International Conference on HRD, University College Cork, Ireland, 3rd-5th June 2015.
Abstract Purpose: This paper reports the preliminary results of a study looking at how three organizations in the UK public and private sectors identify high potential employees. Specifically, the paper looks at how talent is constructed and identified and the barriers and challenges encountered with talent identification from the perspectives of both management and ‘talented’ employees. Design/methodology/approach: Three in-depth case studies involving multiple informants in the Civil Service, local government and retail were written based on 21 interviews with HR/Talent & leadership development managers as well as managers on talent schemes. Additional data was obtained from corporate documentation. Findings: All three companies had different drivers for talent management which influenced the constructions of talent used and frameworks for talent identification. The civil service and retail sectors used a categorising tool that enabled a common language for defining potential and facilitated identification practices. Despite this, definitions of potential and competency frameworks in both the retail and civil service sectors differed as well as their processes for identification. The challenges and barriers to talent identification appeared more similar than different but notably and in contrast to the public sector (the civil service and local government) which had an exclusive talent management practice, the retail sector operated a more inclusive talent strategy which was driven by a culture of openness, honesty and a rigorous talent identification framework. Research Limitations: Talent management practices were mostly in their start-up phase being two to five years old and still evolving. Inclusion of the views of employees not in the talent pools would create a broader perspective on the process of identification. This paper reports work in progress and further analysis of case data is continuing. Originality/value: This empirical study contextualises talent definition and identification practices from the perspectives of HRM specialists, line managers and high-potential employees. Since the majority of research on talent management concerns practices from the U.S. or Multi-nationals, this study adds value to the limited research on talent management outside these contexts. Keywords: Talent, talent management, talent identification
Talent management (TM) has received lots of attention of academics, practitioners, researchers, scholars, and competitive firms in recent years, but there are many gaps left for further theoretical and empirical development. One of gap is lack of clarity of definition of TM, and the ongoing debate about whether it is merely repackaging of already existing human resource management (HRM) practices or a new concept. In this context, this paper concludes that TM practices are distinct from the traditional HRM practices. The authors have consolidated the existing literature on TM for designing an integrated model of TM including its antecedents and consequences. The study calls future research to empirically test the derived propositions. The paper includes various theoretical, economic, managerial, and future research implications.
Asia Pacific Journal of Human Resources
Sharna Wiblen , David Grant
This paper addresses the Talent Management challenges in Public Sector of India. Initially, the paper will discuss both the public and private sectors to identify the ongoing challenges and limitations taking place currently. The paper will then address how these challenges are interconnected with the problems occurring in different states of India on a regional level. Measures of recruiter competency and organization's position in having a say on the recruitment of the individuals both directly and indirectly will be observed. The methodology used is both quantitative and qualitative as it will help in getting a better information on the hiring policies and practices in both private and public sector and thus, be able to give a better overview of the deficiencies in the public sector over private sector along with looking at the drawbacks in their policies and procedures. Finally, our research will provide a better understanding on talent retention, management and acquisition practices with the needed methods required to make the best selection of the right candidates for the right position; along with suggesting the scope of further revision of the talent acquisition practices among public sectors to meet the challenges and demands from the private sectors.
Human Resource Management Journal
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