2. The War for Talent=The 100 Year
War!
The BCG Study has established that Human Capital is
a MUST component for organizational success
The old adage-cash is king-no longer holds true
The Chief Talent Officer is now considered equivalent
to the CEO in importance
Our formal education system is no longer ‘fit for
purpose”
The skill gap is widening
The war for talent continues relentlessly
3. POLL
In the war for talent is the CTO equivalent to or more
important than the CEO?
-Yes he is more important than the CEO
-He and the CEO are equally important
The CEO is the most important person in the
organization
4. Common to everything
Identifying the right talent acquisition strategy
Developing internal talent
Striking the right balance between internal and
external talent
5. Make or Buy?
Quickest and best way to achieve strong leadership-
make or buy?
Buying is faster?
Building internally is better?
Will a blend work and if so at what levels?
Is there a industry or domain specific pattern
6. POLL
A relevant talent strategy for middle managerial jobs
for a 10 year old Co will have
-60%Internal/40%Externals
50/50 blend
80Internal/20External
90 Internal/10 External
7. Is there a right strategy?
Complexity of skill requirement
Forecasting needs
Developing from scratch with academia
Competition for skill acquisition
Consistency of requirement flow
Competence of hiring team
Do we outsource-RPO?
8. POLL
In the long run it is more productive to buy external
talent
Agree
Disagree
9. What will go into my strategy?
Sourcing at different levels and linkage to succession
Changes with business changes
Geographical availability
Short-term tactics vs long-term plans
“the bench”
Using the Welch technique-replacing the bottom 5%
Structured process of acquisition
Open-sourcing-a double-edged sword
Campus and lateral hiring balance
10. Creating the Internal Talent Pool
Source of sustainable resource for mission-critical
positions
Gives opportunities for advancement to less
experienced persons to be evaluated fairly
One of the main criteria for an Employee Brand and
Value Proposition
Need for a integrated systemic approach to create
pipeline
Accountability is of top leaders for the business growth
Open-sourcing
11. Developing internal talent
Succession planning for sustainability
Should I share succession plans?
Shadow boards
Coaching and Mentoring as development tools
The Learning and Development investments
Diversity-Gender/Communities/Differently-abled/Alt
Sexuality/affirmative action/geographies-a new caste
system?
Handling my ‘satisfactory” performers?
12. POLL
My PMS must ensure that the bottom 10% performers
leave every year to ensure fresh talent annually
Agree
Disagree
13. Using Talent Intelligence
Determining factor between growth and stagnation
Develop intelligence for sourcing strategy
Market mapping
Buying data bases
Ensuring internal HRIS’s are being used properly-
SAP/Oracle/PS?
What is competition doing?
Do we collaborate OR compete
Getting the best out of your Search Partners-
converting them from Vendors to Business Partners
14. Social Media usage
Do we really understand how to make it work for us
From FB and Linked-In to Blogging/Tweeting/web
Enterprise 2
Part of talent attraction /EB savviness
15. Employee REFERRALS
Effectiveness
The conscience-keepers
Reward
Building strong relationships with people you want to
hire
Encourage employees to go out and recruit for you
16. The Employee Brand / EVP/Engagement
Are these necessary
How effective are they
What really attracts an employee to work for an
organization?
The ME factor –understanding Gen Y aspirations and
managing 3 generations in the work place
simultaneously
17. Some considerations in external
talent hiring
Greater useage of psychometrics-who pays?
Diversity and Affirmative Action-flavor of the month?
Frequent job changers
Mavericks-remember Ricardo Semmler?
Internal vs external compensation parity
Herd or Group Hiring-”Me and my team from my
previous organization”
18. POLL
Psychometrics should be the sole determinant of
measuring a person’s abilities whilst hiring externally
at middle and junior managerial levels
Agree
Disagree
19. Some considerations on internal
talent
Creating back-up for every 5 top levels
Incentivise leaders for talent nurturing-both reward
and recognition
Communicate-communicate communicate
Stay interviews vs Exit Interviews
Competence Development Programs
Job Rotation by design-see the Public Sector
Greater exposure to senior leaders of Gen Y
Projects and Transformational work
20. Finally-is there a right balance?
Benchmarking
Special needs for business growth
Scarce skills
Attrition
Culture and leadership displayed
A forward-looking organization is always scouting for
talent even if there are no immediate vacancies
Is there a right balance????