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Maintaining an Effective People Supply Chain – What Successful Integrated Talent Management Really Means

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Maintaining an Effective People Supply Chain – What Successful Integrated Talent Management Really Means Client Logo Maintaining an effective people Supply Chain – what successful integrated talent management really means In 5 years time the leadership of your organisation may have changed. By then the world will have moved on further and your business will have too. It’s even possible that your entire organisation will be structured differently and led by new teams. So, how are you planning for this? If the recent recession has taught us In this changing world, not jail. Successfully leading UBS out of anything, it is the ability to respond everything is changing… the credit crunch was not enough fast and in the right way to change. Fact: Talent is a competitive to save CEO, Oswald Grubel, and The ability to respond fast and in weapon other executives when the bank’s the right way is what has sustained When the world moves out of lack of effective risk management organisational performance and recession, the key differentiator allowed a rogue trader to cause losses will continue to sustain it in the for organisations will be its people of $2.3bn. Risk management in the future. Organisations which have and top talent will keep you at the FS industry is a prime example of not been able to adapt to emerging top. But the definition of talent has the shift in the type of skills and needs simply have not survived. So evolved and is no longer just about talent required to support the future what has this got to do with talent leadership talent. You can have good business. Leaders across all industries management? Quite simply, people leaders, but without the right teams need to be predicting and investing are a key factor in your organisations under them who have the right skills in the skills required for the future performance and yet all too often the and capabilities deployed in the right and pivotal roles that will drive and organisational demands for talent are way to meet the current needs of the sustain their business in the new not met with the right supply, at the market, the only place they will be world, and thus ensure a healthy right time: the people supply chain leading them to is the job centre or people supply chain. has failed. to a competitor... or sometimes even Fact: Talent is a scarce commodity The war for talent is a phrase born out of reality – the best people to lead your business and differentiate the Righ .in t R you from your competitors are not .. ol nvironme e readily available nor in ample supply. E nt & ... To win the war, organisations need a game plan and need to have their s eye on the right targets, which are e g Right not easy to identify. Yet, this demand n e Performance for new types of talent does not l l s detract from the need for the old. a d h In fact, retaining that talent which r a C e t saw you through the difficult years w h h . and understands the old and new e t . g . R i business will be key to maintaining g e R l & in p organisational performance. The e y h o t consequence of organisations lo e h t p P broadening their talent definition and i w m E ht entering new battles is that the war g Ri for talent continues to grow. How to attract, grow and retain talent is becoming a much bigger job. In the new world where scarce skills are Figure 1: Talent Management R³ fiercely competed for, employees expect more from their employer than job security, and big bonuses deploy your talent is vital to success, Step 1: Identify where you need to are a thing of the past, businesses and to enable effective decision invest. need to rethink strategies to engage making around that you need good Do you know the people and and retain their talent. information, and you need it now. teams required to deliver the future Talent management isn’t just about business strategy? To guarantee Fact: Talent management is key in keeping your top performers, it’s future success, organisations need to driving business performance about having a robust system for determine what are the future skills, Globalisation, 2.0 technologies and identifying what your definition pivotal roles and team structures that social media mean that the world is of talent is, where it is, where it require focused investment now to changing faster than ever before, and needs to be and how to get it there. be able to deliver in the future. businesses need to respond to this Integrated talent management change, adapt and redistribute talent means maintaining an effective and Capgemini Solution: Strategic accordingly. How will you identify continuous people supply chain. People Risk Management your top talent? Where will it be This involves establishing a partner “homed” and will it even be possible Capgemini’s approach to model with a direct relationship and to deploy it effectively across the optimising the people supply proactive process between the risk changed business? The CIPD 2011 chain management and HR functions of Learning and Development Survey To have a robust people supply the organisation. Better alignment uncovered that of the 61% of organi- chain, you must have a clear of people and risk management sations that undertake talent manage- and effective approach to talent activities with the overall strategic ment activities; only 50% consider management. This should be direction of the business creates these to be effective, with a general intrinsically linked to the long- a clear line of sight between the lack of consistency in defining talent term business and people strategy, goals of the organisation, the people and talent management. enabling it to be future focused and required to deliver those goals and most importantly future proofed. the operational HR and people levers Getting talent management right Our approach is to work with you, that must be pulled to effect change. means the right people, the right to understand how your organisation Short, medium and long term risks place and the right performance: aligns with the three levers we have are developed into a structured what Capgemini has defined as R³ identified below for optimising the portfolio to mitigate risks and (see figure 1). How and where you people supply chain. manage opportunities. 2 Step 2: Prepare the business a) Ensuring the right organisation (SaaS) platforms are increasingly to support and sustain that for the future and the right path becoming the way forward, as investment for people with an underpinning they offer flexibility and low-cost Once future people requirements strategy on how to handle the integration by working with existing are understood, the business needs change practically ERP systems. Capgemini partners to be adapted to support the new b) Moving through the change with a number of SaaS providers to workforce. Yet, particularly in with minimum disruption and support the implementation of these the current climate, business as destabilisation of the workforce – solutions. usual must not suffer as a result. for example, by retaining key Organisations must apply a people Capgemini Solution: People transition plan which enables the c) Refocusing people on the future Change right organisation for the future, – settling them early and Our approach to people change whilst minimising destabilisation minimising the usual slump in supports, accelerates and sustains of the workforce. At the same time, motivation and productivity that the transformation process through they must plan for the future to takes place an integrated strategy and dedicated ensure the change is sustained. effort to address people aspects. The three solutions of Workforce Capgemini Solution: Talent Tools Through the application of a change Rebalancing, Talent Tools and People Reviewing, realigning or potentially plan which integrates Capgemini’s Change demonstrate the Capgemini (re-)developing a competency seven proven change levers, we approaches to ensuring this happens. framework to support the new manage the active contribution world ensures that people are of stakeholders towards the Capgemini Solution: Workforce recruited and developed in line change, increasing the likelihood Rebalancing with the performance needs of the of transformation success and This is a structured approach to business. To ensure integrated talent achievement of the anticipated managing capability, capacity and management, all people processes, benefits engagement through a period of including learning & development transition, in order to support and reward should be aligned to Step 3: Realise the benefits business objectives and minimise support the framework and thereby There is a clear business case for disruption (see figure 2). A robust ensure a well-oiled and continuous integrated talent management as the workforce transition plan delivers people supply chain process. To solution to maintaining an effective three major benefits: achieve this, Software as a Solution people supply chain. However, it can be all too easy to view the benefits of people initiatives as intangible. Yet, this is often only because good data is not available to track and measure the cost and benefit of investing in people initiatives. The value of people data is often overlooked. Business Case/Workforce Modelling Capgemini Solution: HR Analytics Infrastructure Our approach enables people Assurance issues to be addressed and benefits realised by analysing existing HR and business data. Modelling techniques are then applied to inform and Change optimise areas including: Leadership l workload planning and allocation Operating l Model resource scheduling Employee Change l pay and reward strategy Detailed OrganisationProposition Design Management l staff retention Programme Benefits Management Management l workforce evolution Transition Management Figure 2: Capgemini Workforce Rebalancing Approach Footer Right; Document Title Akkurat Bold 6.5pt;Talent maximum Management 1 line 3 Capgemini Solution: Benefits Management Our Business Analytics Team specialises in benefits driven data modelling and analytics.
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