Newsletter November 2018
EAPM Congress 2019 Talent Management The Macedonia Talent in Slovenia Practices in Turkey Business Incubator Page 28 Page 8 Page 16
INSIDE
Welcome from the EAPM Treasurer ...... 2 A New Talent Management Initiative for Emerging Economies (Macedonia)...... 16 Editorial: Talent Management – some critical questions...... 3 Holistic Talent Management towards greater organisational agility (Netherlands)...... 18 Impressions from the EAPM Delegates Assembly...... 4 DGFP member profile (Germany)...... 20 Strategy-based and capability-driven talent management ...... 6 2018 Global Talent Competitiveness Index ...... 23
Talent Management Practices in Turkey...... 8 Talent Management: Research Insights...... 26
Leading Talent Management into an EAPM Congress 2019 in Slovenia...... 28 advantage (Spain)...... 11 EAPM Event Calendar...... 29 Is it the End of Talent Management as we Know it? (Belgium)...... 13 Welcome
Welcome from the EAPM Treasurer EAPM 4.0: A fine line between digital and personal
To actively collaborate in one of with value creation in Europe. There these teams has immensely enlarged are few ‘one-size-fits –all’ recipes, the opportunities for personal but we must strive on becoming engagement in EAPM for all our and remaining the leading platform members – you no longer have to be in our profession. Two highlights in a member of the Board to be actively 2019 are already in sight: the EAPM involved in EAPM life.… Congress in Bled / Slovenia on April 4/5 and the international HR day on In Lucerne, the delegates agreed May 20 – you will soon learn more that the two main purposes of our about both events. activities are to support our member organisations (« B to B ») - and to At the end of 2018, I will – after 8 benefits for their members (« B to years of service – hand over my C »). High visibility of EAPM helps tasks as EAPM treasurer to my Max Becker, Treasurer EAPM to enhance and support the two successor Rita Becker. It has been strategic actions. remarkable to see how much EAPM It was obvious that, at our recent has had to cope with a fast-changing Delegates’ Assembly in Lucerne/ There is no alternative for EAPM world over these eight years - and we Switzerland, all delegates appre- but to follow the digital route: our made it! If EAPM with the leadership ciated the possibility to meet and associations count for 250,000 of Lucas van Wees keeps on doing discuss with their peers from across HR professionals in 32 countries. its home work well, our future will be the continent. The opinions on how If we want to spread out our core exciting! far the digital track of EAPM should message (be credible, be relevant, go brought very inspiring insights. be impactful) on improving HR Max Becker EAPM has a ’personal history’: across the borders, conferences and Treasurer EAPM conferences, meetings and alike. meetings alone won’t do. Now, our committees are already in action and they all include digital To learn from each other, to options in their missions benchmark, to cope with the change in the world of work – these topics • Scientific committee help to put focus on the essentials. (lead: Wilson Wong /UK) Activities will only create progress if • Events (lead: Raffaele Credidio/I) our members are dedicated to share • Membership on all channels. In a world of utmost (lead: Dana Cavaleru/ROM) political instability, EAPM has a very • International important role to play: to help our (lead: Mary Connaughton/IRL) members to become catalysts of HR
Page 2 EAPM Newsletter November 2018 Editorial
Talent Management – some critical questions
Rick Holden, EAPM This issue of EAPM has Talent valuable, hard to imitate, perhaps newsletter editor Management (TM) as its theme even rare, but what is a ‘talented of focus. It is worth reminding employee’ ? What do they look like, ourselves that although TM has what are their attributes? It may be become common parlance in that definitions of ‘talent’ should be recent years it did not appear until tailored to individual organizations. Having raised such questions I am the late 1990s when McKinsey & Fine, but I have not seen many nonetheless drawn back to the fact Company first coined the term in empirically based examples or that TM is in the HR discourse. their report, and later book, the ‘The case studies which seek to develop Whether or not it is a management War for Talent’, and which exposed exactly what company x mean by fad it clearly occupies a presence this issue as a strategic business ‘talent’ and how they are developing and positioning of some significance. challenge and a critical driver of a unique perspective and approach Organisations are adopting talent corporate performance. And there to its development. management strategies and plans can no doubting that the Fourth and it would be churlish to dismiss Industrial Revolution will place For the many or just the few? this as purely a fashion statement. unprecedented demands on the There is a strong argument that TM Perhaps it is a serendipitous means supply of particular skills if we are to challenges an egalitarian model by which HRM/HRD can enhance harness technological advancement of HRD, presenting a view of the its status, credibility and legitimacy. for societal good. So why do I remain workforce in which particular ‘talents’ And even if this is just side effect it is somewhat circumspect about the are more prized than others? Key surely welcome. So, should I replace construct TM? I note three questions positions, critical jobs, ‘A players’ my circumspection with celebration? here: guaranteed maximum opportunities Well, maybe, but first I want clear for their development. Indeed, there answers to questions such as: Old wine in new bottles? As a former is a view expressed in this edition • what is driving organisations to Personnel Manager I recall well this of EAPM that the number of people adopt TM? question being asked of shift from in an organisation who can make a • what differentiates TM from HRM/ Personnel Management to Human real difference is limited to no more HRD? What are the distinctive Resource Management (HRM). than 3-5%. I am uneasy with such a perspectives / techniques? There seems some resonance with proposition. Certainly, it is not proven. and, above all, does TM offer the current debate about TM and It is reminiscent of the questionable a clearer basis and means for HRD/HRM. I wonder what are the assumptions surrounding the assessment of impact? The answers sort of problems that TM is being supposed impact of individual ‘great to such questions can only come advocated as the solution? Is it men’ leaders vis a vis what can from empirically based enquiry. bringing a distinctive new perspective be achieved through progressive EAPM members have a role to play or a set of new techniques? The shared leadership. And what about here - to champion and facilitate such evidence on both counts is far from the powerful arguments increasingly enquiry. Without this we will be stuck compelling. heard under the diversity umbrella? with one more rather vague addition Can TM somehow embrace to the HR lexicon offering little of What is ‘talent’? I used to think that exclusivity with inclusivity? And if clarity to influence and help drive the ‘skill’ was a tough one to define it can does it end up being simply HRD practice agenda. clearly and unequivocally. ‘Talent’ an employee development strategy seems even more slippery. It is one with appropriate priorities linked to Dr Rick Holden thing to argue that talent is needed business strategy? Liverpool Business School for organisational effectiveness;
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Page 3 Impressions from the EAPM Delegates Assembly
Pictures from the EAPM Delegates Assembly in Lucerne on 13th and 14th September 2018
Michaela Geiger; Chefredaktorin Persorama
Page 4 Michaela Geiger; Michaela Geiger; Chefredaktorin Persorama Chefredaktorin Persorama
Page 4 EAPM Newsletter November 2018 Impressions from the EAPM Delegates Assembly
Pictures from the EAPM Delegates Assembly in Lucerne on 13th and 14th September 2018
Michaela Geiger; Chefredaktorin Persorama
Page 5
Page 5 EAPM Newsletter November 2018 Strategy-based and capability-driven talent management
HENRY, Finland Strategy-based and capability-driven talent management by Paula Kilpinen and Mari Tasanto, HRM Partners
Digitisation, automation, artificial intelligence and other technology driven developments are increasingly disrupting traditional business models and highlight the importance of strategic workforce planning. This ‘digital disruption’ impacts learning and development needs, and has to be taken into consideration when attracting, nurturing and retaining talent., In their article “Are we there yet? What’s next for HR?, Dave Ulrich and James M. Dulebohn have claimed that focusing on individual talent or competences is insufficient, and instead “in order to support organizational strategy and add value, future HR work needs to focus on identifying and building organizational capabilities” (2015: 195). of the organizational competences, talent management. At best the In line with their argument and in processes, systems and knowledge. organization’s talent management order to support the company’s These capabilities may include, architecture reflects the organizations competitive advantage in a constantly for example, data-based customer strategic capabilities and by doing so changing business environment, management, user-driven innovation, provides the foundation for strategy- we suggest that talent management ecosystem management, or based competence and talent needs to be closely aligned with the operational excellence if the development. company’s strategic capabilities. company is able to perform them Motivated by our academic research, better than its competitors. Capability-driven talent but first and foremost building on management our practical experience, this article Capability development is subject discusses how talent management to many external and internal Competence development practices can support strategy-based forces, strategy being a key driver. A and talent management are capability development. misalignment between strategy and closely interlinked, and strategic its underlying capabilities has been competence can be developed Capabilities-based strategies proven to significantly undermine systematically by designing a talent strategic change (Kilpinen, 2013). management architecture that Capabilities-based strategies have Although strategic capabilities stretch makes a connection between the gained momentum among academic beyond individual competences, organizational-level capabilities researchers and practitioners alike. these do have a central role. and individual level competences. Strategic capabilities, called for Competence development can be It also enables communicating and by Ulrich and Dulebohn, reflect supported by many organizational building a common understanding the company identity, i.e. what the activities, such as formal training about the future skills and company is known for and comprise programs, on the job learning and competences needed to support Page 6
Page 6 EAPM Newsletter November 2018 Strategy-based and capability-driven talent management
HENRY, Finland business development. At best, provide tailored solutions and career References: talent management can bring paths for individuals. Kilpinen, Paula (2013), Capability business strategies to the practical Development within the Multinational level, enabling each individual to De-mystifying talent Corporation, Doctoral Dissertation, understand his/her own role in management Aalto University School of Business supporting the business strategy. Too often, especially in traditional Ulrich, Dave and Dulebohn, James The traditional questions within talent management, selection criteria H. (2015), Are we there yet? What’s talent management are, how to are somewhat opaque especially next for HR?, Human Resource attract the best potential and how to when it comes to rotation and career Management Review, 25: 188-204 nurture and retain this talent, giving steps. When talent management is guidelines to recruitment processes, based on clearly defined strategic Paula Kilpinen, development actions, rotation and capabilities and competences, D.Sc. (Econ.) works exit policies in line with business and it is openly communicated as the Managing needs. Beside these questions talent and discussed, it helps people Director at HRM management should be closely understand the selection criteria for Partners. Her PhD related to competence development, key potential and the guidelines for examined capability taking into account where the needed career management. Strategy-based development strategic competencies reside within talent management is increasingly within multinational the organization, which groups or open and agile, making connection corporations. In her consulting individuals have the most business- between business success and work, she focuses on strategic critical competence and how it can talent development at every level management and strategic be further developed. There should of the company. It also challenges capabilities. also be an action plan for renewing managers to be accountable for organizational competences. making it happen. In order to respond Mari Tasanto, to the changing work life, some D.Sc. (Admin.) work Strategy-based talent management companies have opted for defining as a Business Area is not only an essential part of whole personnel as “talent”, giving Director at HRM business-oriented HR but is also each individual the opportunity to Partners. Her PhD crucial for meaningful work. In their develop to his or her full potential examined strategy article, Ulrich and Dulebohn (2015) aligned with business goals. implementation within call for more meaning-making the public sector. In capabilities on behalf of leaders and It is evident that in the rapidly her consulting work, she focuses on HR in order to help employees find changing business environment strategic competence development a sense of contribution in their work. talent management, including the and talent management. Traditionally talent management has traditional career paths and ladders, mainly focused on leadership skills need reinvention. An inflexible HRM Partners is a leading people with the aim of recognizing future rotation model does not serve development company in Finland management potential. Digitisation business needs anymore. Talent focusing on leadership development, will have an increasingly profound management should be strategy- including capability development and impact upon the nature of work and based and capability-driven, but it is talent management, as well as on will require a change of focus for also increasingly about empowering change and career management. talent management. Learning ability, a new kinds of career models that ability to reinvent one’s own work benefit both the individual and and meaning-making capabilities the company. This also promotes are important criteria in defining self-management, requiring every talent. Today’s talent management individual to take care of his or her cannot only focus on developing own development, being aware of management potential or certain the required meta-skills, such as the technical skills but should also ability to learn, and being involved in enable continuous learning and various learning networks.
Page 7 EAPM Newsletter November 2018 Talent Management Practices in Turkey
PERYÖN, Turkey Talent Management Practices in Turkey by Ayşe ÖZPİRİNÇCİ, PERYÖN Board Member
Yapı Kredi Young Talent Program this assessment in 2017 Yapı Kredi Young Talent Program was divided Yapı Kredi, the fourth largest into two main focus groups as Head private bank in Turkey is one of the Office and IT departments. 10 most valuable brands in Turkey; a strong franchise with inherent Relatedly, both Head Office and culture of customer-centric core IT-focused Yapı Kredi Young Talent banking focus, innovative banking Program offer a range of training technologies and sustainable for personal and professional value generation. development, full-time and part-time internship and network opportunities Yapı Kredi’s Young Talent Program with different departments and is one of the most long-term career managers within the bank. programs in the banking sector. Launched in 2012, it creates Career Journey with DeFacto opportunities for students to develop Talent Management Programs themselves, get ready for business life and start their career at Yapı DeFacto is a leading brand in Kredi. It is an early talent attraction the apparel and fashion sector program before graduation and Yapı in Turkey. Their first store was Ayşe ÖZPİRİNÇCİ, Kredi offers a head start to Yapı Kredi opened in 2005. With 324 PERYÖN Board Member Young Talent Program members. domestic stores and 123 stores Yapi Kredi believes that GenY are abroad, DeFacto continues its path experience-hunters running after as one of the top three companies It is not easy to define ‘talent’ in happiness, who want to explore the in this sector. today’s changing workplace. At life that will make them happy via Peryon, the People Management experiencing different alternatives. DeFacto’s career management Association of Turkey, we use the They are success oriented, single model is linked directly with the following: “the potential to grow, to minded, questioning individuals business strategy where the adapt and to change in the new work with high awareness. In line with environment, hand in hand with AI and robotics or new jobs”. The future of work in Turkey and with which PERYON is an involved, committed stakeholder, is dependent upon investment into and the development of its young population and women whose engagement is increasing in all sectors of the economy.
In this EAPM News item we illustrate some of the innovative practices in Turkey in relation to talent attraction, career management and development.
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Page 8 EAPM Newsletter November 2018 Talent Management Practices in Turkey
PERYÖN, Turkey
strengths of employees is a key 3 main categories: organizational needs, which arise feature a. In-store career journey in line with company’s growth and DeFacto Talent Management b. Career journey for transition to Globalization strategies, are met Programs are designed as a Headquarters with internal resources. Its talent dynamic system in line with a c. Overseas career journey management practices facilitate talent management approach that productivity increases and happier continuously develops itself through Unlike other practices, all the employees. the feedback received from the employees who graduate from employees of the company, focusing position based DeFacto Academy ARCELIK – ‘Women Impact on their experiences. The employees classes are directed towards 3 Project’ are included in the program different career journeys. The voluntarily and take responsibility graduates’ strengths are determined Established in 1955 and having for their own career journey. as a result of the assessments by operations in durable consumer The career journey consists of Talent Management leadership. The goods industry with production, marketing and after-sales services, Arçelik A.Ş. offers products and services around the world. It has 30,000 employees, across 18 different production facilities in 7 countries (Turkey, Thailand, Romania, Russia, China, South Africa and Pakistan). It has 34 sales and marketing companies in 32 countries all over the world and its 11 brands (Arçelik, Beko, Grundig, Blomberg, ElektraBregenz, Arctic, Leisure, Flavel, Defy, Dawlance and Altus) are serving products and services in more than 145 countries.
This practice is about increasing and retaining female employment in Turkey and which is one of the prime objectives of the country’s employment policy. Arcelik initiated the Women Impact Project (see also Figure) to assist women engage in business life, increase their employment in various levels, and to encourage women by creating programs that will support them at different stages of their careers and lives. The aim is to create a culture in which the organization can thrive by embracing difference, and to guarantee that the equal opportunities are offered to
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Page 9 EAPM Newsletter November 2018 Talent Management Practices in Turkey
PERYÖN, Turkey
everyone, within a framework that is • The Holistic Leadership program nable business life by discovering broader than gender equality. Arcelik has been implemented for women their network development skills have developed programs to support employees which aims to discover in business life. The program’s women at different points on the life their strengths. participants voluntarily mentor cycle. • The Women Leadership program each other, share their experien- has been conducted to ensure that ces gained in various parts of the Arcelik‘s ‚She Mate‘ Mentorship women who are already in ma- world and develop. The number of program has been initiated for nagement roles can develop further women at various levels of ma- women returning from maternity towards higher positions. With this nagement is tracked closely as a leave. In this program, mentorship program, it is aimed to raise the key performance indicator. is received from volunteer working awareness of the women mana- and experienced mothers and gers about their strengths through Arcelik’s motto is; “We got it” to the program helps women return inventories, to break down preju- create an inclusive culture with all its and adapt to professional life after dices and barriers, and to make differences (see also Figure). maternity leave. sure that they develop a sustai- In summary, the three case scenarios illustrate some of the ‘leading edge’ talent management practices in Turkey. They indicate how talent management needs to be tailor-made, focused on experience management and create an engaging environment. Diversity and Inclusion is a main pillar around which it is important to build talent management policies and practices.
Talent management is evolving to a new era to manage the expectations of not only GenY but also GenZ. This is bringing the experience management into the picture. High salaries or fancy development programs are not enough to attract or retain the talent today. Flexible work practices, attraction at school period, employer-branding activities, women in workplace and continuous development opportunities are important tools and practices to lead to an engaged workforce and retention of talents.
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Page 10 EAPM Newsletter November 2018 Leading Talent Management into an advantage
AEDIPE, Spain Leading Talent Management into an advantage Implementing Talent Management: ensuring a formal TM process brings benefits by Miguel Egido, President of AEDIPE Aragon-La Rioja, Spain
shares her career expectations, This is the key point. Talent when a subordinate is informally management is powerful and asked for his satisfaction at work, positive, but it must be developed by when an employee is offered a someone who knows how to do it, new position that requires mobility someone experienced and skilled, and new learning, when a trusted who understands the importance employee is set to learn from the of being objective to the maximum. manager in order to be prepared Otherwise, the process may turn to take the lead in the future, when into a failure, a waste of time, an underpaid manager is offered a a procedure to benefit allies or salary increase...all these situations, manipulate others, even becoming and many more, are part of the a threat to motivation. The impact way, globally, that organisations of a formal process can end up practice talent management. But they being a retrograde step than if it had remain informal until a more formal remained informal. process is planned, designed and implemented officially. In my experience the success of the implementation and development of During the last decades, we have any TM process is dependent upon a Miguel Egido, President of AEDIPE been trying to put all of it into a number of key factors: professional process, measured with objectivity and tied to indicators Talent management is an HR practice that make it organized, reliable and that seems relatively recent to many impartial. managers. Although we have been hearing about it a lot during recent years in many forums and channels, it seems as if it still is a young and innovative HR process that is Analysis of future skills being implemented progressively required in organizations. In fact, many companies have not implemented it all nor have any intentions to do so. Competencies Motivation & Assessment However, the essentials of talent Retention management have already been carried out since the beginning of human organizations. Whether the manager recognises it or not, talent Training & management is put into practice on Development a daily basis even in the smallest of businesses. When a waiter is taught to fill in his gaps, when a secretary
Talent Management Process
Page 11 EAPM Newsletter November 2018 Leading Talent Management into an advantage
AEDIPE, Spain
• Talent Management is not an HR process. It is a company process that is carried out by HR. This is a significant difference: failure comes when HR managers think they only need the support of the Head of the company. That is not enough. The initiative must be taken and pushed on from the beginning from the very top of the organisation. The CEO, President or Head needs to get involved not as a supporter, but as the leader of the process, showing fidential. We also have to ask the The person (or team) in charge a personal interest in its results. employees involved in the process, of this process must be alert, not Employees must understand that similarly, to maintain confidentiali- only as regards the environment this is not something required by ty. Every piece of information that but also a range of ‘reactions’ and HR, but by the highest level in the escapes this confidentiality net is perceptions that the implementation organisation. a risk factor: lacking appropriate may generate. The human brain is explanations, it could raise many designed to take shortcuts, to jump to • Communication is critical. Good elements to be harmful against our conclusions, to trust first impressions management of what, how, when environment and the relationships and to take decisions without us and to whom we communicate of our employees, among them and even noticing it. It is critical that every will affect the process directly. We towards the organization. step is carefully controlled, analysed, need to fight rumours, wrong ideas, based on facts and registered. distorted expectations, etc. The • Design a correct timeline for the Thus, we can guarantee that the process must begin once we have project. Many inter-related factors results of the process are reliable, already developed the appropriate are part of a project to implement and the decisions we take out of steps of communication, so the a TM process. We need to assess that information are correct and fair, message we intend to transmit pre- how best to bring the different what is the only way to defend our vails. Employees must understand components together and in what actions against wrong expectations, clearly the benefits of this process, order. What are the key building employee claims or any other source why it is implemented, what are the blocks that need to be put in place of anger or frustration in our teams. objectives and why the involved first; which employees will be invol- employees have been selected ved before others etc ? A realistic If we implement talent management and not others. We need to think timeline can ensure implementation with these elements of impartiality in advance, preparing for what our can be adapted and fine-tuned as and accuracy, it will turn not only into teams will think when they learn necessary an advantage for our organization, about the process. but also into a reason for our • Every decision must be based on employees to trust our work and • At one and the same time, confi- objective indicators. Figures sup- engage in the future of the company, dentiality is also critical. Information port the decision, guide its imple- picturing themselves as a proud part must be managed confidentially. mentation and avoid any complaint. of it. Not only regarding the ones leading Everybody understands a decision the process, but also regarding backed by objective indicators, and the ones being analysed. We this will strengthen the process must keep all data, conversations, reliability. conclusions and documents con-
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Page 12 EAPM Newsletter November 2018 Is it the End of Talent Management as we Know it?
HRPro.be, Belgium Is it the End of Talent Management as we Know it? by David Ducheyne, President of hrpro.be, Founder of Otolith
Changes on their ability to attract and retain people who are agile and able to Today, two profound developments learn, for the time they can provide require a ‘reshaping’ of talent added value. management. ‘Back to Basics’? First, the demographic evolution is such that talent management HR professionals are looking for has become more critical and more ways to deal with this volatility. But difficult. There are talent shortages before jumping forward to solutions, on the one hand, and on the other it is always helpful to go back to the hand unemployment remains too essence of the profession of HR. David Ducheyne, President of hrpro.be high. The qualitative nature of the talent supply is not sufficient, but on HR is about making sure that people the other hand organizations are still are able and willing to perform Talent Management and HR looking for a perfect match. sustainably.
Talent Management has gained Second, digitalization is changing Is that all? Well, it’s a lot. Because if influence over the past years. It the nature of work. Digital disruption an organization is able to do that, it seems that it has almost replaced generates both job destruction and can achieve its targets. the term HRM. If we would take creation. Companies have to adapt, out Talent Management from and so do people. We will need Let’s dissect the sentence further: HR, what would be left? Talent different skill sets in the future. Able: This is the classical story of Management has integrated almost talent management. We hire people everything: employer branding, Talent Management needs to with the right competencies and talent sourcing and development, be at the center of these two attitudes who can do the job. It’s succession planning, mobility and developments. Companies depend a story of fitting in and standing career management, employability mapping, potential detection, leadership development, evaluation, performance management … All of that could be seen as talent management. And as talent management has incorporated also the topic of retention it also has invaded the realm of compensation & benefits.
Talent Management was and is a promising area of HR. It’s probably the most strategic part of HR. Indeed, attracting, developing and retaining talent is very close to operational excellence and thus to strategy execution. Page 13
Page 13 EAPM Newsletter November 2018 Is it the End of Talent Management as we Know it?
HRPro.be, Belgium
out. But we all know that ability is a temporary state. Organizations should focus on learning, unlearning, and relearning. Learning agility becomes the skill of the future. And so, HR needs to think about how it might do that. It’s one of the biggest challenges of our times. This will also change the nature of the relation between an organization and its talent.
As organizations will have a limited use of certain talents, it will aim at more temporary relationships with the people who beat that talent. But also, as organizations have less loyal relationships with people, people will also invest their talents in those who bullies is no longer possible. Making Sure: Traditionally, HR and places where it can yield the best Talent Management has to both Talent Management have focused return. And I am not talking only acknowledge and seek to influence on the processes that are related about money. If organisations can the broader context. to people within the company. This become places where talent grows, it has been translated into systems will attract talent. Perform sustainably. Breaking and approaches. One of the more News…Talent Management focuses dubious processes with very limited Willing: this is the story of on performance! We should not focus strategic impact is that of evaluation motivation. We hire people who on happiness, engagement, … or and feedback. It has always been on are motivated, but we should do whatever concept we can come up the agenda, but most organizations everything to keep them motivated. with. It’s about performance. It has report very limited positive results of Talent Managers have tended to been and it always has to be. The the process. keep well away from the field of word sustainably is a necessary motivation. But it is essential for addition. Because HR has to take on Making sure that people perform the success of an organization The the responsibility to make sure that is more than designing and attention for employee engagement negative consequences for future implementing processes. It’s about has not yielded convincing results. employment are limited. So it’s about designing the whole system and talent, but also about health and aligning it to the strategic objectives Nevertheless, we know how human about motivation. Or if you will, it’s of an organization. And as it goes motivation works. And if there’s one about sustainable employability. with systems, everything interacts thing that we do know is that it’s Sustainable employability is the with everything. Talent Management about establishing the right cocktail concept where the interests of and by extension HR has been of meaningfulness, trust, autonomy employees and employers meet. too much isolated from the rest and social support. Is this talent If organizations can provide work of the system. Systems do need management? Well, if it’s not, it’s that is favorable to the employability consistency. about time talent managers become of people, they will benefit as well, the gatekeepers who place talent both in terms of talent attractiveness in the right environment. Hiring and productivity. People who find people to work with a manager themselves in a place that supports there employability will stay longer and perform better. Page 14
Page 14 EAPM Newsletter November 2018 Is it the End of Talent Management as we Know it?
HRPro.be, Belgium
The Questions every Talent Manager has to ask.
So if Talent Management wants to flourish it has to leave its traditional sectors and do other stuff….and ask five questions:
1. What is the value we want to achieve for our customers and other stakeholders (the strategic question)? 2. What kind of behaviours do we need to achieve that value? (The traditional talent management question)? 3. What kind of context do we need to create to enable those behavi- ours (organization design)? 4. What kind of leadership do we 2. They will need to become ad- need to make that context real visors or coaches to the busi- Especially in the field of selection (the leadership question)? nesses. By doing this talent we can expect massive changes. 5. And what is the impact of the managers accept that they do not changes around us on the four own the area of talent manage- 5. Finally, talent management needs previous questions (the change ment? Talent management is not to develop more advocacy. As it question)? a function, it’s a process. And improves its expertise, its confir- talent managers shape, support, med impact on the business, its If you ask these five questions, you guide, inspire, … that process. ability to find agile approaches can build a whole new approach and to build an analytical stee- to talent management. Talent 3. Talent managers need to become ring, it will be able to push the Management no longer focuses on the architects of context. There talent agenda forward. But it can selecting and developing the right are always frictions between only do that when it integrates all talent, but also on the context in talent management objectives on elements that influence the talent which that talent will be integrated. the longer term and productivity issue in one strategic and syste- demands on the shorter term. But mic approach. 5 roles for Talent Managers talent managers need to come up with structural solutions to flexibly Digitisation and Analytics will not Talent Management needs to adopt manage these contradictions. “save” talent management. HR of five roles. Please note the contradiction bet- the future has to use the potential ween structurally and flexibly. of these evolutions. But the most 1. Talent Managers need to remain important message is that Talent experts in their field. Without 4. Talent Managers need to look for Management professionals should expertise there will not be much evidence and become data-stra- stick to the essence of HR: to make impact They can get the expertise tegists. For me talent analytics sure that people are able and willing from other sources, but they will have the potential to leave the to perform sustainably. Everything still need to assemble a strategic area of assumptions and go into comes back to that. and systematic approach to ta- evidence-based process-optimi- lent. Especially in a scarce talent sation. Artificial Intelligence will market, expertise (and creativity) make an end to the more artisan Page 15 will be essential. ways of talent management. Page 15
Page 15 EAPM Newsletter October 2018 The Macedonia Talent Business Incubator
MHRA, Macedonia
A New Talent Management Initiative for Emerging Economies: The Macedonia Talent Business Incubator by Darko Petrovski, Founder of Talent Business Incubator Step-Up and Secretary General of the Macedonian Human Resources Association
Talent is a key driver of economic Companies progress. Talented individuals who demonstrate superior performance in the working place, who inspire other employees to achieve above-average Talents Student Organisations results, represent the epitome of the basic qualities of an organization. According to the Pareto rule, 80% of the value of a company is Universities generated by 20% of the employees (The Nielson Group, 80/20 Talent management, 2007). Talent is a from 1 to 7 (World Economic Forum, that globally approximately 6.000 priority for the economic wealth 2018). An additional disappointing “baby-boomers” retire every day of a country. It can be developed ‘measure’ is the brain drain: 29% (Forbes, 2013). Thus, there is urgent and nurtured by the family, by the of the highly educated citizens live need to accelerate the development educational system and by the and work outside Macedonia after of those in the ‘new generation’ corporate culture. their graduation (World Bank, 2018). than can assume organizational The most successful companies that leadership responsibilities. Macedonia is no exception to the operate in the Republic of Macedonia global problem of talent shortage. suffer from a lack of talent, visible Appropriately focused Talent In terms of its ability to attract, through the poor response to job Management is one of the plausible develop and retain talent, Macedonia advertisements for job positions alternatives for Macedonian is placed 129th out of 140 ranked that require specific knowledge and companies in terms of helping them countries in the World, with an competencies. Demographic trends achieve competitive advantage in average value of 2.24 on a scale add further problems. It is estimated regional and global terms., This aspect of HR, therefore, deserves attention and requires a strategic approach from the company and from Monitoring, support, the educational and the consulting mentorship, sector. career counseling Trainee The Talent Business Incubator programms Step-Up is an innovative Internship Introduction development in Macedonia Candidates and assessment programms for the students onboarding seeking to address human capital development and its meaningful Identification and selection inclusion in the work place. It is positioned as a hub between Talent attraction companies, universities and the
Technical and pools of potential talent. At Step-Up Scholarship business skills programms we consider “Business Talent” development to be any person who has the potential and interest to develop in
Page 16 EAPM Newsletter November 2018 The Macedonia Talent Business Incubator
MHRA, Macedonia
the direction of acquiring business and soft skills that are necessary for the companies for managing people, business processes and development of products, services and the organizational roles in a company, as well as a person who significantly affects its performance. It is commonly estimated that in a single work environment, no more than 3% to 5% of the employees can be classified as ‘talent’. The aim of our business talent incubator is to accelerate the careers of top talents through specialized programs, tailored on the basis of the talent profiles and the company’s needs. DOXTEAM and VORTEKS ED, both and professional development. A flagship initiative is our Talent innovative companies from the ICT Step-Up provides technology and Scholarship Program. This aims to sector and who work predominantly processes for that step ahead and establish and develop long-term in international markets. This year avails a structured development firm relations between the selected we are in preparation of program program which directs the personal business talents and the companies extension by tripling the number of and the professional potential of who provide the scholarships. It companies, the industry areas and business talents aligned with the supports the passionate individuals the scholarships. movements and the needs of the who have shown extraordinary business. results during their studies in More generally the activities of the developing their business skills and incubator promote responsibility and Through a personalized action and provides an early involvement to high performance from all involved development plan the Step-up talents the business world. Our technology parties, always guided by agreed are provided with interdisciplinary involves various processes and goals. Special attention is given training for improving their business procedures aimed at attracting to the clients – the companies - and soft skills and to become and identifying business talents at because each of them represents business leaders and holders of the an early stage prior to the start or a specific story, a life lesson future technological and economic during the first years of their higher and a challenge in the business development in Macedonia, but also education, regardless of the choice which produces their competitive in the regional and global economy. of profession. advantage. We believe that ‘Business Talent’ will In 2017/18 we announced five Developing ‘Business Talent’ should be the drivers of change! And the scholarships for students in the be a priority for the economic Talent Business Incubator Step-up first or in the second year who development of Macedonia. They offers solutions for companies, eager study information technologies (IT) are the future business leaders and to provide premium products and at the universities in Macedonia. they need a helping hand as early services for the local, regional and Co-operating companies included as possible to improve their personal global markets.
Page 17
Page 17 EAPM Newsletter November 2018 Holistic Talent Management
NVP, The Netherlands Holistic Talent Management towards greater organisational agility by Bob Lopes, Randstad, The Netherlands
Over the years, large companies have cobbled together disparate HR management systems, policies and work groups under one talent organization somehow getting it to function, though often with a fragmented approach. The process isn’t ideal, but as long as the payroll gets processed, benefits are delivered and jobs get filled, complaints have been kept to a minimum — until now.
There are a number of critical developments that are changing the status quo by forcing employers to consider a holistic talent approach. For example, with all of the world’s major economies growing, talent scarcity isn’t restricted to just one or two regions; the shortage is agency, reported in 2015 that the considering all worker arrangements widespread. Employers in many region’s temp labor workforce grew — and therefore, every type of industrialized nations now face tight 25% between 2001 and 2012 while talent available. For example, a labor markets and a growing skills permanent hires rose just 7%. hiring manager frustrated by how gap for the first time in decades. McKinsey estimates that 20% to 30% long it takes to acquire a qualified of the workforce in the U.S. and the permanent employee could more Also, workforce complexity is on the EU now perform independent work quickly satisfy their need through rise as companies use more temps, either as a primary source of, or a contractor, freelancer, temp or a contractors, freelancers and other supplement to, to their income. combination of these. Or a company contingent talent to get business that is seeking a very specific skill done. Eurofound, a European public These developments are forcing set might more readily find it in an businesses to reassess their current individual that prefers the flexibility of strategies and workflows more project-based work. than any other factor because a fragmented approach to talent This approach also gives talent simply isn’t a sustainable way leaders options for meeting the to manage growing complexity. company’s resourcing needs. Many employers are now looking Working with a talent advisor that to a holistic model that considers leverages analytics, market data the total workforce, including the and other business intelligence, growing contingent component. Also hiring managers can decide if other referred to as integrated talent, or talent arrangements such as temps, total talent management, a holistic independent or freelance contractors approach quickly and cost-effectively can perform the work required. For delivers the resources needed by example, if analytical data shows it
Page 18 EAPM Newsletter November 2018 Holistic Talent Management
NVP, The Netherlands
takes 60 days to hire a permanent java developer in Amsterdam, a hiring manager facing a tight deadline may choose to use a contractor who is available today.
These types of potential benefits are changing attitudes among organizational leaders. In Randstad’s 2018 Talent Trends Survey of 800 human capital and C-suite executives, more than three-quarters indicate that they have moved beyond conventional thinking about work arrangements and now believe the right person for any role can be an employee or contingent worker. An even greater percentage (81%) say they probably or definitely will implement an integrated talent solution over the next 12 months. It is possible that this is why you the first time that procurement and That’s exciting news because 81% are considering an integrated talent HR leaders are in the same room is the highest level reported since model in the first place, but others together. we began surveying attitudes on around you may need convincing. integrated talent in 2016. It shows When you have support from There’s a lot of legwork to a rapid shift in how talent leaders your leadership team, it will be implementing a holistic talent model. view the strategic value of talent much easier to evangelize to all However, if you can demonstrate the acquisition. You may be among that stakeholders. benefits and help other functional growing majority, but before having leaders to overcome their hesitancy, conversations about transforming 3. Make the business case. you’ll help set your new model up your talent strategy, here are four tips Every organization suffers from some for success. You’ll also find many to help you lead your company in the kind of talent bottleneck, whether external talent advisors that can help right direction: it’s filling hires on time, gaining guide your road map along the way. greater contingent workforce visibility 1. Commit for the long term. or standardizing supplier rates. Want to learn more about the impact A holistic model doesn’t happen Consider how an integrated talent of workforce complexity on integrated overnight. In fact, it’s not a goal, but a solution can alleviate these problems talent adoption? Get your copy of the journey. There are levels of maturity and do your best to quantify the Randstad Sourceright 2018 Talent to an integrated talent solution. outcome. Trends Report. Organizations strive to manage all work arrangements under the same 4. Assemble the team. Randstad, NV, commonly known as program, but it takes time to get You’re going to need help to start Randstad is a Dutch multinational there. your journey, so invite the relevant human resource consulting stakeholders to the table early. firm headquartered in Diemen, 2. Secure executive buy-in. As you scope out the model, their Netherlands. Because the aim is to knock down input is critical in defining the goals traditional talent silos, a holistic and earning buy-in. You may even model will disrupt the status quo. find that a kick-off meeting may be
Page 19 EAPM Newsletter November 2018 DGFP member profile
DGFP, Germany DGFP member profile
About us – DGFP – German Association for Human Resource Management 5 good reasons for DGFP membership
For 65 years, the German Association for Human Resource 1. Help shape the future of HR: 3. One membership for all: Management (DGFP) has been the You and your company are Corporate membership provi- competence and career network part of the strongest HR net- des benefits not only for your for HR enthusiasts in Germany. work in Germany. Since 1952, company, but also for all your The DGFP network involves the we have been strengthening leaders and HR professionals active participation of DAX-listed and successfully developing around the world. corporations as well as small and the area of human resource mid-sized companies, renowned and people management 4. Personal service: All your scientific organizations and within the business, research employees enjoy the unique consultation entities along with and educational world. member services provided by many important human resource Play your role in shaping our network managers concer- management personalities. tomorrow’s HR today! ning individual and corporate HR matters. The DGFP is a registered non-profit 2. Take advantage of the organization and has a total of 2,500 col-lective wisdom: You and 5. Unbeatable terms: Both corporate and individual members. your company enjoy the bene- yourself and your company The Corporate Membership fits of professional experience enjoy attractive price advanta- program is our USP: Our 1,500 exchange, knowledge sharing, ges on all DGFP products and corporate members represent the and networking opportunities services “Who’s Who” of the German business beyond the realm of your own community. All of the approximately organization or country. 40,000 HR employees of our member companies (including those who work outside of Germany) may use our services. This is an asset that makes us attractive for all companies! Together with our members and partners, we drive the progress of today’s people management, thereby shaping the working environments of today and tomorrow. We are
Page 20 EAPM Newsletter November 2018 DGFP member profile
DGFP, Germany
dedicated solely to human resource and people management. This enables us to have a strong voice on corporate HR work when we engage with the general public and policymakers. This inspires us and our members!
Erfa groups – confidential experi- ence exchange at eye-level
The DGFP Experience Exchange (known as “Erfa”) is the DNA of the DGFP. This is where personal exchange and networking is embodied in our organization! Since 1955, decision-makers have been discussing and networking in our Erfa groups connecting with each other in their own Erfa group and across the function-specific and always covering services which are highly valued and entire DGFP community. Each Erfa the latest issues and themes on recommended by our participants. takes place once or twice per year corporate and social policy. We HR generalist or specialist – our and is usually hosted by one of our manage our Erfa groups with passion programmes ensure that participants member companies. and dedication! are familiar with the latest HR trends. Through our certification The range of topics discussed in the HR Training and Certification programme, we accompany and Erfa groups is constantly expanding. guide HR careers and help you act With over 100 Erfa groups we can The DGFP training and certification professionally in your daily work. guarantee the broadest range programmes offer innovative, Come and experience new ways of experience and knowledge sophisticated, well-proven formats of learning in modern formats – exchange on HR and leadership and topical solutions for today’s intensive, innovative and interactive. issues: international, pan-regional HR challenges. For many years we and regional, branch-specific, have been offering top academy Our open training programs are complemented by individual, tailor- made Inhouse Trainings designed in line with your company needs. As highly respected service provider, the DGFP mbH guarantees practical solutions, tailored training content and comprehensive professional services.
High-level conferences
Our annual DGFP//Congress is the HR event for HR professionals and decision-makers in Germany! This year’s congress on 15th and 16th
Page 21 EAPM Newsletter November 2018 DGFP member profile
DGFP, Germany
new books make this trade magazine indispensable for continuing professional development.
DGFP// International
All DGFP members may benefit from DGFP’s extensive international network. Being one of the founding members of the EAPM in 1962, the DGFP is uniquely positioned to help establish company contacts across the entire Europe.
In sum, our members may enjoy international expertise and inter- cultural atmosphere in:
• numerous international Erfa mee- tings, partly organized together with November 2018 in Cologne focuses career training. The monthly issues foreign partner organizations, such on HR Navigating the FUTURE and of the PERSONALFÜHRUNG focus as the annual D-A-CH conference follows the hashtags #Participate! on issues and trends that support • a wide range of trainings in inter- #Discuss! #Listen! You want to know readers in their HR management national HR management, partly in what this means in practice? Then and leadership responsibilities. English language have a look at DGFP // congress Each issue features a special topic, • high-level conferences with interna- 2018 in Köln and join us! once per year in English. Specialist tional speakers around topics such In addition to the DGFP//Congress, articles, interviews, international as global mobility, international we offer a broad range of high- trends and monthly categories on talent management or international level annual conferences around recent legal decisions, labor law and business practices. People Development, Compensation and Benefit, Global Mobility, HR Controlling, Digital Trends and many more.
Magazine – “Personalführung”
Our magazine PERSONALFÜHRUNG (‘HR Management’) is one of the leading HR management trade magazines. It is designed for HR managers and decision-makers of all branches in small, mid-sized and large companies, and also for persons involved in educational and
Page 22 EAPM Newsletter November 2018 2018 Global Talent Competitiveness Index
Talent Diversity and competitiveness will fuel the Future of Work
The 2018 Global Talent Competi- tiveness Index (GTCI) report found that Switzerland still leads the way in terms of talent competitiveness, followed by Singapore and the United States.
The GTCI ranks countries and cities by their ability to grow, attract and retain talent. In general, European countries continue to dominate the GTCI rankings, with 15 in the top 25. The study measures the performance of 119 countries, using six criteria or “pillars”:
Overall ranking Country score
1 Switzerland 79.90 2 Singapore 78.42 3 USA 75.34 4 Norway 74.56 talent – whether that’s people or 5 Sweden 74.32 businesses – and also to those • “Enable” looks at the regulatory, from underprivileged backgrounds, 6 Finland 73.95 market, business and labour women and older people. 7 Denmark 73.79 landscapes and whether they 8 United Kingdom 73.11 help attract people, or put them off. • “Grow” examines how well a country or city develops its people, 9 Netherlands 72.56 • “Attract” assesses how open for example, through a good edu- 10 Luxembourg 71.64 a country or city is to outside cation system that offers lifelong learning.
• “Retain” looks at how nice it is to live there; one of the main compo- nents of talent retention is quality of life.
• “VT Skills” measures the availabi- lity of workers with vocational and technical skills.
• “GK Skills” looks at the availability of global knowledge skills (workers in professional, managerial or lea- dership roles).
Page 23 EAPM Newsletter November 2018 2018 Global Talent Competitiveness Index
Whilst the top ten countries have research staff, providing more skilled among Switzerland’s greatest several key characteristics in talent to the labour market. The strengths The dual education and common they share one major energy and innovativeness of local vocational training system is one of feature: they all have a well- leadership (including mayors and Switzerland’s greatest strengths. The developed educational system ‘talent agencies’) can also play a high level of formal education and providing the social and collaboration significant role. The impact of dense good opportunities for further training skills needed for employability in and efficient information networks is and development mean Switzerland today’s labour market. particularly important when it comes ranks very highly compared to to attracting and retaining talent, as other countries worldwide. The The other characteristics in common shown by the performance of ‘smart country ranks third in terms of both between the top-ranking countries cities’ such as Singapore, Dubai, Abu professional and technical skills and include a flexible regulatory and Dhabi, or Doha. development opportunities. Thirdly business landscape; employment there is an efficient legal system policies which combine flexibility and Switzerland and a healthy market environment. social protection; and external and This strong framework enabled the internal openness. Switzerland was ranked first in the country to reach second place in the Index for the fifth time. The three study’s Enable category. 8 out of the top 10 ranking cities main reasons for this are: are located in Europe, and 2 in Switzerland’s strengths and the United States of America. Switzerland has a high standard of weaknesses Switzerland ranks Highranking cities show similarities. living Switzerland offers interesting extremely well when it comes to As in the case of countries, over time, jobs, high salaries and good international cooperation (ranked higher GDP levels naturally lead career opportunities, and therefore 5th in External Openness). It offers to higher technology penetration, provides a high standard of living. individuals the opportunity to creating ecosystems with better This enables the country to keep complete their education and build a quality education, business, specialist staff within Switzerland career irrespective of their economic healthcare and infrastructure. This (ranked 1st in the Retain category). status (ranked 2nd for Social virtuous cycle leads to stronger SEcondlly Switlerlkand provides Mobility). However, Switzerland talent competitiveness. In addition, good education and vocational does not fare so well when it comes higher-ranked universities attract training; the ‘dual system’ is to openness within its borders, i.e. a superior calibre of teaching and
Page 24 EAPM Newsletter November 2018 2018 Global Talent Competitiveness Index
the social integration of minorities by a culture of inclusion in order Vinod Kumar, Chief Executive (ranked 13th for Internal Openness). to flourish and have real impact. Officer and Managing Director, The country also underperforms Targets and statistics cannot replace Tata Communications, asserts the compared to other nations in the cultural acceptance and openness. view that: “As digital transformation area of gender equality, placing GTCI findings, however, show becomes a priority for more and more 86th among countries with female that there is no absolute model for organisations, highly automated employees holding university diversity and inclusion. Switzerland, technologies fuelled by AI are degrees and 21st for women in for example, does not score as entering the workplace. As humans leadership positions. well as its top GTCI position would and machines start to work side-by- imply on leadership opportunities side, businesses must start viewing Diversity for competitiveness for women. The Nordics score talent and diversity generated remarkably well on most variables competitiveness as extending In addition to the talent related to collaboration, internal beyond humankind to include competitiveness ranking, this year’s openness, social mobility and gender machine. In accepting the primacy report investigated the theme of equality, but they struggle in external of digital infrastructure, neither talent ‘Diversity for competitiveness’. Three openness, and hence in attracting nor diversity will be considered as types of diversity were distinguished: talent. exclusive to people alone.” cognitive, identity and preference (or value). The theme of diversity The report is published by INSEAD, The full report can be downloaded (collaboration between people with the Business School for the World, in at: https://gtcistudy.com/wp-content/ different personalities, knowledge partnership with the Adecco Group uploads/2018/01/GTCI-2018-web. sets, experiences and perspectives) and Tata Communications. Two r1-1.pdf There is also a You Tube was chosen because it plays a comments from the authors of the video at https://www.youtube.com/ critical role in linking talent policies report are worth highlighting. Peter watch?v=TvBAI3t7VZc&feature=yo to innovation strategies. Paying Zemsky, Deputy Dean and Dean of utu.be attention to demographic diversity Innovation of INSEAD, maintains that Visit https://gtcistudy.com/talent- nurtures a sustainable and innovative “Diversity is a crucial leverage for positioning-system/# to test the future and helps organizations innovation”. new GTCI talent positioning system to retain and develop talent. (TPS). This purports to locate the Nevertheless, the report highlights He stresses that “Frameworks for city and country best suited to your that there is a cost to diversity: organisational leadership emphasise talent. It asks for input on the areas people are often ill equipped to the behavioural importance of of your personal and professional collaborate with others who are networking externally rather than life that matter the most to you and different from themselves. internally. Today, fuelled by the then recommends the best countries explosion of information in the or cities based on your selection. The in-depth supplementary analysis knowledge economy, exploiting The Talent Positioning System of the 2018 report reveals how local innovation opportunities compares countries and cities across organisations, cities and nations is becoming more important for influencing factors including the cost are approaching diversity. It reveals the competitive advantage of of living, education, quality of life and that diversity is not an end in itself, corporations than exploiting R&D at business potential. but must always be accompanied corporate headquarters.” Secondly,
Page 25 EAPM Newsletter November 2018 Talent Management: Research Insights
Talent Management: Research Insights
Two articles and one research report sessions, which, like “learning are also taking it upon themselves are highlighted below. With different sprints” in agile project management, to track their own progress, identify foci taken together they add some are brief and spread out to allow obstacles, assess their leadership, valuable insights and perspectives on individuals to reflect and test-drive and generate insights about how to our understanding of the practice of new skills on the job. improve performance. Talent Management Teams: Traditional HR focused The second article is Co-Creating The New Rules of Talent on individuals—their goals, their the Employee Experience by Lisa Management performance, their needs. But Burrell. Companies that are that now that so many companies are are adopting agile talent practices A series of three organizing their work project by are increasingly addressing articles in the project, their management and how employees experience the Harvard Business talent systems are becoming more workplace—in some ways, treating Review adopts the team focused. Groups are creating, them like customers. theme of agility in executing, and revising their goals HR. “Agile isn’t just for tech anymore. and tasks with scrums—at the team Dominic Barton, Denise Carey It’s been working its way into other level, in the moment, to adapt quickly and Ram Charan conclude the areas and functions, from product to new information as it comes in. series with One Banks Agile development to manufacturing to (“Scrum” may be the best-known Team Experiment. The bank in marketing—and now it’s transforming term in the agile lexicon. It comes question is the Dutch based ING. how organizations hire, develop, and from rugby, where players pack ING needed to become nimbler and manage their people.” tightly together to restart play.) They more user-focused to serve its 30
In HR Goes Agile Peter Cappelli and Anna Travis ide4ntify what HR can learn from the ‘tech world’. The authors argue that this ‘learning’ involves move away from a rules- and planning-based approach toward a simpler and faster model driven by feedback from participants.
Performance Management: They suggest that this new paradigm has really taken off in the area of performance management. For example the dropping of the “charade” of the annual performance review, switching instead to frequent performance assessments often conducted project by project. They argue that companies who have most effectively adopt agile talent practices invest in sharpening managers’ coaching skills. Supervisors at Cigna go through “coach” training designed for busy managers: It’s broken into weekly 90-minute videos that can be viewed as people have time. The supervisors also engage in learning Figure: Tribes Squads and Chapters in ING; HBR, 2018
Page 26 EAPM Newsletter November 2018 Talent Management: Research Insights
million–plus customers across the HRM and Talent Management assess research to explain the role of world at every point in their financial talent management in understanding journeys. A first step was to envision the contextual value and different a new agile, team-based system contributions that key people make to for deploying, developing, and the firm’s performance. assessing talent. Subsequently, the headquarters of ING Netherlands, Further insight on this research is home to some 3,500 full-time also available in the CIPDs online employees, had replaced most of its publication “In a Nutshell” No 75 traditional structure with a fluid, agile organization composed of tribes, Human Resource Management squads, and chapters. This organizes Journal; Vol 28, No 1, 2018 people by domain, customer need, and function. After experimenting Talent Management evolving to with this structure in its Dutch retail meet fresh challenges unit, the company decided to roll it out more broadly. This paper, authored by Alison Glaister, Gaye Karacay, Mehmet Thirteen tribes were created to Demirbag and Ekrem Tatoglu address specific domains, such as investigates the link between HRM mortgage services, securities, and practices, talent management (TM), private banking. Each tribe contains and firm performance and examines In-depth case-study research by the up to 150 people. (Employees in the role of HRM/business strategy UKs Institute for Employment Studies sales, service, and support functions alignment in an emerging market shows how organisations at the work outside this structure—in context. Through survey evidence leading edge of talent management smaller customer-loyalty teams, for gathered from 198 respondent are adjusting their priorities and instance—but they collaborate with firms based in Turkey, this study evolving their practices to align with the tribes.) And each has a lead shows that TM, when focused ever-shifting business challenges. who establishes priorities, allocates on a series of practices aimed at The organisations involved in the budgets, and ensures that knowledge developing workforce networks and research included Rolls-Royce; and insights are shared both within social capital, is a key transmission PwC; Standard Life and the UK civil and across tribes. mechanism mediating the service. relationship between HRM and firm The authors argue that implementing performance. The study found that employers an agile talent system doesn’t mean across a range of sectors adopt embracing chaos. “In fact, a system HRM strategy and business a best-fit approach to talent that’s well designed observes clearly strategy alignment increases these management, as opposed to simply defined rules and safeguards to performance impacts but is not an lifting and copying so-called best ensure institutional stability. Every essential component in the HRM-TM- practice from elsewhere. So, they tribe, for example, has a couple of performance link. Understanding the start with the people issues that the agile coaches to help squads and difference between HRM and TM business needs to address and align individuals collaborate effectively in is critical in organisations wishing everything they do with that business an environment where employees to drive business performance. The context. They still pay close attention are encouraged to solve problems on authors suggest that HRM covers to talent pipelines and succession the ground rather than pass them on all of a firm’s employees, while planning for executive and leading to someone else”. TM is applied to exclusive pools specialist roles and for some critical of people, positions or practices operational roles lower down the The New Rules of Talent which have been shown to drive organisation. Management; Harvard Business firm performance. It is this difference Review, March-April, 2018 which means that TM practices and However, there is increasing HRM practices are often confused, emphasis on sustaining active which can be challenging in HR skill and career development for practice. However, the authors broader core professional groups.
Page 27 EAPM Newsletter November 2018 Talent Management: Research Insights
Professional expertise is hard to recruit its well-established approaches to It is increasingly linked with creating in many occupations and sectors, attracting and developing future a more diverse and inclusive and experienced professional leaders. workforce and organisational employees are often targeted by culture, to bring fresh thinking to other employers. These people are Management development remains business challenges. Recruitment, the backbone of expertise in the high on the agenda but especially development and promotion practices business, and they need to keep strengthening the skills of all first are being used to challenge stereo- up-to-date and flexible to take line managers for their crucial role in types more strongly and shift diversity businesses forward. The research engaging and developing others. at senior levels more rapidly. sees a strong emphasis, for example, on the continuous development of With an ageing workforce in many Institute for Employment Studies, the engineering workforce in Rolls- UK businesses and occupations, 2017; Talent Management: learning Royce, and finance professionals and bringing in the right kinds of young across the sectors consultants in PwC. The Civil Service people for the future in a wide range is also strengthening professionalism of occupations is now a much more in a range of occupations, alongside explicit aspect of talent management.
Page 28 EAPM Newsletter November 2018 EAPM Event Calendar
Date Event Location Internet link
01.-02.11.2018 26th PERYÖN People Management Congress İstanbul, Turkey
07.-08.11.2018 CIPD Annual Conference and Exhibition Manchester, UK
HR Norge – HR Forum “Leadership, Strategy 07.-08.11.2018 Oslo, Norway and the role of HR”
APG – 51º Encontro Nacional da APG: «Novos Rumos na 15.11.2018 Lisbon, Portugal Gestão das Pessoas: arte, ciência e humanidade»
15.-16.11.2018 DGFP//Congress – Navigating Future Köln, Germany
20.11.2018 HENRY & Alma Talent – HRx 2018 Helsinki, Finland
27.-28.11.2018 CIPD – HR Analyics Conference and Exhibition London, UK
27.11.2018 CIPD Northern Ireland Annual Conference Belfast, UK
06.12.2018 NVP – HR Proffie Nijkerk, The Netherlands
11.-12.2018 CIPD – Employee Experience Conferences London, UK
19.12.2018 ISHR – HR Excellence conference Kfar Saba
Imprint © November 2018 EAPM Secretariat c/o Deutsche Gesellschaft für Personalführung e.V. (DGFP) Hedderichstraße 36 D-60594 Frankfurt Germany Email: [email protected]