Talent Evolution What stage are you at?

Finding your position We’d like you to think about your organisation and ask yourself: –Do we have a strategic approach to talent management? –Do we have a systemic approach, or do we do it sporadically? –Are our executive team engaged in talent? –Who champions talent management? –Do our systems and processes support talent management?

Talent Evolution Grid Where would you place your organisation? Conceptual Acceptance There is an organisation wide definition of talent There is a talent strategy The CEO and Executive Team endorse the importance of talent There is a talent champion Time allocated at the Board to discuss talent The Senior team act as role models There is a collaborative approach to talent management Talent Management is part of management Employees are encouraged and are confident in taking responsibility for their own development There is a business case for investment in talent Diversity is enhanced by talent management Practical Implementation There is integration /alignment between the business strategy/OD/Leadership and talent Outputs are both transformational and transactional There are systems and processes in place- appraisals/inductions Performance management reflects talent management The tools of talent management are used extensively- talent conversations TM used along the employment life cycle Cascade of mentoring of next in line talent TM language pervades people processes- recruitment/induction/ongoing development Information management systems are up to date There is employee buy in to talent management Talent champion (high level engagement, not much output) Talent system (practice aligned with vision and strategy) Talent desert (no engagement, no practice) Talent factory (lots of output, but sporadic approach) Conceptual Acceptance (CA) High Lo w Practical Implementation (PI)Low High

What does each box look like?

Engagement Plans