1. Linking Talent Management to The Strategy
Herbert L. Drayton III
President and CEO Vertical Holdings

2. Agenda Defining talent management and the employee lifecycle
A note about millennials
Cascading organizational strategy and goals

3. Who Owns Talent Management?

4. Human Resources
The Economist magazine recently said that CEO’s across the world rated HR as their worst performing business function.
Business acumen is the single biggest factor that HR professionals lack today. – Fast Company
HR is often the scapegoat when companies aren’t getting the results they want. – Business Week
HR is the area that is seen to only cost the company money. – Personneltoday.com
The biggest gaps (in HR effectiveness) came in the most important, strategic aspects. – Cornell University Study

5. How to Overcome These Challenges
Link talent management to specific business outcomes
Partner with leaders from all business units
Know your business: structure, how it makes money, politics, culture, strategy

6. What is Talent Management
Talent Management is a holistic and strategic approach to the employment lifecycle.
This includes previously separate functions such as employee engagement, training & development, and organizational development

7. The Lifecycle of an Employee
Starts before someone joins the organization
Progresses through their employment history
Does NOT have to conclude with separation

8. Typical Practices in Talent Management
Recruiting and Selection
Onboarding
Goal Setting
Job Profiles
Competency Models and Processes
Performance Management
Succession Planning
Career Progression Maps
Workforce Analysis Reports and/or Needs Assessments
Development Planning
Compensation Planning and Administration

9. Three Ways Millennials Impact Talent Management

10. Transparency
Millennials are keen on organizations that understand who they are and what they want. (Perhaps we all are, but Millennials won’t settle for anything less!)

11. Personal Development
Millennials ally themselves to institutions far less than their older peers – and that includes their employer.
When they move, they’re looking for positions providing personal development and the chance of career exploration.

12. Social
Being connected is part of life now, and especially so for a generation that has grown up knowing nothing else. Again, organizations are bending to this, ensuring internal systems are not just mobile-compatible, but are designed from the start with mobile in mind.

13. Talent Management is Hard Stuff

14. Talent Management Effectiveness
What is the baseline for each role and its value to the organization
Where are you now (gap analysis)
Work with the leaders of the organization to determine the talent management vision
Create a sustainable roadmap to get there

15. Linking Strategy to Talent Management
Business Strategy
Financial
Patient (Customer)
Internal
Knowledge
Targets
Initiatives
Subcategory of initiatives supported by Human Resource
Support for improving financial management
Financial contribution of HR (ROI)
Support for improving employee-customer interactions
Support for improving internal management
Developing core skills and competencies
Targeted development of skills
Talent Management Strategy

16. Linking People to Strategy
If talent management is about the people processes in an organization;
and…
People drive the execution of strategy;
then…
Talent management drives and enables people to execute strategy