staffing industry analysts - concurrent session: thought … · 2020-06-20 · improve your...

13-14 May 2014 | Lancaster Hotel

Concurrent Session: Thought LeadershipThe Value of Talent and the Modern Day Workforce

Moderator: Paula Parfitt, Sales & Marketing Director,Randstad Sourceright

Panellists: Alun Soper, Head of Recruitment, Capgemini Stuart Woollard, CEO, OMR Group

TUES 13 MAY 15:00-16:00 WESTBOURNE 2-4

Sponsored by:

the value of talent and the modern day workforce

Paula Parfittsales & marketing directorRandstad Sourceright

3

Session outline

• Key findings from global research on the perceptions of talent– Paula Parfitt – Sales & Marketing Director, Randstad Sourceright

• How to evidence the value of talent within your business– Stuart Woollard – CEO, OMR

• Case Study: Approach to talent within capgemini– Alun Soper – Head of Recruitment, Capgemini

the workforce challenge: perspectives on talent acquisition & the changing global workforce

Paula Parfittsales & marketing directorRandstad Sourceright

5

the value of talent to the business

• A competitive global business environment: drives organisations to find new ways to boost competitive advantage

• Talent drives competitive advantage:business leaders are recognising the link between talent and business value as a key component to creating that advantage

• Talent is strategic to the business: talent leaders are compelled to take on a larger role in strategic planning, create metrics that support objective decision-making and demonstrate the value of talent to the business

6

about the survey

• Perceptions about the availability of talent

• The gaps in skills

• The impacts of those gaps

• Efforts to address these issues

• Perceptions about the value of talent

7

is there a drought of talent?

• Organisations perceive ongoing scarcity in critical positions

• Most companies experience strategic business setbacks

• Develop and deploy a full arsenal of strategies to retain positioning, much less gain ground

8

perceptions of talent scarcity (by levels of experience)

9

impacts of talent scarcity

10

strategies to address the challenge

11

Strategies to address the challenge:targeting by talent type

• North American and EMEA respondents differ significantly.

• Vocational apprenticeships are much more widely embraced among EMEA respondents.

• Contingent and contractor engagement is much stronger in North America.

12

how strongly do different stakeholders rate the importance of human capital to the success of the organisation?

perceptions: the value of talent

13

perceptions: the value of talent

To what extent does the quality of talent influence market value for a company? (% of respondents answering)

14

Summary

• Perceptions about the availability of talent - scarcities are increasing, particularly in light of coming changes due to broad global demographic shifts

• The gaps in skills - largest gaps are in Healthcare & Medical, Technical, Engineering and Research & Development

• The impacts of those gaps – are perceived to be particularly on productivity and development

• Efforts to address these issues – focus on integrated talent management strategies with effective measurements

• Perceptions about the value of talent - most agree that talent is at the cornerstone of every business

Understanding value creation and risk from your talentAn introduction to Organization Maturity Ratings

Improve your Organization’s MaturityIncrease your Organization’s ValueEnhance your Societal Impact & Reputation

DefinitionOrganizational & HR Maturity is the extent to which anorganization realizes its’ human potential such that it maximizesthe value it can create. Human potential in this context relates notjust to an organization’s people, but to all people connected withthe development, production and supply of an organization’sgoods and services. Value relates to value generated by referenceto the organization itself (i.e. productivity, quality, financial, efficiency) and valuegenerated by the organization in a societal context (e.g. economic, well-being,environmental).

OMR© is an assessment of the extent to which an organization is designed around the goal of maximizing its value, while controlling risk, with emphasis on its ability to manage its human capital to best advantage.

THE TEN ‘PILLARS’

Value MotiveValue

MotiveWhole systemWhole system

Learning Organization

Learning Organization

Improvement philosophy

Improvement philosophy

People riskPeople risk

Human capital ethos

Human capital ethos

Trust, engagement, cooperation

Trust, engagement, cooperation

Performance system

Performance system

CommunicationCommunication

Business/ people

strategy

Business/ people

strategy

Measuring firms against maturity dimensions

Stage 2Good ProfessionalPractice

Stage 3Effective Management

Stage 4Human Capital becomes integral to business operations

Stage 5Transition: operationalto strategic focus

Stage 1PersonnelAdministration

Board & Executives resistant/unaware of people & human capital value up to this

point

Stage 6Organisation becomes a whole system

Stage 0No ConsciousPeopleManagement

Maturity spectrum:OMR ‘AAA’ Scales

LONG TERM - STABILITYSHORT TERM - UNSTABLE

A+ to

AA

-

AA

A

BB

B to

ABB

B-

BB

+

BB

C B

OMR

Maturity in practice: value outcomes

Early indicators

Exec expectations of human capital & value now aligned with HR Business now adopting a new language around HCM 10 Pillars embedded into assessment of planned people activitiesMaturity provides new framework for value based assessments and decisionsMature thinking becomes conscious & senior execs now lead on HC initiatives Practically HR now focused on the business rather than blindly adopting "best HR Practice”

Maturity 2.46: OMR equivalent rating ‘BB’

Maturity & talent management: some key questions

What is our talent – how is it defined? Who is important – individuals or roles & how do we

measure? How do we resource our firm – external vs internal? Does our talent system work with other systems? Are our talent systems fit for purpose; and Why does this all matter – what is the connection to value & risk?

See handout - Towards Mature Talent Management: Beyond Shareholder Value – David G Collings Human Resource Development Quarterly (2014) Forthcoming

Thank you

[email protected]

Improve your Organization’s MaturityIncrease your Organization’s ValueEnhance your societal Impact & Reputation

Next IHRM orientation: King’s College London 8 & 9 July 2014

Alun SoperHead of Recruitment

13th May 2014

23Copyright © Capgemini 2012. All Rights Reserved

Presentation Title | Date

About Capgemini

With more than 130,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services.

Employees are seen as our clients’ experience of Capgemini - we require the best talent available which means recruitment is at the top of our business agenda.

http://www.uk.capgemini.com/about-capgemini

2



Our Talent Goals

Talent

Enable informed decisions



Holistic talent model

2

Capgemini Talent

Learning & Development Programmes

IT Sector

Diversity

Promote from within

Home Grown Talent

Flexible Resourcing

Employer Brand

Talent Communities



Talent Acquisition Priorities for 2014

2

Aligned to Group

Enhancing & Developing our ServiceRedefining our service, measures and continuous improvement

Employer BrandingCreating an attractive talent acquisition brand

Strategic Talentpooling Forecasting, business alignment and direct hiring

Recruiting the right talent profileReview our selection process to ensure quality hiring

Create a streamlined approach to hiringE2E Process Review from sourcing to onboarding

Tools & TechnologyTalentlink implementation & Social Recruiting (LinkedIn)



www.uk.capgemini.com

_______________________________________________________________________

People matter, results count

e: [email protected]: @CapgeminiUKppl

staffing industry analysts - concurrent session: thought … · 2020-06-20 · improve your...

Documents