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OCTOBER 2011 |
In this issue
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In other news
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Head Light at the Talent Management Association (TMA) Conference
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The TMA is just getting started - a not for profit organisation for Talent Managers. We're delighted to have been part of this and to be a sponsor and speaker earlier in October at their conference. Great debate and discussion - watch this space!
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User Group - 20th October
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With the sole remit to look at how we can work together to create a better Talent® platform, our User Group is a critical part of our product roadmap. Much of our product idea testing is also done via this route: it's always an exciting day. We're looking forward to it. |
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Is everything in place?
It's October - a key month in many of our customers' calendars. It's a month of 360 degree processes, annual reviews and finalising plans for succession and high potential development for next year.
For us too it's a key month. We're launching one of the most significant upgrades to our online Talent® platform at the CIPD Annual Conference and Exhibition and we're giving some of our users a preview this month.
We've been working on this new version since the summer - and we're pleased at how effectively we've been able to give users more valuable information. For example, what if you could pull together a team from anywhere in your business and instantly see what Strengths, Weaknesses and Hidden Talents it has? Alternatively, examine the teams you have and create focussed plans to address their shared development needs. This is just an example of what's possible with Talent® Version 6.0!
Soon you'll be able to experiment with Talent® for yourself. We've created a way for you to access a store of people information - fictitious of course - on which you can then draw. You'll experience just how straightforward it is to make the right talent decisions when you have the right information, tools and reports.
 Customers continue to come on board and you can read below how DB Schenker is starting out with its 360 review of some of their senior management team. We also welcome Lancashire Police, Ramsay Healthcare and the success in North America for our partner TalentGuard Inc. for their work with Tokyo Electron, using Talent®.
Finally, this month sees the last in our three-part series - Developing your Talent Management Strategy - and our preparations for the CIPD Annual Conference and Exhibition next month.
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Talent® - taking talent management to the next level
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HR practice, talent management activities and organisational structures differ between our clients. One size rarely fits all - and yet what one customer finds useful is often useful to others too. So when we work with clients who surface new requirements, we always look to see how we can then make that available to others. The result is an ever-improving talent management system which reflects how businesses and talent are changing.
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Our online talent management platform Talent® connects with all our talent modules and our latest release - Version 6 - not only refines further its usability but includes significant functional upgrades and enhancements.
For example, users will now be able to identify those at risk of becoming leavers in the short-term. In addition to identifying the 'people-risks' in your business, you can also show how your succession plans deliver pipeline for critical posts and more. We have designed and built a new module to support succession planning (Talent Successor®) and improved Talent 360, Talent Safeguard and enhanced performance management capabilities.
We're showing the upgrades for the first time at the CIPD Annual Conference and Exhibition in Manchester in November but for a sneak preview of what it can do for you and be one of the first to see it, get in touch. |
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Talent Performance® - better performing people
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Performance Management is a real problem for many organisations. Getting the balance right between the of needs HR, managers and employees means that Performance Management delivers benefits to all of these stakeholders. Our upgrade to our Performance Management module (formerly called Talent 180®) provides six key tools to enable the development of both a performance management practice and culture. By mixing and matching which tools you apply, you can introduce a new performance management process that really suits your organisation and benefits your business.
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For example, objectives can be cascaded down the organisation ensuring the link between strategic goal and individual objective. Any role-specific behaviours can be assessed by both the manager and employee and the data brought together easily and visually to help the conversation about next steps. Interim reviews are also provided together with a quick-access Performance Journal to allow your staff to record those 'flashes of brilliance'!
With these tools, your appraisal process need not be seen as a simplistic manager-employee form filling exercise - it builds in, and monitors, the ongoing actions, goals and development of the person. By bringing all these activities into one place and sitting them next to performance objectives, and making it all available with a single click on the user's own customisable MyPage, it helps to put continuous development and performance management at the centre of the appraisal process.
Users can also integrate this with other modules from the Talent® suite. With Talent Navigator®, employees can identify future career paths and potential roles of interest and include this for discussion with the manager or HR Business Partner.
We'll be launching Talent Performance® at the CIPD Annual Conference and Exhibition next month but to be one of the first to see it, get in touch. |
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"The buck stops here". Managing High Potentials, maintaining coverage for critical posts, ensuring succession - it's all down to you.
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Can you answer, in an instant, the following questions about your organisation:
- Who are our High Potential individuals?
Who have we missed?
- Which of our High Potential individuals have an increasing risk of leaving us?
- Which of our Succession Plans are at greatest risk of failing to deliver?
- Which high performers must the organisation focus its retention efforts on?
- Who, for example, speaks Spanish, wishes to move internationally, has high level commercial skills and experience in the past of working with the community?
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How did you do?
Or alternatively, could you provide:
- Succession plans for Managers, those more likely to leave and Critical Posts?
- By role or even skill set, a list of those currently unidentified future successors?
- A list of those who are immediately ready to take on new challenges in specific business areas or roles?
- Potential team members, matched to deliver a specific programme such as a merger?
We can help.
Using Talent®, you'll be able to do all of the above and more.
Try your hand at tackling a range of reality-based business scenarios. These range from new business acquisition and integration through to sales team enhancement and individual career choices.
By working through the scenarios - and challenging yourself to see if you make the 'right' business decision - you'll see how Talent® can help and prove the value of Talent Management in your business and save the day!
We'll be launching this at the CIPD Annual Conference and Exhibition next month, but if you want to be one of the first to take a look at this, let us know. |
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Customer case study - senior management 360 at DB Schenker
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We're delighted to have started to work with DB Schenker - one of the world's leading transport and logistic companies - as they start to use Talent 360®.
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Having been through a business reorganisation, some of the new UK senior management team at DB Schenker asked to take part in a 360 process - to learn more about themselves and each other.
After research and a formal tendering process, Clare Hannah, Head of Organisational Development, selected Head Light - and she's happy with how the relationship is progressing.
"We know we've made the right choice. I really believe that their system is one of the best - it's cost effective, easy to use and highly professional. There are other 360 systems on the market but we didn't find any which matched Head Light's Talent® software for flexibility and usability. On top of this they've been flexible, accommodating the shifts in the project as it progresses and have provided professional occupational psychology input into our own internal processes."
"We now not only have our own 360 questionnaire built around the DB Schenker global values, but we have an online system about which we haven't had a single issue, complaint or murmur (which is unusual when introducing a new online process). And, we get all this at what works out to be about half the cost of a generic, standard proprietary survey from other suppliers!"
We're all enjoying working with Clare and her team - and looking forward to
future projects.
If you are interested in looking at helping your senior management team to get a fuller picture, please get in touch now. |
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Developing your Talent Management Strategy - Part Three
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Having looked in the first two parts of this series at how best to get started with a talent management strategy, how to engage with both the management team and line managers and the role of the competency framework, this month we look at some of the practical applications.
We consider recruitment processes, the approach to performance management, the role of succession planning and how to retain and engage with employees. We also look at how to analyse and evaluate your practises and how to celebrate success. Read on.
If you have missed Parts One or Two, you can still read these.
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