Conference Links Talent to Strategy | HRM Today

The focus of the 2012 Marcus Evan?s?Talent Management & Leadership Development Canada?conference was on refocusing the talent value chain to the organization?s vision. To set the stage for the conference, two data points were shared from recent i4cp research. The first is that high-performing organizations use customer related measures for their key performance indicators (KPIs) of leadership success more often than low-performing organizations (54.2% HPOs vs. 16.7% LPOs). The second was that high-performing organizations have a greater focus on segmenting critical roles and top talent when they are designing incentive pay.

Throughout the two-day event, attendees heard from a variety of senior HR leaders and their business leadership peers about how they are making business impact through strategic HR alignment. Glem Dias, Director of Strategic Talent Management at Pitney Bowes Canada, kicked off the first day by noting that investment analysts are looking for bench strength within organizations as they assess value. He noted that Pitney Bowes has identified 60 roles across the organization that are most critical to the success of their five year strategy and have aligned developmental efforts to support those future state needs.
Other highlights from the conference included:

• A focused look at key talent management metrics that are shared with the board. Cheryl Fullerton, VP of Total Rewards and Performance Management at Maple Leaf Foods, shared three metrics they use, including the percentage of roles with two or more successors, the percentage of top talent retained and internal fill rate.

• Several practical methods for sparking ?real? conversations about talent. Logie Bruce-Lockhart, Director of Talent Management at Sobeys, leverages a playground technique of picking teams as a way to get leaders to evaluate and discuss top talent. Natasha Rambaran, Director of Human Resources at Weight Watchers Canada, shared three questions for goal setting self-reflection and discussion with managers. Francine MacInnis, Interim Executive Director of Talent Management and Organizational Development at CBC/Radio-Canada, encouraged innovation through an art exercise that challenged the audience?s openness to innovation.

• An examination of how curiosity ? focused through a business lens ? is crucial to effective of HR practices. Lisa Butler, Vice President of Human Resources Canada at Manulife Financial, discussed how they are looking for the underlying business implication across the data points that HR collects. Stephanie Argentine, Director of Global Talent Management and Organizational Development, shared how her team looks for the ?crack in the door? in order to identify business needs, how they generate internal support for change and how they create a business ?pull? instead of and HR ?push.?

As the conference concluded, Sylvain Messier, CA Vice President, Strategy and Development at The Standard Life Assurance Company of Canada, tweaked a Talent Management adage to provide his business viewpoint. He noted that their workforce planning efforts are designed to get the right people, at the right time, for the right cost. Yes, cost is in their equation as they think about when and where they need talent to make progress. As I reflect on the strategies of high-performing organizations, I think this twist to focus on costs provides clarity for assessing whether HR processes are designed with the bottom-line goals of the business in mind.

Source: http://www.hrmtoday.com/featured-stories/conference-links-talent-to-strategy/

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