2. Summerbrook
Development
Agenda
Share experiences and key tools used to
get Early Talent included on the
organisations talent management agenda,
and some tools and techniques for
ensuring it continues to deliver value to
the business.
3. Summerbrook
Development
Summerbrook Development
Ltd
• John Slattery – Coach, trainer and consultant
supporting companies and universities
• 20+ years experience in recruiting & developing
apprentices, interns and graduates
• Most recently Group Head of L&D at United Biscuits
6. Summerbrook
Development
Answer
• Date of Birth
• Cut-off date for youth clubs is December 31
• Players born earlier in year are older (faster & stronger) by
the cutoff and more likely to make the team
• ‘Early Birthday’ players secure access to better coaching and
competition, making them more likely to make the next elite
team
Born Jan,
Feb, Mar
Born Oct,
Nov, Dec
Born Jan,
Feb, Mar
Born Oct,
Nov, Dec
Born Jan,
Feb, Mar
Born Oct,
Nov, Dec
50%
17%
England
50%
15%
Germany
47%
4%
Italy
8. Summerbrook
Development
So………………..Early
Talent
• If you want to successfully grow talent for
the future:
– Clear vision, shared by all – especially
senior management
– Sufficient investment of budget and
resource
– Sustainable talent management
processes
– They need to be able to play
–
9. Summerbrook
Development
So what is wrong with many
company’s Talent Pipelines?
“…the pipeline model of
succession planning is
leaky, rusty and
fundamentally broken…..”
Corporate Executive Board (2013)
“Leaky”: Turnover, lost
aspiration, changing preferences
“Rusty”: Future misaligned with
current ability. Organisations
want to replace 1/3 of bench.
10. Summerbrook
Development
• Senior perception – Not business driver, long term
proposition, easy to cut, bigger process is broken
• Management perception – dips in performance &
engagement, increase in leavers, not able to fully
satisfy their HiPo’s
• HR perception – no measure of value (ROI), limited
career paths, low post programme support,
limited linking with HiPo Talent Plans, limited
dedicated support for post programme talent
So what is wrong with many companies Early
Talent Pipelines?
11. Summerbrook
Development
What evidence is there?
• Chartered Institute of Personnel & Development (2013)
– 75% of companies do not perform Talent Management for graduates
• Corporate Executive Board (2013):
– “…the pipeline model of succession planning is fundamentally
broken…..”
– “Less than 30% of rising leaders are of sufficient quality…..”
– “1/3 of the positions that pipelines are being built for will not exist
by the time a leader reaches them”
– “25% of leaders believe there are opportunities for career
advancement….”
Association of Graduate Recruiters (2013)
– Under 33% of companies measure ROI on graduate progs.
– 56% of companies monitor salary progression
Corporate Leadership Council
– Successful HiPo Development can lead to a 15.4% advantage in Total
Shareholder Value
12. Summerbrook
Development
So what can we do to address
this for Early Talent?
1. Raise the profile of Early Talent
– Senior Management Attention
– Return in Investment and personal involvement
2. Integrate Early Talent into company talent strategy
– Expand strategy to include graduates and create career
paths
3. Tactics to increase sustainability
– Linking levels of leaders and delivering career skills for
graduate and managers
13. Summerbrook
Development
1. Raise the Profile - ROI
Options
• Return on Graduate hires
– Work value added (sales, increased efficiency/quality etc)
– Value of accumulated ‘in-company knowledge and experience’
– Future succession plan potential (to leader)
– Strong employee value proposition
• Cost avoidance
– Employees leaver after short stay
– Poor recruitment decision
– Slow pace of ‘getting up to speed’
– Poor employee value proposition
Choose the ones you want to use!
14. Summerbrook
Development
ROI on Graduate to Leader
Pipeline (per grad)
Promotion
No. Salary
Salary Saving
(10%)
Pot. Rec. Fee
20% 1st Yr Salary Sub Total
27,000
1 32,000 3,200 6,400 9,600
2 38,000 3,800 7,600 11,400
3 45,000 4,500 9,000 13,500
4 52,000 5,200 10,400 15,600
5 60,000 6,000 12,000 18,000
6 70,000 7,000 14,000 21,000
7 92,000 9,200 18,400 27,600
8 120,000 12,000 24,000 36,000
£152,700
15. Summerbrook
Development
How to measure ROI of
Tangibles?
=
£152,700 - £37,500
£37,500
X 100% = 307% ROI
(£115,200)
* Initiative Spend (Estimated recruit cost, 1st Yr
Grad Salary, tax, training spend) = £37,500
Calculate an average for a typical year group
Career
ROI
Improvement - Initiative Spend
Initiative Spend
*
X 100%=
16. Summerbrook
Development
How to measure ROI of
Intangibles?
=
£270,000 - £37,500
£37,500
X 100% = 520% ROI
(£232,500)
* Improvement in sales growth of £27m since they joined the Sales function. Could also be
improvements in efficiencies, quality, waste attributes to them being internal promotions.
Calculate an average for a typical year group
Role
ROI
1% Improvement - Initiative Spend
Initiative Spend
*
X 100%=
17. Summerbrook
Development
2. Integrate Early Talent into
Company Talent Strategy
Learning &
Growth
Financial Internal
Business
Processes
Customer
• Turnover, EBITDA
• Cash Flow
• Return on Capital Employed
• Financial Results (Monthly,
Quarterly)
• Outline key activities per
function
• Key process alignment
• Focus on efficiency and
customer
• Develop new ‘Solutions
Strategy’ and align with
existing ‘Product Strategic
Plan’
• Ensure clarity of product
provision
• One face to Gillettte across all
products and companies
• Clear Business Solutions
message to all customers
• Grow technical capability in new
product areas
• Embed new competencies and
behaviours across EMEA
• Grow leadership bench strength
in all key HiPo areas including
Graduates
18. Summerbrook
Development
2. Integrate Early Talent into
Company Talent Strategy
Comp & Benefits
Key Metrics Capability
Talent Strategy
• Maintain turnover at 4%,
• Engagement average up 4
points
• Overhead budget be
maintained
• Reduce succession gaps to
5%
• Create Academy for Finance
• Deliver Sales training to
support price increase
strategy
• Maintain HSE achievement
levels
• Develop post graduate
programme training
programme
• Develop new process for
Expats
• Accelerate HiPo dev in Sales
• Reduce cost of recruit. To
£1.2m
• Extend Talent Pipeline to
• Benchmark salary spend with
peer companies
• Find alternative to current health
insurance provider
• Launch an on-line benefits info
tool for all employees
• Harmonise European benefits
19. Summerbrook
Development
2. Integrate Early Talent into
Company Talent Strategy
Managing
Self
Managing
B. Units
Managing
Functions
Managing
Managers
Managing
Others
Managing
Enterprise
HiPo Population
22. Summerbrook
Development
2. Integrate Early Talent into
Company Talent Strategy
General
Mngrs
Deborah
Green
Julian
Taylor
Paula Priest
Kevin Peters
Z1 Direct
Reports
Christopher
Wilson
John Tierney
& Peter
Jarvis
Colin Smith/
Michelle
Cleary
External
Heidi
McCarthy
Emergency
Cover
Pat Binkley
ExternalExternal
Heidi
McCarthy
External
Ready in 1
year
R.Cousins /
J.Edwards /
B.Maloret
Heidi
McCarthy
Ray Martin Tom Slater
Hilary
Backwell
Ready in 2
years
Joe James
Barry Bradley
C.Wood /
P.Bradbury
J.Edwards
Ray Martin
23. Summerbrook
Development
2. Integrate Early Talent into
Company Talent Strategy
General
Mngrs
Deborah
Green
Julian
Taylor
Paula Priest
Kevin Peters
Z1 Direct
Reports
Christopher
Wilson
John Tierney
& Peter
Jarvis
Colin Smith/
Michelle
Cleary
External
Heidi
McCarthy
Emergency
Cover
Pat Binkley
ExternalExternal
Heidi
McCarthy
External
Ready in 1
year
R.Cousins /
J.Edwards /
B.Maloret
Heidi
McCarthy
Ray Martin Tom Slater
Hilary
Backwell
Ready in 2
years
Joe James
Barry Bradley
C.Wood /
P.Bradbury
J.Edwards
Ray Martin
25. Summerbrook
Development
L&D Investment Prioritisation
(Are we focussing on the right initiatives?)
30%10%
40%20%
Proprietary knowledge
and skills focused on
promoting the
effectiveness of
operations and process
“Run the business”
(Maintenance)
“Advance the Strategy”
(Growth)
Inside UB
(Proprietary,
Differentiating
Knowledge
and Skills)
Outside UB
(Generic
Knowledge
And Skills)
Proprietary knowledge and
skills required to enable the
achievement of organisational
growth targets
Generic knowledge and skills
required to enable the
achievement of organisational
growth targets
Generic knowledge and skills
focused on promoting the
effectiveness of operations
and process
=30% =70%
=60%
=40%
26. Summerbrook
Development
5 Tools To Get You Started
30%10%
40%20%
Proprietary knowledge and skills
focused on promoting the
effectiveness of operations and
process
“Run the business”
(Maintenance)
“Advance the Strategy”
(Growth)
Inside UB
(Proprietary,
Differentiating
Knowledge
and Skills)
Outside UB
(Generic
Knowledge
And Skills)
Proprietary knowledge and skills required to
enable the achievement of organisational
growth targets
Generic knowledge and skills required to enable
the achievement of organisational growth
targets
Generic knowledge and skills focused on
promoting the effectiveness of operations
and process
=30% =70%
=60%
=40%
P
T
J
S
AT
27. Summerbrook
Development
3. Tactics to Increase Early Talent
Sustainability
1. Linking Levels of leaders
i Leader responsible for an employee
●
Mentors at critical career junctures
●
Coach for specific development needs
●
Reflected in leaders performance review
ii Leaders attend development events
●
Share vision & show commitment
iii Graduate projects pitched to senior team
28. Summerbrook
Development
3. Tactics to Increase Early Talent
Sustainability
2 Build Career Skills
Manager:
‘Guiding the Development of Others’
Graduate:
‘Taking Charge of Your Development’
29. Summerbrook
Development
Taking Charge of
Your Development
• Understanding the company
career development processes
• Understanding your career
motivators, values, style, and
barriers
• The value of feedback
• Planning for career
conversations with your
manager
• Creating & monitoring
development plans
3. Tactics to Increase Early Talent
Sustainability
Guiding the Development of
Others
• Understanding the company
career development processes
• Career Coaching Key Principles
• Managing career discussions
• Motivating your employee
• Development & carer path
planning
• Company systems & tools
