Critical Talent Pipelines Web Seminar presented 3rd May 2012 by Susan Graeme and Chris Phillips of Taleo

1. AGENDA
14:00 - 14:05 Welcome
Susan Graeme, Marketing Director, Taleo
14:05 - 14:40 Critical Talent Pipelines Research 2012
Chris Phillips, VP Marketing, Taleo
14:40 - 14:50 Q&A
Chris Phillips, VP Marketing, Taleo
TALENT INTELLIGENCE

2. Taleo’s Social Community
Taleo
Event Hashtag: #TalentPipelines
Taleo, Talent Intelligence Community

3. Critical Talent Pipelines
Chris Philips, VP EMEA Marketing, Taleo

4. Critical Talent Landscape
TA L E N T I N T E L L I G E N C E

5. Changing size of the workforce in 2012
Expected change in size Expected number of people leaving
of workforce in 2012 voluntarily compared to 2011
Decrease Lower Higher
20% Increase 21% 22%
30%
Stay the No change
same 57%
50%
Q1. How do you expect the overall size of your workforce to change in the next 12 months?
Q2. Do you expect the number of people leaving the company voluntarily over the next 12
months to be higher or lower than the previous 12 months? TALENT INTELLIGENCE

6. Ability to grow is the main concerns for
companies
94% of companies define some roles within their organisation as critical
Yet only 60% are fully confident they have the best people in the
right places to drive growth… 40% are not
TALENT INTELLIGENCE

7. Importance of visibility of talent needs and
gaps
Extremely important Important
All sectors 64% 31% 95%
Financial services 71% 29% 100%
Pharmaceutical 69% 28% 97%
Construction / manufacturing 75% 21% 96%
Retail / wholesale 66% 30% 96%
IT / technology 63% 32% 95%
Public sector 57% 37% 94%
Hospitality / leisure 60% 33% 93%
Business services 52% 41% 93%
Q20. How important do you think it is for companies to have visibility of
talent needs and gaps for critical roles and plan accordingly? TALENT INTELLIGENCE

8. What are the Critical Roles?
TA L E N T I N T E L L I G E N C E

9. Identifying the most critical roles
Pharmaceutical and
Impact on business efficiency 60% construction /
manufacturing (69%)
share the strongest
Direct financial contribution 45%
view on efficiency
Indirect financial contribution 37%
Impact on company brand image 36%
Market insight into services most valued by
customers
31%
10% of companies say they don’t
know how to identify the most
Through quality talent intelligence / data 31%
critical roles – rising to 22% amongst
public sector organisations
Other 3%
Q23. How do you know which are your critical roles? TALENT INTELLIGENCE

10. Most critical roles for driving future growth*
% rating as critical (4 or 5 out of 5)
Finance & legal professionals 62%
Customer service 58%
Technical & IT professionals 58%
Marketing professionals 51%
Sales professionals 48%
Production staff 47%
R&D 42%
Administrators 36%
“Without them, the actual operational service that we provide wouldn’t happen efficiently and our customer
satisfaction would decline and we would lose business” – HR Director of an energy company cites the
importance of senior technical engineers
Q21. More specifically, which of the following job functions do you consider to be critical roles within your
company in terms of driving future growth? Please rate on a scale of 5-1 where 5 is “extremely critical” and 1 T A L E N T I N T E L L I G E N C E
is “not at critical”
*Asides from HR professionals

11. Critical roles that are difficult to fill
% rating as critical (4 or 5 out of 5)
Technical & IT professionals 32%
Finance & legal professionals 24%
Sales professionals 23%
R&D 22%
Marketing professionals 22%
HR professionals 22%
Production staff 15%
Customer service 11%
Administrators 10%
Q21. More specifically, which of the following job functions do you consider to be critical roles
within your company that are difficult to fill? Please rate on a scale of 5-1 where 5 is “extremely
difficult to fill” and 1 is “extremely easy to fill”
TALENT INTELLIGENCE

12. Critical skills quadrant: all sectors
Technical / IT
NON CRITICAL SPECIALISTS CRITICAL SPECIALISTS
More difficult to fill
Finance / legal
R&D Sales HR
Marketing
NON CRITICAL GENERALISTS CRITICAL GENERALISTS
Production Customer service
Administrators
More critical roles
TALENT INTELLIGENCE

13. Closing the Gaps
TA L E N T I N T E L L I G E N C E

14. Effectiveness at managing critical
talent pipelines
% saying they are effective (4 or 5 out of 5)
Match high performing individuals with critical
roles
68%
Identify critical roles within the business based
on business goals
66%
Fill talent gaps either through development or
recruitment
61%
Determine gaps between available and needed
talent
56%
Identify risk of losing critical employees 54%
Q24. How effectively is your company currently able to do the following? Please use a scale of
5-1 where 5 is “extremely effectively” and 1 is “not at all effectively” TALENT INTELLIGENCE

15. Building a Critical Talent Strategy…
Identify Critical Roles, and Define
Current and Future Needs
Understand Inventory of Internal
Talent
Determine Target Mix of Internal
vs External Recruitment
Define and Nurture Pools of
Internal Talent Through
Development, Mobility and
Retention Plans

16. Building a Critical Talent Strategy…
Track Development
Progress, Promotion and
Turnover Rates
Define Pools of Existing External
Candidates
Measure and Refine Continuous
Sourcing /CRM Strategies
Measure Health of Internal and
External Talent Pools on a
Regular Basis

17. Critical Talent Pipelines – IHG Case Study

18. IHG Today
Size Purpose
• World's largest hotel operator by
number of rooms (over 658,348 rooms)
• 4,480 hotels
• Across nearly 100 countries
• 345,000 extraordinary people
•Pipeline 1,144 hotels with 180,484 rooms
Strategy Business Model
•To build the hotel industry’s strongest • Franchising (85%)
operating system focused on the biggest • Managing (14%)
markets and segments where scale really
counts • Owning (1%)
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19. Business Drivers for Critical Talent
Key Drivers:
• 1,144 hotels in the development pipeline
• 256,000 hires to make over the next 3 years
• To understand who IHG’s internal talent are, where they are and what they
would like to do
• Increase awareness of opportunities within IHG
• Consistent global approach to internal moves
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20. Approach
The main approaches are:
• Talent Review process
• Performance Review process
• Global People planning process
• Internal Moves Guiding Principles
• Global Careers Weeks
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21. Careers Week
• Started in April 2010
• Held twice a year
• Aimed at Global Owned and Managed hotels and corporate offices
• All levels and bands
• Weeks awareness and local activity to promote career opportunities and
development with IHG
• Increase awareness of www.ihg.jobs
• Increase understanding of application process
• Drive applications through the web site
• Give a consistent global message with regards to career opportunities
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22. Tangible Business Benefits
• During Careers Week in April 2012 over 4,700 internal people
created or updated their profiles
• Employee engagement responses increased for the question “I can
find out about and apply for other opportunities within IHG” to 85% in
2011
• In 2011 we saw the following increase in % of roles filled internally
Corporate Roles 44% (+33pp)
GM Roles 71% (+10pp)
Hotel Roles 12% (+5pp)
• Savings on recruitment and training costs by not sourcing externally
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23. ADDITIONAL RESOURCES
Taleo Research Blog
IHG Prepares for Growth by Focusing on Critical Talent Pipelines
Taleo White Paper
Critical Talent Pipelines in 2012
TALENT INTELLIGENCE

24. Questions?
TA L E N T I N T E L L I G E N C E