Leading People. Leading Organizations.

Webinar on “Developing a Business Focused

Talent Strategy”

All materials are Copyrighted 2014 by Strategic Human Resources Management India, Pvt. Ltd. or Society for

Human Resource Management unless otherwise expressly noted. All rights expressly reserved.

5th February, 2014

Leading People. Leading Organizations.

SpeakerYashwant Mahadik - Head of HR Business Transformation & Chief

Learning Officer at Philips

Yash is a seasoned global HR professional with over 24 years of

experience across industries/sectors and geographies in top-class

companies viz. Crompton Greaves, Colgate Palmolive,

AstraZeneca, Johnson & Johnson and is currently with Royal

Philips based out of Amsterdam, Netherlands. He has established

a track record of success in all his roles and tours of duty and his

experience is diverse and varies across multiple industries/sectors.

His strengths and areas of expertise include; Strategy, HR and Business Transformation,

Leadership Development, Organization and Culture building, Capability Building,

Workforce Design & Planning, Talent Management and Succession Planning,

Merger/Acquisition Integration and Executive Coaching.

He is recognized amongst top 50 most powerful HR professionals of the country and is a

leading HR thought leader.

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Leading People. Leading Organizations.

Structure

• The role of a Talent strategy in the overall business

framework.

• Identifying and creating the links between talent and

business.

• Assessing the talent strategy's impact on business (direct

and indirect)

• Lets be pragmatic!!

• Get going!!

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Leading People. Leading Organizations.

Old Chinese Proverb

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Leading People. Leading Organizations.

Role of talent strategy in overall business framework

• Organizations are Peopleor People are the biggest assets of any Organisation!

• Customers are the purpose of the existence of any organization!

• People and their talents make all the difference!

• Talent = People!!

• People = Human Resources !!

• Rest are just resources, which are available in equality!

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Leading People. Leading Organizations.

Identifying and creating the links between talent

and business.

Grow People Grow Business

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Leading People. Leading Organizations.

Assessing the talent strategy's impact on

business (direct and indirect)

Every effect and impact is direct!!

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Leading People. Leading Organizations.

Lets be pragmatic!!

Macro Issues/Challenges

• What is strategy? What are the

Tactics? – Don’t miss the wood

for the trees!!

• Talent management and

development, retention

strategy, planning and its

linkage to business

• Culture eats strategy for

breakfast!! Do you know how to

create the right culture??

Solutions

• There should be one

comprehensive business

strategy (including talent)

• Workforce planning and

management is the mantra.

Don’t confuse it with HR or

Talent strategy.

• Culture engages and makes

talent perform and productive

and not just talent processes

and planning

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Leading People. Leading Organizations.

Lets be pragmatic!!Macro Issues/Challenges

• Conference room talent

reviews and paper succession

plans that don’t get executed

• Talent acquisition, development

and learning operate as silos

• Talent management COE is so

distant from business that its

thought leadership voice is

feeble and is vs HRBPs role

• Recruitment is pivotal to

attracting talent

Solutions

• Leadership commitment and

ownership for attracting and

growing talent

• Talent management is one end-

to-end process

• Talent management is closest

to business and is owned by

business leaders. HRBPs own

the Talent Management COE

• Employer branding is pivotal to

attracting and retaining talent

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Leading People. Leading Organizations.

Get going!!

3 key steps…..

• Be a HR leader who partners with business

leaders to build a business strategy and plan.

• Then in alignment to the workforce strategy

create a workforce plan to deliver on the

business plan.

• Then make a HR and Talent plan to deliver on

the workforce plan

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Confidential CHRM, Strategic Workforce Planning Training Presentation, February 7, 2011

BUSINESS STRATEGYStrategy Planning (5 years)/ Business Planning (1 year)

HR STRATEGYTo deliver the Work Force Strategy

TALENT MANAGEMENT

• Leadership Development

• OD

• L&D

• Capability Building

Initiatives TALENT ACQUISITION

•Employer Brand Building

• Employer Value

Proposition building/maint

CULTURE BUILDING

• Performance

•Values

•Ethics

TALENT ENGAGEMENT

•Inspiring Leadership

• Crucial Conversations

• Reward & Recognition

•Monitoring Engagement

COMP & BEN

• Market Benchmarked

Total Rewards Concepts

HR EXCELLENCE IN OPS

• Delivering on Basics

• Superior Employee service

MEASURE, METRICS, REVIEW AND REWARD PROCESSESS

WORK FORCE PLANNING

• Quantitative Planning – Numbers required

• Qualitative Planning - Work Force Segmentation

• A Positions, B Positions, C Positions

• A Players, B Players, C Players

CAPABILITY BUILDING

• Identify

• Assess

• Prioritize

• Plan to Acquire (Build/ Buy)

Strategic Workforce PlanningTo deliver the Business Strategy

Business Strategy - Workforce Planning - Talent Strategy/Planning Model

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