KBC talent management programVlerick HR day – June 2013

Two strands in talent management

Strategic workforce planning

� Match demand - supply

� Key functions

� Succession planning

� Leadership talent

� Strategic expertise

� Core competencies

� Diversity

Career management

� Strength-based development and employment

� Job crafting

� Career counseling

� Being in flow

� Personal development plans

� Personal coaching

Let’s consider this …

Inclusive approach

Succession planning is outdated before you’ve evenfinished it. You have to look broader than the currenttop players and focus on actual data of the wholepersonnel pool.

Let’s consider this …

Transparency

Career management without transparency is leadingus nowhere except in divergent directions.

Let’s consider this …

Dialogue

The voice of the customer in talent management istwofold. Meeting the business needs regardingworkforce planning without hearing the aspirations ofthe workforce itself is counterproductive in the longrun.

KBC goes4talent step by step

strategy processes

culture leadership

HR talent

management

mission

Convince top management

The importance of ‘manager led development’Employees reporting to managers who are effective at

manager-led development have

• 25% higher performance levels

• 40% higher retention levels

• 37% higher satisfaction levels

• 29% higher commitment

• 8% more willing to adapt to change

Investing in talent development costs money; not developing our employees’ talent costs fortunes.

Returns from the past offer no guarantees for the future. We invest in talent, with the opportunity of future returns.

Talent development is in essence ‘risk management’.

Managing talent, leadership development

& strategic workforce planning are

considered as most critical issues by

senior managers worldwide

We will be

confronted with

talent scarcity. In

2020, we have a

shortage of 15% to

meet the growing

retirement outflow.

ROI !

Our vision

All activities related to the identification, development and deployment of our internal talents, focused on reconciling organisational objectives and individual aspirations of our employees (i.e. achieving business targets through optimal use of talents).

We combine a planning component (the right person in the right job) with a strength-based component (helping all employees grow to their fullest potential)

Our definition of Talent Management

What’s specific in our talent management approach?

Our process: a flux from macro to micro level and back

Asking the right strategic questions as a starting point

Talent leadership: every manager should be a talent manager …

… using the tools provided for identifying, developing and deploying

talent

Yearly performance evaluation

Assessment centers

My Talent Scan & Talent Box

Career Development Talk & support

Personal Development Plan & guide

Job catalogue & job agent

My Profile & talent search engine

Talent

identification

Talent

development

Talent

deployment

A culture of empowerment & accountability

PERSONAL DEVELOPMENT PLAN

Getting into action by measuring: from micro to macro

Apart from data on micro level we need consolidated data in order todetermine appropriate action on macro level. These data originate fromdifferent sources (existing SAP personnel data, performance evaluation,talent round input, My Profile, …). We foresee management reports ontalent data.

In 2012, a representative sample of KBC employees evaluated the actual development and career coaching practices of their managers . We use this survey as a baseline measure.

Getting into action by measuring: having a good baseline measure

Survey in co-operation with KU Leuven & Lessius

Supporting tool for

managing talent

data

High impact skill

training for managers ‘Supporting your employees’

development’

Tools for managers

and employees

PERFORMANCE

Open Talent Days

Job aids and

testimonials

Training our HR

business partners in

supporting the line

How do we make this a reality?HR supports

For more information on our talent management program:

Elly Kog – General manager Talent Management – elly.kog@kbc.be

Ann Gevers – Leadership & Talent Development expert – ann.gevers@kbc.be