15th March 2007,

Our summary of the best bits from the speakers of this year’s EG Events' conference on Talent Management

   

The hit BBC talent show "How do you solve a problem like Maria?" was an apt theme for this year's EG Events' Talent Management conference which was held at the swanky Vinopolis, next to Borough market, SE London.

Our co-host, David Fairhurst, Chief People Officer, McDonald's Restaurants explained that the idea of holding a national talent contest to find the lead role for such a high profile West End show had disgruntled many British actors who had grinded out their careers the hard way.

On stage and in board rooms, the hard way, of course, counts for nothing. What's really wanted is talent and the HR Directors, or as some now appear to be called, Leadership and Talent Directors, of the audience were at this event for inspiration on how to find, stimulate, grow and retain this very precious commodity.

If you were at the event you would have heard a great deal of what you already know and do. Nonetheless there were some good snippets of thoughts and best practice.

 

Here, in no particular order, are my top ten.

 

1. It's not just about the top 10%

Chris Roebuck, Former Global Co-Head of Talent Management & Development, UBS stressed the importance of developing the people just below the top 10%, as they are, as Chris put it, the work horses of the organisation.

 

2. Don't be too protective

Lucy Adams, Group HR Director, Serco Group told us it's ok to let talent go and gave us an example of one executive who had left their organisation, grew their own talent and then came back, adding even greater value!

 

3. 40/40/20

Our keynote speaker Nick Read, CEO, Vodafone UK lifted the event with charisma, enthusiasm and a projection of purpose. Nick's time, he told us, is divided 40% on the customer, 40% on people and 20% on financial performance. He streams regular broadcasts to all employee handsets, championing high achieving individuals from their place of work. Nick found from his 1-2-1 meetings with his customer facing employees that most of them were firstly concerned with how to better customer service and secondly, to better themselves.

 

4. Peers know best

Nick shared the idea of the Vodafone Legend Award, voted for by peers, for employees who have gone above and beyond the call of duty in delivering customer satisfaction. The winners get a four week fully expensed luxury holiday, and Nick makes a point of visiting them whilst on the break to thank them personally.

 

5. Think like a marketeer

Tom Crawford, Head of Employer Brand, Deloitte & Touche, suggested that we should all become great networkers in order to discover talent. We ought then to be thinking like marketeers, by understanding our talent's customer journey before, during and after their time with our organisation. He urged us to ask the question, "What is great about an individual's experience with our brand?"

 

6. Get with the times

The Holy Grail for all organisations, Tom suggested was what do we do differently, as we have all started replicating each other. Like Nick Read, he suggested we learn most from those facing the customer and that we need to break down silos and know how to communicate with different generations and ethnic groups. He suggested blogs and websites such as Myspace replacing traditional methods to communicate the employer brand.

 

7. What matters most

John Ainley, Group HR Director Aviva, quoted Arthur Schopenhauer, "All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident." But suggested that Schopenhauer had missed a stage, stage zero, which is simply to ignore it!

He asked us not to ignore that maybe top talent is tired of being managed and that individuals do have agendas other than purely to make money for their organisation, such as, "What is my employer doing about climate change?" John challenged us all to pose one single question to our CEO, "As well as increase the share price by 25% this year, what is our change the world agenda that would attract top talent to our organisation and inspire it to unleash its full potential?"

 

8. The most expensive hire ever

Richard Smelt, Group HR Director, Carphone Warehouse, shocked us with the news that he paid £370 million to get his new Head of Talent to join the business. Oh, but they did get AOL thrown in as well!

 

9. How not to spot a leader

Using Charles Dunstone and Richard Branson as examples, Richard explained that a 9 box grid has never produced an inspirational figurehead; a perfectly rounded GM will never regenerate an organisation; and an entrepreneurial leader would never get through a competency based assessment.

 

10. It's what you do

Tracey Hahn MD of Leadership & Talent Management, EMEA Merrill Lynch reminded us that attracting and retaining talent is about what you deliver and not who you are.

 

For more information on talent management, please feel free to contact us.