Talent – The Top Table Discussion – Research Report & Workshop

The event will be held in Trinity House, Trinity Square, Tower Hill, London EC3N 4DH on 30 April 2009

CRF research in this area indicates that organisations continue to express concerns that the overall process does not work effectively. One significant issue is the involvement of the top team, ensuring that they are not only fully involved but also understand the strategic importance of an effective approach to talent.
We examined how four very different businesses succeed in ensuring that talent conversations take place and lead to practical outcomes.

Who was it for?
Those responsible for making talent management a success in their organisations. Specifically those who interact with the senior team and are involved in senior people management discussions.
Outline
CRF research in this area indicates that organisations continue to express concerns that the overall process does not work effectively. One significant issue is the involvement of the top team, ensuring that they are not only fully involved but also understand the strategic importance of an effective approach to talent.
We examined how four very different businesses succeed in ensuring that talent conversations take place and lead to practical outcomes.
Content & Outcomes
Recent research (Conference Board) looking at top team interactions indicates that many leaders lack the capabilities and/or mindset to execute talent management effectively.
This workshop was steered towards how companies engage senior leadership. If the senior team are not involved, real progress is unlikely.
We looked at a number of case studies from organisations and examine questions such as
who owns the process?how/where/when does the ‘talent committee' or equivalent meet?how do you upskill the capabilities of those at the top who are responsible
how do you change their mindset - what can you do if the CEO isn't interested?what are the essential capabilities of those in HR & OD who have to engage with this group?how are people discussed and described, and what other people processes are used?what are the communication issues and processes required in managing talent?what metrics are used and how do you measure progress?Leader Profiles
Mike Haffenden - CRF
Mike has worked at senior levels in the UK, US and mainland Europe for 6 major organisations including Rowntree, Unilever and Hewlett Packard. In 1993, he formed the Leading Edge Forum with London Business School; in 1994, he co-founded CRF and, in1995, formed Strategic Dimensions, a leading recruitment business. In 2002, he co-founded the Performance & Reward Centre, a research body servicing reward and compensation professionals.
Mike Haffenden led this workshop with input from:
Simon Middleton - LSG Skychefs
Simon is currently Corporate SVP, Human Resources for one of the 4 Lufthansa daughter companies - Lufthansa Services Group AG, the world's largest in-flight services organisation serving 400 million meals to over 200 airlines from over 200 centres worldwide. During his career he has worked in South Africa, Central and Eastern Europe in organisations including Hewlett-Packard, Philip Morris and PWC.
Simon has experience of working both at senior learning & development and generalist HR levels within organisations, and is a strong supporter of bringing a disciplined approach to deliver real value with appropriate OD interventions.
Daniel Cloke - News International
Daniel has been Group HR Director since 2003 at News International - the publisher of the UK's leading newspaper brands, including The Times and The Sunday Times, The Sun and News of the World, thelondonpaper, and their respective websites.
Prior to News International, Daniel has worked in senior HR leadership roles in a variety of industries, including consultancy, FMCG, travel and telecoms, both in the UK and internationally.
Research Partner
This report was a joint publication with Business Intelligence. Business Intelligence specialises in researching management practices that transform business performance working closely with leading companies, consultants, academics and industry experts, as well as conducting its own proprietary research.
Subjects covered include strategic HR, HR measurement, talent management, change management, business partnering, total reward, public sector performance, performance measurement and budgeting and planning.