© Chung, Chang Kwon Talent Management for 21C Peter Cappelli ([email protected]) is the George W. Taylor Professor of Management and the director of the Center for Human Resources at the University of Pennsylvania’s Wharton School in Philadelphia. He is the author of several HBR articles and the book Talent n Demand, forthcoming from Harvard Business School Press, which further develops the ideas presented in this article. Cappelli, Peter. Harvard Business Review, Mar2008, Vol. 86 Issue 3, p74-81 Every talent management process in use today was developed half a century ago. It’s time for a new model.
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© Chung, Chang Kwon
Talent Management for 21C
Peter Cappelli ([email protected]) is the George W. Taylor Professor of Management and the director of the Center for Human Resources at the University of Pennsylvania’s Wharton School in Philadelphia. He is the author of several HBR articles andthe book Talent n Demand, forthcoming from Harvard Business School Press, which further develops the ideas presented in this article.
Cappelli, Peter. Harvard Business Review, Mar2008, Vol. 86 Issue 3, p74-81
Every talent management process in use today was developed half a century ago. It’s time for a new model.
© C. K. Chung2
Background
Anticipating the needs Setting out
the plan
Meet the needs
Talent Management
Model Oriented
OutsideHiring
Slow and Risky Too expensive andDisruptive to the org.
© C. K. Chung3
Background
“Why should we develop people when our competitorsare willing to do it for us?”
⇒ academy company
Unilever India
2000년 2004년1,100명 1,400명
2001년
recession
27% ↑
Case 2.
Case 1
Case 3
© C. K. Chung4
Background
Uncertainty
© C. K. Chung5
SCM vs. Talent Management
Forecasting product demand Forecasting talent needs
SCM Talent Management
Cheapest & fastest manufacturing
Cost-effectively developingtalent
Outsourcing certain aspect ofmanufacturing process
Outside hiring
Timely delivery Planning for succession events
Product move through supply chain ; reducing bottlenecks / speeding up processing time
improving forecasts
Managing an internal talentpipeline
© C. K. Chung6
Four principles
Principle 1 : Make and Buy to Manage Risk
Principle 2 : Adapt to the Uncertainty in Talent Demand
Principle 3 : Improve the Return on Investment in Developing Employees
Principle 4 : Preserve the Investment by Balancing Employee-Employer Interests
Demand Side
Supply Side
Forecasting
Investment
© C. K. Chung7
Principle 1 : Make and Buy to Manage Risk
Overshooting
Undershooting
Vs.
⇒ 장기계획 포기, 단기 계획(시뮬레이션) 강조
© C. K. Chung8
Principle 1 : Make and Buy to Manage Risk
The level of Undershooting
ü How long will you need the talent?
ü How accurate is your forecast of the length of time
you will need the talent?
ü Is there a hierarchy of skills and jobs?
ü How important is it to maintain the organization’s current culture?
© C. K. Chung9
Principle 2 : Adapt to the Uncertainty in Talent Demand
Breaking up developing program
ü 연 1회 공채 ⇒ 연 2회 공채( 수요예측 기간 단축 ⇒ 탄력성 제고 )
ü 단계별, 기능별 사내 역량개발 프로그램 분리- general management vs. function-specific skill - 3년 프로그램 ⇒ 18개월 프로그램(공통역량중심)
⇒ 2차 수요예측 ⇒ allocation candidate
© C. K. Chung10
Principle 2 : Adapt to the Uncertainty in Talent Demand
Consolidating program ( Organization-wide talent pool)
Consolidating program (broad and general competencies)
약간의 just-in-time training and coaching
+
© C. K. Chung11
Principle 3 : Improve the Return on Investment in
Developing Employees
ü 기본 방향
Sharing developing cost with employees (수혜자 부담)
Current Job Future RolesVs.
⇒ Training ⇒ Developing
Investment (0) Investment (x)
© C. K. Chung12
Principle 3 : Improve the Return on Investment in
Developing Employees
Volunteer Base
Pittsburgh-based PNC Financial Service
<volunteering for projects >
Access to company leaders
Broadening experience
Good professional contacts
Time
+ -
Retention↑
Former Employees
Informing qualified former employees of important developmentPaying the cost for keeping their skill up-to-date ( small investment)
© C. K. Chung13
Principle 4 : Preserve the Investment by Balancing Employee-Employer Interests
ü Job 배치에 대한 결정권 변화
Top Down
(chess-master model)
사내공모제
(internal job board)
미국기업의 80% - Taleo research
Dow Chemical
이직율 50% 감소
© C. K. Chung14
Principle 4 : Preserve the Investment by Balancing Employee-Employer Interests
ü Issue : Employee Interest vs. Employer Interest
ü key : Negotiate Solutions
Project Team 구성
Office of Mediation
• Associate’s choice• Principal’s choice
Senior partner’s decision
© C. K. Chung15
Conclusion
We can achieve certainty through planning (X)
Talent-On-Demand Framework Challenging uncertainty
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