Transcript Strategic Talent deck for 2015

Making project management indispensable for business results.®
Beth Partleton, PMP, 2013 PMI Board of Directors
Talent Management: A Strategic Imperative
Presented to: PMI UK Project Challenge Expo
25 March 2015
Tell me and I’ll forget. Teach me
and I’ll remember. Involve me
and I’ll learn
- Benjamin Franklin
What the Research Tells Us
72%
58%
50%
Organisations with talent aligned to strategy
have an average project success rate of 72%
This drops to 58% for organisations that do
not align talent to strategy
Organisations that do it well waste 50%
less.
What HR Wants
 Involve us in your strategic planning, defining your goals
and objectives
 Improve communication
 Increase collaboration
What Business Leaders Think
 More alignment between HR and strategic initiatives needed
 Streamline hiring processes
 Improve skills management, planning and resourcing
Impact
17
%
Said
talent management
strategies needed
40
%
Said
talent deficiencies hamper
strategy implementation
Agreement
HR
Executives
People Are Hard
CLOSED
Getting Talent Right




Better project performance
Broader competitive advantage
More engaged and loyal staff
Greater financial returns
Tell A Different Story
Tell me a story, and I’ll listen.
Tell a Different Story
Shell Project Academy
Shell Project Academy
 Foundation
 Core
 Focus
 Leadership
& People
 Toolbox
What Executives Are Saying
95
%
Say
success depends on having
people with the right skills
Impact: Adapt or Fail
What Executives are Saying
 Having the right talent will become increasingly important
to strategy implementation
 Improving talent processes will be the biggest challenge
 Human capital will be the key source of sustained economic value
Competition Will Be Fierce!
Sleepless in the C-Suite
93%
Recognize
the need to
change
61
%
have not done
anything about it
What to do #1: Align Talent to Business Strategy
PMO’s Talent
Management
Business
Objectives
What to do #2: Align PMO with Human Resources
Align PMO with Human Resources
Only
25 %
of HR professionals
say they are “highly mature”
 In identifying
the competencies
staff need
 In recruiting
outside talent
 In developing
and retaining
high performers
The PMI Talent Triangle
What to do #3: Take it to the CEO
What profession
DOESN’T want to
get in front of the CEO?
23
PMI 2007 Study
Half of CEOs
said they were spending
20% of their time
on talent concerns
It Will Always Be About People!
Fundamentally, a programme’s success
is founded on people and skills. Thus
talent management is core to every
successful PMO.
– Tony Gayter, VP, Global Program Portfolio Management, HP
Change in HR Practices
What You Bring to the Table
Where We Can Get Better
A stronger alignment between organisational strategy
and talent management strategy
Project Management Institute
Continuing Certification
Requirements System
The PMI UK CHAPTER are pleased to announce that you
can claim your 1 x PDU for attendance at this event
using Category A (Courses offered by PMI’s R.E.P.s or
Chapters and Communities).
Find the event online at the CCRS registry and type in
the Activity Name in the “Quick search box”
https://ccrs.pmi.org
Event Details:
Activity Name:
Talent Management: A Strategic Imperative
150325-2
Activity Number:
Provider Name: PMI United Kingdom Chapter
Provider Id:
C075