RPO and Talent Management Blog by Ochre House | Ochre Talk

Last month Taleo published an interesting paper on talent intelligence. The paper uncovered valuable insights on the age old challenge for HR; providing meaningful intelligence and business insight. Below is a snapshot of the key findings (courtesy of onrec )

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Why are some recruitment agencies still picking fights with clients and RPO providers and bemoaning their shrinking “slice of the pie”, when the whole resourcing world is changing around them and they risk missing out completely?  There is of course a very valuable role for the best recruitment agencies to play and as an attraction channel for external talent, it will remain key.  Those agencies that focus on their candidates and clients’ needs and provide great service, will of course continue to thrive. Read full post

Talent Management has now become a trigger for getting HR taken seriously in the business and for making leaders sit up and pay attention. When we say it we feel a bit more strategic and everyone nods sagely.
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Our Annual Symposium took place at Wentworth last week to explore more deeply the subject “A Talent Centric Organisation”. We were delighted to have secured our strongest speaker line-up to date, with Ian Ruddy (O2), Prof Chris Roebuck (Cass Business School), Kate Rider and Michael Maynard (Maynard Lee), Stella Estevez (National Grid) and with Terry Lockhart (Consultant) returning after such positive feedback on his talk at last year’s event.
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Talent has traditionally been viewed as the few at the top of the organisation, but increasingly organisations are taking a more holistic view. In this article I discussed how organisations are investing in the ‘vital many’ rather than the ‘chosen few’. Why?
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In an in-depth report published last week by Deloitte we can see a stark presentation of some of the very real challenges that face businesses globally with regard to their talent.  At this particular stage of the economic cycle organisations are more vulnerable than ever and the level of competition for talent and future talent means businesses cannot afford not to act.    
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Talent succession (the identification, qualification and mapping of high performers / potential into future role / capability requirements) has long been the domain of talent management experts who scurry through the internal population to pick out the golden jewels. However, this role is changing…
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As the date for the general election nears, I am fascinated to see how all the major parties are dealing with the issue of the economy. For the first time in decades, neither party can do anything by way of offering handouts or incentives to win votes as all are confronted by the enormity of the national debt. The degree of constraint is quite unique and it isn’t yet clear to see how the competitors will differentiate themselves in their strategy to return the economy to solid growth. It will certainly be heated though, as the risks are still extremely high of a return to negative growth and division in opinions is starting to emerge.

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After 18 months in the doldrums, emerging talent (in particular graduate recruitment) is making a comeback. Eversheds is the latest to announce hiring is on the increase. We’ve also seen this trend across many of our clients with 2010 graduate hiring volumes up on 2009. Previous experience (from the ‘dot com’ crash) suggests that reduced graduate demand is followed by a period of rampant demand, however usually in a different sector…
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In 2009 Chiumento published an illuminating paper titled “Releasing performance: the new agenda for HR” which identifies the so called Corporate Prisoner as someone who stays with an organisation without being fully engaged. A survey of 1,000 employees confirmed that a third of the UK workforce will be looking to move jobs within two years of their participation of the survey and around 18% within six months. One category of the Corporate Prisoner population can be identified as Escapers who are plotting to leave their employer as soon as conditions allow it. This is apparently the case for up to 21.1% off all UK employees.  To compound that, 11.8% of UK employees see themselves as Economic Prisoners, who feel they cannot afford to leave their employers for financial reasons.
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