Talent Management a case study at Oxfam

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Talent Management acase study at Oxfam
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Background to Talent Management

• Global Reward was introduced in response to
  recruitment and retention issues
• Global Reward was a new way of contracting staff
  and was split into National, Global and National
  Plus categories
• Global Reward required an evaluation of posts
  across the regions and also the people in the
  posts

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Planned Succession Planning and Talent Management

• Senior Management made a decision to try Talent
  Management / Succession Planning as a result of
  the Global Reward project across the regions
• Resources were allocated to Talent Planning and
  Succession Planning staff and money.

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Talent Management Why?

• Improving Oxfams image and the impact of the
  work by developing staff and investing in people
• Improving the management of personal development
  plans in the staff across the regions

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Talent Management What?

• Different approaches were researched widely and
  the strategy developed
• In the First Phase - Country Programme Manager
  (CPM) level was targetted to be developed

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Talent Management Issues

• Equal opportunities talent management was not
  understood and seemed to be biased for a few
  individuals
• Personnel processes were seen to be a block to
  the talent management eg open recruitment for all
  posts.

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Talent Management

• However ...................

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Talent Management more activities evolved......

• Talent Management was included in the annual
  cycle of work at the Corporate Management Level
• The International Director and the Head of
  International Human Resources planned monthly
  people planning sessions and......

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Talent Management more activities evolved......

• This pattern of monthly discussions was supposed
  to be replicated in the regional management teams
  ( RMT ) and then the country management teams
  (CMT) in order to go further down than the CPM
  layer and to better plan the workforce in each of
  the countries

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Talent Management more activities evolved......

• The information in the Human Resources Management
  Information System (HRMIS) is used by the HR
  Managers to track movement of staff throughout
  the regions as they are the focal point.

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Talent Management more activities evolved......

• A people planning spreadsheet was made showing
  the key post recruitments across the countries to
  make a picture of the people movements eg to see
  where people are moving across the regions and
  into and out of head office.

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Talent Management more activities evolved......

• Whenever we advertise for any key posts eg CPM
  positions we share the names if we think they are
  good. One generic CPM advertisement brought
  about 20 applicants that were interviewed and
  rejected or accepted across all the regions where
  needed

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Talent Management and more opportunities
taken......

• In the Humanitarian Department we have a mobile
  groups of HSPs they work in emergencies all
  over the world on 3 to 6 month missions. After
  2 to 4 years they want to settle and move to a
  more stable post so they can be shifted within
  the regions or within the Humanitarian
  Department.

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Talent Management Issues to the succession
planning and talent management

• Inconsistent activity geographically ie across
  the the regions so impact is less great
• Inconsistent activity in the levels of staff ie
  top levels are engaged but not the lower levels

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Talent Management Issues to the succession
planning and talent management

• There is a bias against staff without NGO
  experience and
• Insufficient recognition of transferable skills
  across different divisions and regions
• A lack of enthusiasm, resources and time to try
  and develop the staff who dont have all the
  skills (but this is changing)

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Talent Management plus......

• Oxfam is engaged in a new initiative funded by
  the Gates Foundation. Mark Hammersley will tell
  you about the initiative in more detail now.