Making Talent Management Work

MAKING TALENT MANAGEMENT WORK TIM WALKER-JONES Group Reward & Capability Director, Imperial Brands PLC

MAKING TALENT MANAGEMENT WORK INTRODUCTION TO IMPERIAL BRANDS PLC

2 | CRF | June 2016

Please note that the views and arguments in this presentation have been designed to encourage and stimulate debate and do not necessarily reflect Imperial Brand’s position

MAKING TALENT MANAGEMENT WORK WE OPERATE IN A VUCA ENVIRONMENT

3 | CRF | June 2016

MAKING TALENT MANAGEMENT WORK AN INTEGRATED APPROACH TO TALENT Seven areas of opportunity: • Align with business strategic goals • Focus on the future not the present • Segmentation enables better choices • How we deploy as well as build talent • Focus on action - management not mapping • A consistent and clear “talent deal” • Increase exec engagement and exposure 4 | CRF | June 2016

MAKING TALENT MANAGEMENT WORK LINKING TALENT AND BUSINESS STRATEGY

Strategic Goals and Must Wins

Talent Review

5 | CRF | June 2016

Capabilities and Organisation

Key Talent Challenges

Succession Planning

Talent SWOT

Action Plans

MAKING TALENT MANAGEMENT WORK TALENT MANAGEMENT IS ABOUT SEGMENTATION

Everyone is talent

or

Focus on critical individuals and roles

Does your approach to talent management help you make choices?

6 | CRF | June 2016

MAKING TALENT MANAGEMENT WORK FOCUS ON HOW YOU DEPLOY TALENT Identify Critical Roles

• Put your talent in your critical roles • Be ruthless about moving blockers • Clear expectations and success measures • Align your rewards with your talent goals • Talent management a leadership accountability

7 | CRF | June 2016

Complexity

Building talent has little value if it’s not deployed to maximize performance

B

A

D

C

Strategic Impact

MAKING TALENT MANAGEMENT WORK A CONSISTENT AND CLEAR TALENT DEAL

Leadership

Coaching and Feedback Focus

Mentoring & Buddying

Executive Coaching

Targeted Programmes

Academy and Open Access

Talent Deal

Communities of Practice

Experiences that create Success

8 | CRF | June 2016

Talent Pools

Values and Competencies

Management

Development

Expectations

MAKING TALENT MANAGEMENT WORK REALISTIC PLANS THAT DRIVE ACTION • Engage senior leaders early and regularly • Plan for roles and capability you need in the future not what you have today • Understand the ‘experiences’ that lead to success • PDPs aren’t enough - have more detailed action plans for talent pools • Monitor and review progress regularly against action plans • Create opportunities for exposure to executives

9 | CRF | June 2016

MAKING TALENT MANAGEMENT WORK GET PEOPLE AT EVERY LEVEL INVOLVED No one person has all the answers So it makes sense that when we’re trying to solve big problems, we come together to work it out.

A 72-hour web jam for all employees to discuss: • Capability • Leadership • Careers

10 | CRF | June 2016

28th – 30th June 2016

MAKING TALENT MANAGEMENT WORK SUMMARY • Develop critical capabilities that build unique expertise and create competitive advantage in executing business strategy • Develop and deploy talented individuals who drive performance and espouse our culture and values • Develop high quality successors for our critical positions for current and future success • The differentiated investment in each role and employee based upon actual and potential contribution to success

11 | CRF | June 2016

MAKING TALENT MANAGEMENT WORK TIM WALKER-JONES Group Reward & Capability Director, Imperial Brands PLC