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Winning with your talent-management strategy
Article - McKinsey Quarterly
Linking talent to value
Article - McKinsey Quarterly
An agenda for the talent-first CEO
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A winning approach to talent should consider broader factors, too.
Agenda items
Article - McKinsey Quarterly
An agenda for the talent-first CEO
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Lead with
a G-3
Stay agile
Develop the
2 percent
Align the board
Team up the CEO, CFO, and chief human resources officer (CHRO) to deploy financial and human capital together
Help the board focus on two forms of “TSR”: not just total shareholder return, but also Talent, Strategy, and Risk
Success depends on a small core of people who deliver outsize value—often about
2 percent of total employees
Building around small, empowered teams is the best way to rapidly and nimbly match the right talent to the right strategic initiatives
Article - McKinsey Quarterly
Linking talent to value
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No systematic review
1–2 times a year
Companies with fast talent allocation
Companies with slow talent allocation
“Matchmaking” occurs at least quarterly
52
38
10
19
54
27
Frequency of talent-allocation reviews, % of respondents
Companies get the biggest impact from a dynamic matching of people and high-growth opportunities.
Matchmaking
Survey
Winning with your talent- management strategy
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It could be executives fail to recognize the practices that matter most.
Wrong approach
Three practices link most closely with effective talent management
Correlation coefficient (0 = no relationship, 1 = absolutely related)
Dynamic talent allocation
Positive employee experience
Strategic HR team
0.23
0.30
0.32
Dynamic talent allocation:
Fast movement of talent among strategic projects as priorities arise and dissolve
Positive employee experience:
HR function ensures positive employee experiences across the employee lifecycle
Strategic HR team:
HR leaders have comprehensive understanding of organization’s strategies and priorities
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Winning with your talent- management strategy
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Only 5% say very effective
95% say
not so effective
Impact of organization’s talent management on improving company performance, % of respondents
Most executives believe their organizations are ineffective when it comes to talent management.
Untalented
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Want to get the most from your talented employees? Start with a more energetic approach to matching people and opportunities.
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