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Rethinking the Approach to Talent – and Talent Planning

Todd Hintze, Managing Partner

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Talent optimization case study

Client

A large global diversified company in the travel industry.

Challenge

Planning future talent for a geographically dispersed, complex workforce composed of employees, contractors, and third parties.

Unique aspects

The complexity and tenure of the company’s workforce caused challenges in assessing value, focusing efforts, and planning for the future.

Biggest aha

Talent assessment and planning isn’t an HR issue it’s  business issue.

 

Talent Strategy in Global In-house Centers (GICs) | Pinnacle Model® Analysis 2019

Shared Services Centers (SSCs) / Global In-house Centers (GICs) have evolved as powerful value creators, driving innovation and catalyzing their parent enterprises’ priorities.

We assessed 43 GICs' talent strategies. Pinnacle GICs rated highest in terms of maturity of their capabilities and the impact delivered.

Pinnacle GICs achieved significant impact in three key areas:

Cost optimization

Twice as many Pinnacle GICs have kept their HR costs to less than 5% of overall GIC costs.

Operational impact

The talent programs of Pinnacle GICs have improved their operational metrics to three times greater than other GICs.

Business impact

Pinnacle GICs deliver 1.5 greater satisfaction from their talent programs than other GICs.

Talent strategies of Pinnacle GICs™: superior business outcomes and a “future ready” workforce

Download a complimentary excerpt of our analysis to understand Pinnacle GICs' talent journeys and how they have driven superior outcomes.

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Pinnacle Model®| Complimentary report

Download a complimentary excerpt of our analysis.
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