Building Business Value Through Talent by McGuire Thomas;Brenner Linda;

Author:McGuire, Thomas;Brenner, Linda;
Language: eng
Format: epub
Publisher: Emerald Publishing Limited
Published: 2021-03-02T00:00:00+00:00

Fig. 3.2. Value-driven Talent Strategy (Workflow Illustration).

In this example, the company has estimated the value of brand Coca-Cola to be $80 billion, clearly a significant number relative to an Enterprise Value of $180 billion. Consumer Marketing, along with other brand related factors is critical to successfully building and nurturing the brand. The work of Consumer Marketing includes conducting Marketing Intelligence studies and analysis. This work is determined to be done by Category and Brand Managers. As a result, these roles are now defined as critical (i.e. drivers of business value).

In Stage 3 of the value-driven talent strategy, critical roles that have been identified as driving business value, as well as the other roles in the organization that support those efforts, are further analyzed to determine the extent of talent availability in the marketplace for them. The results of that analysis are mapped to the talent strategy matrix (which was discussed using a Tech Industry example in Chapter 2 of this guide – Fig. 2.4), and following this, strategies for managing the supply of talent in each quadrant of the matrix are built.

The strategic decisions that HR must evaluate and make for each quadrant in the Talent Strategy Matrix include the following:

Build, buy, borrow choices and prioritization

Investment in pursuit of passive versus active candidates

Compensation competitiveness relative to market prices

Development plans and investment levels

Focus of attraction and retention approaches and investment levels

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