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    Talent Management: James Taylor, Head of Talent Management HSBC Bank PLC 17 May 2007

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    Pritam Paul
    James Taylor discusses HSBC's talent management program which aims to identify, develop, retain, and leverage talent through initiatives such as leadership development programs, graduate training, international assignments, and performance assessments.

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    Talent Management: James Taylor, Head of Talent Management HSBC Bank PLC 17 May 2007

    Uploaded by

    Pritam Paul
    62 views17 pages
    James Taylor discusses HSBC's talent management program which aims to identify, develop, retain, and leverage talent through initiatives such as leadership development programs, graduate training, international assignments, and performance assessments.

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    Taylor Slides

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    James Taylor discusses HSBC's talent management program which aims to identify, develop, retain, and leverage talent through initiatives such as leadership development programs, graduate training, international assignments, and performance assessments.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    62 views17 pages

    Talent Management: James Taylor, Head of Talent Management HSBC Bank PLC 17 May 2007

    Uploaded by

    Pritam Paul
    James Taylor discusses HSBC's talent management program which aims to identify, develop, retain, and leverage talent through initiatives such as leadership development programs, graduate training, international assignments, and performance assessments.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 17
    At a glance
    Powered by AI
    The key takeaways are that HSBC is one of the largest banking organizations in the world with over 300,000 employees globally. It discusses its talent management approach including identifying, developing, retaining and leveraging talent.

    The International Manager Programme was originally made up of 300 career expatriates at HSBC who may never work in their home country and were typically British males who retired at age 52. It formed the origins of HSBC's approach to talent management.

    Some of the development programs that HSBC offers its employees include partnerships with top business schools around the world for leadership programs, as well as group graduate programs, sales and risk management programs, and high potential development pools.

    Talent Management

    James Taylor, Head of Talent Management HSBC Bank plc


    17 May 2007
    Outline

    Background
    Identifying Talent
    Developing Talent
    Retaining Talent
    Leveraging Talent
    HSBC – Fast Facts
    The HSBC Group is one of the largest banking and financial services
    organisations in the world, with well established businesses in Europe, the
    Asia-Pacific region, the Americas, the Middle East and Africa

     Assets US$1,861 billion at 31 December 2006.


     Profit (pre-tax) US$22,086 million for 2006.
     International reach Around 10,000 offices in 82 countries
    and territories.
     Staff 312,000 employees worldwide.
     Customers Over 125 million worldwide, with a total of 35
    million registered for internet banking.
    International Manager Programme – origins of
    Talent Management
     300 career expats
     May never work in their country of origin
     British males
     Retired at 52
     Ask permission to get married
     No women until 1992

     Cultural glue
     Smart enough to read the rules but not question them
     Phenomenal succession
    Need to modernise

    From 50,000 staff to 312,000 in 15 years


    Development of a retail business
    Employee expectations

    100 Best in London 100 Best in HSBC

    100 Best in World


    Assessment
    Increased sophistication……
    ….but the effort is in the process!

    80% 80%
    Assessment Development

    20% 20%
    Assessment Development
    Development

    HSBC’s global partner business schools:


    London Business School, UK
    INSEAD, Fontainebleau, France
    IMD, Lausanne, Switzerland
    Duke Corporate Education, North Carolina, USA
    Richard Ivey, Hong Kong & Ontario, Canada
    Indian School of Business, Hyderabad, India
    Sales &
    Leadership Credit & Risk
    Relationship
    Development
    Management Group
    Group Individual Group
    Individual Leadership Individual
    Leadership Development Leadership
    Development Programmes Development
    Programmes Senior Programmes
    Management
    Sales/RM & Group
    Leaders Talent Pool Talent Pools
    & Selected
    Nominations
    Sales/RM
    Management
    Group & Business
    Talent Pools ALCO
    Sales/RM Member
    Staff s

    Assessment Centres Senior Management Hires Assessment Centres


    & Processes & Processes

    High Potential

    High Potential

    Assessment Centres
    & Processes
    Group Strategic Programmes - 2007
    Sales & Relationship Leadership Development Credit & Risk
    Management

    The The
    Chairman’s CEO’s
    Senior Management
    Driving a Strategic Leadership
    & Group Talent Pool Talent Pools Senior Risk
    Sales/RM Forum Workshop
    Sales/RM Organisation & Selected Management
    Group Talent Pool Event Nominations Workshop
    Leaders

    Business Strategy Programme


    Sales/RM
    Managing a
    mgt Asset and Liability
    Sales/RM Group
    Strategic Implementation Programme Management
    Organisation & Business
    Conference
    Talent Pools
    ALCO
    Information Technology Leadership Programme
    Sales/ Members
    RM STARS
    Staff Managing Risk for
    Strengthening Talent High Performance Leadership Programme Growth Workshop
    & Rewarding Success

    Senior Senior Manager Induction Conference


    Management Hires

    High
    Potential Integrated People Management

    Joining up the Next Generation


    High
    Potential
    Group Graduate Development Programme
    Return on Investment
    Retention

    Career & Development Work-Life

    Work Environment Reward


    And what we learnt…
    Importance vrs utility
    Total compensation is the most important item
    But there was only signficant utility associated with a
    30% increase in salary

    Preference
    How does this fit with our capabilities and the
    behaviours we need for success
    Leveraging Talent

    Strategic resourcing

    Effective succession

    Knowledge management
    Being the world’s local bank

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