In this document you will find additional information on each plug in by clicking the appropriate box.

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TALENTROADMAP.HUDSON.COM WWW.HUDSON.COM

WWW.JOBS.HUDSON.COM

Today we present you the latest version of the Talent Management

Roadmap

©

. Two mindsets on sustainable HR were added:

- Corporate Social Responsibility

- Business Model

In this document you will find additional information on each plug in by

clicking the appropriate box.

We hope you will enjoy using it, and we look forward to receiving your

ideas so the model can continue to improve.

Do not hesitate to contact us for more information or if you have

questions: +32 9 242 54 44 or [email protected].

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Maintain current processes en search for possible (ad hoc)

optimisations. Charity and sponsoring/ tax

optimisation Carrying out ad

hoc activities -mostly operational

Align all resources and processes needed to achieve

current results Clear existing processes of

unnecessary burden such as costs, nuisance and pollution Ensuring

consistency of the HR process

Cyclically determine and adjust and/or improve problems in the

Business Model. Revise/adjust existing processes

so that a more well-considered interaction arises between the own organisation and the market/

society. Approaching talent systematically as a consequence of the business planning process

Integrate future market/social needs with the strategy and the

mission of the organisation. Revise/adjust the Business Model

so that it meets the current needs of today’s generation, without harming the capacity of future generations to satisfy their needs. Building talent as an integrated business driver -Building capabilities BUSINESS MODEL CORPORATE SOCIAL RESPONSIBILITY

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Corporate Social Responsibility - 1

Definition

• CSR is strategically embedded in the organization and is the main driver for the management to

review the complete business model in the light of the economic, environmental and social needs of both the current and future generations.

• CSR is part of the culture of the organization, where the organization continuously seeks for

communication with all its stakeholders, both internally (shareholders, collaborators) and externally (clients, suppliers, community,…) to get to know their needs and to incorporate these needs.

• On each level within the organization all initiatives are tested against the CSR principles before they

are executed.

• CSR is the pivot of the HR strategy, where values, competences, programs and processes have the

objective to align the behavior of the employees with the CSR guidelines

Building talent as an integrated business driver

Building capabilities

Revise/adjust the Business Model so that it meets the current needs of today’s generation,

without harming the capacity of future generations to satisfy their needs.

Return to OVERVIEW

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Corporate Social Responsibility - 2

Definition

• CSR is part of all organizational processes and the social relevance of the goals of the organization

are regularly discussed upon by debating with both society and the market.

• The organization systematically integrates economical, environmental and social considerations into

the operational management, without harming the interests of all stakeholders, both internally (shareholders, collaborators) and externally (clients, suppliers, society,…)

• The organization cyclically does CSR check-ups on all processes in the framework of a continuous

improvement process, making use of an extensive set of specific instruments.

• All members of the management board, line management and collaborators take actively part in

workshops to screen the processes and set up improvement actions in order to integrate CSR into the whole organization.

• The social component proves to be an essential part of a sustainable HR strategy with for example

diversity policy, age-conscious remuneration, lifelong learning,...

Approaching talent systematically as a consequence of the business

planning process

Revise/adjust existing processes so that a more well-considered interaction arises

between the own organization and the market/ society

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WWW.JOBS.HUDSON.COM

Corporate Social Responsibility - 3

Definition

• The organization integrates economical, environmental and social considerations (profit, plant and

people) in certain parts of the operational management, with a clear internal focus.

• The organization regularly does a CSR screening of certain processes with the aim to develop an

improvement process.

• The improvement actions are mainly aimed at the elimination of costs, nuisance and pollution starting

from a social engagement and external presentation of a certain image.

• In many cases the board, line management and employees take actively part in workshops to screen

the processes and set up improvement actions, in order to make the employees conscious about CSR.

• Starting from the human component of CSR (people), HR takes the initiative to screen the HR

processes on sustainability and takes necessary actions.

Ensuring consistency of the HR process

Clear existing processes of unnecessary burden such as costs, nuisance and pollution

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Corporate Social Responsibility - 4

Definition

• The organization occasionally sponsors events and manifestations to help to collect money for

charity, in exchange for publicity.

• Every year, the organization foresees a budget for charity, the extent of which will depend on what is

financially possible.

• Social responsibility, tax deductibility and the external presentation of a sustainable image are the key

drivers for charity contribution.

• In a lot of cases HR takes the initiative or is the facilitator of suchlike initiatives and provides the

employees of the organization with facilities to take part in these manifestations during the working hours.

Charity and sponsoring/ tax optimisation

Carrying out ad hoc activities -mostly operational

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Business Model - 1

Definition

• The management board makes an estimation of future social and economical needs and incorporates

them into the strategy of the organization.

• The organization detects social and economical trends in a systematical way and, therefore, debates

with different stakeholders, opinion leaders, academics, politicians,…

• Innovation and continuous optimization of the business model are part of the organizational culture

and are decisive for the behavior of the employees.

• The management board foresees a strategy that goes further than the given mandate.

• The strategy of the organization leads to proactively mapping the necessary resources and

investments, and foresees enough flexibility to quickly anticipate on the changing market conditions.

Building talent as an integrated business driver

Building capabilities

Integrate future market/social needs with the strategy and the mission of the organization.

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Business Model - 2

Definition

• The organization cyclically executes audits on all the organizational processes and has drawn up a

structure to initiate and develop improvement actions, within the framework of continuous improvement.

• The entire management board, line management and all employees will be actively involved, each on

their own level, in the evaluation of the business realizations (lessons learned) to think about the future, to align processes and develop improvement actions.

• This input is used to adjust the business model of the organization and align it with the current and

future needs of the market.

• By means of a multi-year plan, the organization decides on the resources and investments, and

builds on flexibility to be able to quickly anticipate on changing needs of the market, to realize growth.

Approaching talent systematically as a consequence of the business

planning process

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Business Model - 3

Definition

• The organization aligns the organizational processes and makes them internally consistent in order to

realize the organizational goals.

• By means of a multi-year plan the organization decides on the resources and investments which are

necessary for the realization of normal growth.

• The business model of the organization is not called into question, the organization is rather reactive

with reference to evolutions on the market.

• Regularly, the organization, in consultation with the collaborators, organizes audits for certain critical

processes, in order to develop an improvement process.

• Work methods that have proven to be successful in the (recent) past are being used as a reference

for the current and future approach of the market.

Ensuring consistency of the HR process

Align all resources and processes needed to achieve current results.

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Business Model - 4

Definition

• The organization foresees in a normal organic growth, which is in line with the current conditions and

expectations for the market.

• The organization focuses on maintaining existing organization processes and structures.

• For recurrent problems or incidents one will mainly take ad hoc initiatives to make improvements.

• The business model of the organization has not really been made explicit.

Maintain current processes en search for possible (ad hoc) optimisations

Carrying out ad hoc activities -mostly operational