The Model of a World Class Head

of Talent Management: Enabling

Organizational Performance to
Drive Business Results
Sasha Tuzel

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Awash in Complexity
Developing Implementing
Managing Managing Leaders
Managing High- L&D Solutions
Managing Succession Change
Potential Employees Diversity
and Inclusion Identifying Talent Identifying
Acquiring Specific Acquisition Needs Critical Talent
Talent Segments Managing
Employee
Value Assessing and Developing
Managing Proposition Hiring Talent Organizational
Organization
Capability
Design Identifying
and Managing Building a
Analyzing L&D Competencies Total Managing
Needs and Designing and Rewards Mobility and
Investments Recruiting Building Strategy Career Paths
Executives L&D Solutions

Managing Developing Critical Managing Conducting Sourcing

Employee Talent Segments Employee Talent Talent
Performance Engagement Reviews

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Pandemic Provided Clarity We Now Lack
Managing Developing Implementing
Managing L&D Solutions
Managing High- Change Leaders
Managing Succession
Potential Employees Diversity
Identifying Talent Identifying
and Inclusion Critical Talent
Acquisition Needs
Acquiring Specific
Managing
Talent Segments
Employee Bare Bones Talent
Value Management
Managing Proposition
Organization
Design Assessing and
Developing
Identifying Hiring Talent
Organizational
and Managing
Capability
Analyzing L&D Competencies Building a
Needs and Designing and Total
Recruiting Building Managing
Investments Rewards Mobility and
Executives L&D Solutions Strategy Career Paths
Managing Developing Critical Managing Conducting
Employee Employee Talent Sourcing
Talent Segments Talent
Performance Engagement Reviews

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Talent Management Leaders Expected
to Navigate
Hybrid
AI Work
Employee
Expectations

Economic
Uncertainty

Talent Management

74% of organizations have

or are planning to add a head of talent
management in the next two years.

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Most Are at Sea
Areas of Full or Partial Responsibility for Talent Management Leaders

Learning and Development 58% 26%

HIPO and Succession Management 52% 39% More than half of talent
management leaders
Employee Experience 42% 45% reported some level of
responsibility for at
Performance Management 39% 52% least 83% of 35
Internal Mobility and Career Pathing 29% 45% common talent
processes we
Talent Acquisition 26% 23% identified.
Talent and Strategy Operations 29%
Workforce Planning and OD 16%
Partial Responsibility
Total Rewards 13% Full Responsibility

n = 31 Talent Management Leaders

Source: 2022 Gartner State of Employee Experience Survey
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 “I struggle to communicate who we are,
what we do, and why it matters.”

— Global Head of Talent

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Lack of Clarity
Risks Lack
of Direction

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 Charting the course through
disruption starts with
(re)defining your role.

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Our Research Methodology

Conducted 50+ client Leveraged Identified top Head of

discussions with heads TalentNeuron to talent management
of talent management. identify in-demand objectives and
talent management workstreams.
skills.

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Focus on 5 Core Objectives

Drive Business Results

Ensure the business has the talent it needs
for performance and growth.

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Focus on 5 Core Objectives

Drive Business Results

Ensure the business has the talent it needs
for performance and growth.

Define a Flexible
Talent Management
Strategy

Develop the talent

Iteratively identify the Empower key
Attract, engage and capabilities,
talent management Establish the “what” stakeholders and
retain talent with a pools and ways of
investments that will and “how” of talent leverage resources
differentiated working required to
most significantly management at to deliver on the
employee support
advance the the organization. talent management
experience. organizational
business strategy. strategy.
growth.

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Focus on 5 Core Objectives

Drive Business Results

Ensure the business has the talent it needs
for performance and growth.

Define a Flexible Build an Integrated

Talent Management Talent Management
Strategy Operating Model

Iteratively identify the

talent management Establish the “what”
investments that will and “how” of talent
most significantly management at
advance the the organization.
business strategy.

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Focus on 5 Core Objectives

Drive Business Results

Ensure the business has the talent it needs
for performance and growth.
Deliver a
Define a Flexible Build an Integrated
Compelling
Talent Management Talent Management
Employee
Strategy Operating Model
Experience

Iteratively identify the

Attract, engage and
talent management Establish the “what”
retain talent with a
investments that will and “how” of talent
differentiated
most significantly management at
employee
advance the the organization.
experience.
business strategy.

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Focus on 5 Core Objectives

Drive Business Results

Ensure the business has the talent it needs
for performance and growth.
Deliver a
Define a Flexible Build an Integrated Drive Growth
Compelling
Talent Management Talent Management With Talent
Employee
Strategy Operating Model and Performance
Experience
Develop the talent
Iteratively identify the
Attract, engage and capabilities,
talent management Establish the “what”
retain talent with a pools and ways of
investments that will and “how” of talent
differentiated working required to
most significantly management at
employee support
advance the the organization.
experience. organizational
business strategy.
growth.

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Focus on 5 Core Objectives

Drive Business Results

Ensure the business has the talent it needs
for performance and growth.
Deliver a
Define a Flexible Build an Integrated Drive Growth Activate the Talent
Compelling
Talent Management Talent Management With Talent Management
Employee
Strategy Operating Model and Performance Ecosystem
Experience
Develop the talent
Iteratively identify the Empower key
Attract, engage and capabilities,
talent management Establish the “what” stakeholders and
retain talent with a pools and ways of
investments that will and “how” of talent leverage resources
differentiated working required to
most significantly management at to deliver on the
employee support
advance the the organization. talent management
experience. organizational
business strategy. strategy.
growth.

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Understand Associated Workstreams
and Activities Outcomes Created
by the Role
Drive Business Results
Ensure the business has the talent it needs
for performance and growth.
Define a Flexible Build an Integrated Deliver a Compelling Drive Growth with Activate the Talent
Talent Management Talent Management Employee Talent and Management Objectives
Strategy Operating Model Experience Performance Ecosystem of the Role
Define the organization’s Connect interrelated Influence EVP and Optimize performance Build a talent-centric
talent philosophy. talent processes. employment brand management design management culture.
design and delivery. and delivery.
Sense and forecast Embed an agile, Generate and act on Build, buy, or borrow Increase leader
workforce employee-centric employee critical skills commitment and
capability needs. product listening insights. and capabilities. capability to
management approach. manage talent.
Facilitate integrated Develop a flexible Enable personal and Build diverse talent Influence business Workstreams
strategic planning across resourcing and service career growth. pipelines and pools for strategy with
HR subfunctions. delivery model. critical roles. talent knowledge.
Overseen by Role

Prioritize initiatives and Manage and advocate Foster an inclusive, Unlock performance Automate, integrate and
co-create for the talent purpose-driven with organizational innovate
change strategies. management budget. workforce culture. design and using technology.
change management.

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Focus Across the Board Is Impossible

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Most Prioritize Projects
Q: I am aware of the key priorities Illustrative TM Prioritization of Project Work
of our HR strategy.
Percentage of HR Employees

2%
Staffing
Neutral
Initiative Status Priority for Next
Sprint
Performance
61% Ahead Medium
Management
37% Agree
Disagree Emergency
Operational New Urgent
Task
Compensation
On Track High Unchanged
Architecture

n = 531 HR Employees
Source: Gartner 2023
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 Functional management is not
functional leadership.

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Acknowledge and Navigate Tensions

Back-Office Focus

Employee Business
Focus Focus

Front-Office Focus

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3 Recommendations for Course Correction

1 2 3

Leverage
Sense With Data Self-Reflect
Your Network

Use internal and external Solicit feedback from your Regularly assess your time
labor market data to sense team, peers and leaders to spend against strategic
needs as they emerge. focus your imperatives to
leadership activities. course correct.

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Sense With Data 1

1. Continuously monitor key talent 2. Identify triggers that may require a

data for abrupt shifts or changes. shift in mandate and act accordingly.

Types of Data to Monitor Example Trigger Resulting Mandate

Enterprisewide Deliver a
Internal decrease in employee compelling employee
• Employee engagement engagement experience
• Profitability
Increase in attrition is a Activate the talent
• Attrition particular employee management ecosystem
segment
External
New technology that Drive growth with
• Unemployment rates
requires new skills talent and performance
• Shifting employee preferences/trends
• Technological innovations and shifting skills Tightening of the Define a flexible talent
labor market management strategy

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Leverage Feedback to Inform 2
Personal Priorities

Direct Reports Peers Line Leaders

“In your opinion, what is the single most important

objective for me to focus on right now?”

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Assess Your Time Spend Against 3
Strategic Imperatives

Identify Target Optimal Estimate Actual

Strategic Timespend Across Timespend Across
Imperatives the Model the Model

At least 25% of time Only 10%

targeted to: of time
• Build a talent-centric targeted to
management culture those activities
• Enable personal and
career growth

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Hypergrowth Scenario

Planning to
Postacquisition Sustain Growth
Growth
Organizational Growth

Evaluating an
Acquisition Planning for
Integration

Time

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Sample Priorities While Evaluating an Acquisition
Business and Back-Office Focused

Drive Business Results

Ensure the business has the talent it
needs for performance and growth.
Define a Flexible Talent Build an Integrated Deliver a Compelling Drive Growth With Activate the Talent
Management Strategy Talent Management Employee Experience Talent and Performance Management Ecosystem
Operating Model
Define the organization’s Connect interrelated Influence EVP and Optimize performance Build a talent-centric
talent philosophy. talent processes. employment brand design management design management culture.
and delivery. and delivery.
Sense and forecast Embed an agile, employee- Generate and act on Build, buy, or borrow Increase leader
workforce capability needs. centric product employee critical skills commitment and capability
management approach. listening insights. and capabilities. to manage talent.
Facilitate integrated Develop a flexible Enable personal and Build diverse talent Influence business
strategic planning across resourcing and service career growth. pipelines and pools for strategy with talent
HR subfunctions. delivery model. critical roles. knowledge.
Prioritize initiatives and co- Manage and advocate for Foster an inclusive, Unlock performance with Automate, integrate and
create change strategies. the talent purpose-driven organizational design innovate
management budget. workforce culture. and change using technology.
management.

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Sample Priorities While Planning for Integration
Employee and Back-Office Focused

Drive Business Results

Ensure the business has the talent it
needs for performance and growth.
Define a Flexible Talent Build an Integrated Deliver a Compelling Drive Growth With Activate the Talent
Management Strategy Talent Management Employee Experience Talent and Performance Management Ecosystem
Operating Model
Define the organization’s Connect interrelated Influence EVP and Optimize performance Build a talent-centric
talent philosophy. talent processes. employment brand design management design management culture.
and delivery. and delivery.
Sense and forecast Embed an agile, Generate and act on Build, buy, or borrow Increase leader
workforce capability needs. employee-centric product employee critical skills commitment and capability
management approach. listening insights. and capabilities. to manage talent.
Facilitate integrated strategic Develop a flexible Enable personal and Build diverse talent Influence business strategy
planning across resourcing and service career growth. pipelines and pools with talent knowledge.
HR subfunctions. delivery model. for critical roles.
Prioritize initiatives and co- Manage and advocate for Foster an inclusive, Unlock performance with Automate, integrate and
create change strategies. the talent purpose-driven organizational design innovate using technology.
management budget. workforce culture. and change
management.

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Sample Priorities Through Rapid Growth
Business and Front-Office Focused

Drive Business Results

Ensure the business has the talent it
needs for performance and growth.
Define a Flexible Talent Build an Integrated Deliver a Compelling Drive Growth With Activate the Talent
Management Strategy Talent Management Employee Experience Talent and Performance Management Ecosystem
Operating Model
Define the organization’s Connect interrelated Influence EVP and Optimize performance Build a talent-centric
talent philosophy. talent processes. employment brand design management design management culture.
and delivery. and delivery.
Sense and forecast Embed an agile, employee- Generate and act on Build, buy, or borrow Increase leader
workforce capability needs. centric product employee critical skills commitment and capability
management approach. listening insights. and capabilities. to manage talent.
Facilitate integrated strategic Develop a flexible Enable personal and Build diverse talent Influence business strategy
planning across resourcing and service career growth. pipelines and pools for with talent knowledge.
HR subfunctions. delivery model. critical roles.
Prioritize initiatives and co- Manage and advocate for Foster an inclusive, Unlock performance with Automate, integrate and
create change strategies. the talent purpose-driven organizational design and innovate using
management budget. workforce culture. change management. technology.

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Sample Priorities to Sustain Growth
Employee and Front-Office Focused

Drive Business Results

Ensure the business has the talent it
needs for performance and growth.
Define a Flexible Talent Build an Integrated Deliver a Compelling Drive Growth With Activate the Talent
Management Strategy Talent Management Employee Experience Talent and Performance Management Ecosystem
Operating Model
Define the organization’s Connect interrelated Influence EVP and Optimize performance Build a talent-centric
talent philosophy. talent processes. employment brand management design management culture.
design and delivery. and delivery.
Sense and forecast Embed an agile, employee- Generate and act on Build, buy, or borrow Increase leader
workforce capability needs. centric product employee critical skills commitment and capability
management approach. listening insights. and capabilities. to manage talent.
Facilitate integrated strategic Develop a flexible Enable personal and Build diverse talent Influence business strategy
planning across resourcing and service career growth. pipelines and pools for with talent knowledge.
HR subfunctions. delivery model. critical roles.
Prioritize initiatives and co- Manage and advocate for Foster an inclusive, Unlock performance with Automate, integrate and
create change strategies. the talent purpose-driven organizational design and innovate using technology.
management budget. workforce culture. change management.

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Evaluate Your Balance and Flex
Back-Office Focus

• Am I overfocused in one area?

• Do I know when and how to flex
my approach?

Employee Business
Focus Focus Business
Focus

Front-Office Focus

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Your North Star

Drive Business Results

Ensure the business has the talent it needs
for performance and growth.

Deliver a
Define a Flexible Build an Integrated Drive Growth With Activate the Talent
Compelling
Talent Management Talent Management Talent and Management
Employee
Strategy Operating Model Performance Ecosystem
Experience
Develop the talent
Iteratively identify the Empower key
Attract, engage and capabilities,
talent management Establish the “what” stakeholders and
retain talent with a pipelines and ways
investments that will and “how” of talent leverage resources
differentiated of working required
most significantly management at to deliver on the
employee to support
advance the the organization. talent management
experience. organizational
business strategy. strategy.
growth.

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Recommendations

Prepare to guide your organization through disruption by

(re)defining your role.
Focus on the five core objectives of a world-class talent
management leader.
Navigate natural tensions in the role to understand and meet your
evolving mandate.

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Action Plan for Heads of Talent Management

Monday Morning:
• Review the model of a world-class head of talent management.
• Reflect on your current focus areas and opportunities for improvement.
Next 90 Days:
• Solicit feedback from stakeholders to refine your focus areas.
• Commit to target time allocation against the model.
Next 12 Months:
• Reflect and assess your time allocation against strategic imperatives.

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Recommended Gartner Research

The Model of a World Class Head of Talent Management

Sasha Sevil Tuzel and Nora Stechschulte
5 Priorities for Heads of Talent Management in 2023
Human Resources Research Team
Talent Management Structure and Priorities Benchmark
Calum Folks
Video: 5 Objectives for World-Class Talent
Management Leaders
Russ McCall

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