Talent intelligence is the action of defining, gathering, analysing and distributing intelligence about every aspect of the human capital life cycle, from talent acquisition, development, retention and engagement to its impact on products, customers, and the entire competitive landscape – from a local, national, and global perspective.
We support organisations to meet the challenging demands and needs of a rapidly evolving marketplace by helping them to fully understand the threats and challenges facing their business in the context of talent, competitor analysis, and industry trends.
Sheffield Haworth’s approach is in our ability to operate under the radar to help you make strategic, forward looking, decisions rather than rely on tactical reactions to market imperatives.
Our talent management model holistically incorporates all aspects of people strategy and is designed to fit within your organisation’s business objectives, values, and employment philosophy.
The companies that are positioned to outperform – today, tomorrow, and beyond – are the companies whose leaders not only practise talent intelligence but also optimize it by putting in place the systems, protocols and leadership that allow them to leverage it to the fullest.
They use talent intelligence, intelligently.
Sample of successful initiatives
People Analytics Strategy and Execution
DEI and ESG Strategies and Profiling
Headcount and Client Segmentation Analysis
Assessment of Business / Product / Service Opportunities
Real-Time Labor Market Data Analysis By Product and Region
Customized Talent Blueprints and Benchmarking
Real Time Forensic Talent Insights
Due Diligence On New Growth Markets Or Product Entries
Boomerang Employee Analysis
Compensation Analytics and Benchmarking
Talent Thought Leadership
Expert Witness Introductions
Organizational Talent Advisory
Employee Engagement and Competitor Overviews
Talent Acquisition and Retention Overviews
Bespoke Compensation Analysis and Design
Strengthening employer brand through diverse talent pipelines
A leading investment bank needed to make significant improvements in their diversity, equity, and inclusion pipelines, specifically in the business units of fixed income trading and sales and equity trading and sales.
Strengthening Employer Brand through Diverse Talent Pipelines
A leading investment bank needed to make significant improvements in their diversity, equity, and inclusion pipelines, specifically in the business units of fixed income trading and sales and equity trading and sales. They needed to make further strides in ensuring they had the most diverse and inclusive teams possible as they were lagging their peers significantly. They were particularly weak at the VP and director level. They wanted to partner with us to create a more systematic and strategic approach to strengthen their employer brand, ensuring more diverse pipelines for talent acquisition, retention, and succession planning.
We were asked to look at 10 leading competitors with a focus on benchmarking DEI talent at all levels. We looked specifically at 5 to 6 different categories within the DEI universe and to specifically identify high-profile and high-potential candidates. The senior leadership of the firm was most concerned about filling the gaps in their various business units and the best way possible for improving their DEI efforts by looking at best-in-class models in other organizations.
Benefits for the Client
The project was completed within 60 days, and several workstreams and initiatives followed as part of the execution phase of the assignment. The goal was to provide the clients with the most forensic intelligence on DEI in their specific marketplace to helps them gain a competitive advantage. It also focused on how their competitors’ changing DEI strategies were impacting the overall market and competitive landscape. The intelligence was useful in terms of formulating rapid responses to these initiatives and opportunities, and to better position the client with candidates by knowing as much as about their individual organizations as possible. We delivered the latest on business models that their competitors were employing, their record of success/failure and the anticipated impact on their competitive landscape.
We were asked for detailed information competitor intelligence for approx. 20 top performing global competitors in two specific areas: How are the firms organized and structured? How competitors are adopting and deploying new technologies.
The financial services industry is in the process of undergoing a fundamental transformation, driven by major investments in data science; combining access to alternative datasets within an increasingly agile artificial intelligence. The application of these rapidly evolving technologies at traditional is leading to new organization structures and processes that integrate the best of both traditional as well as systematic approaches.
With this background, we were asked for detailed information and intelligence for approx. 20 top performing global competitors in two specific areas:
1.How are the firms organized and structured? Products they offer and relative performance. Their investment processes, and how they create investment performance. Key management and investment personnel. How they measure and reward people. Identification of the firms. Strategic intent, goals, and key priorities. Other critical issues facing management, including succession planning, compensation, and turnover
Given how technology is fundamentally transforming the business, the client also wanted to better understand how these firms were adopting and deploying new technologies to create superior performance and alpha in their trading businesses.. Our efforts focused on the following 5 areas for each manager:
Benefits for the Client
The engagement was done quickly and confidentially. The client got to know exactly what was happening at each firm and what the future looked like. It gave the client critical information in understanding who the winners will be and how the industry will reconfigure. This data was critical to the client, who wanted to bring more expertise in-house, and also make acquisitions.
Our client was a second-tier regional investment bank that was concerned about its compensation metrics and whether they were in line with current market pricing. They had recently lost several people at the VP and director level and wanted to ensure that their remuneration policies were competitive.
Our client was a second-tier regional investment bank that was concerned about its compensation metrics and whether they were in line with current market pricing. They had recently lost several people that were highly competent bankers at the VP and director level and wanted to ensure that their remuneration policies were not out of sync with market guidelines. As they were in the process of allocating bonus pools and budgets, they wanted to ensure that they were aligned with some of their major competitors.
We looked very closely for the client across each of their functional levels across M&A and investment banking advisory. The specific product areas they were concerned about were:
and real estate.
Within 30 days, they received from us a number of grids and charts that plotted where they were in compensation metrics vs. their competitors. This was a combination of looking at base salary, bonus, and other incentives.
Benefits for the Client
The client was able to use intelligence and data we provided to gain essential perspective on where the market was and if there were any outliers that needed to be considered. The deliverable provided wisdom and value in a critical area that could have led to more attrition. A major requirement for being competitive is to know forensically how others in the space are organizing, what they are offering and how they are going about it. Our mission was not just to frame the market for our client in terms of compensation but navigate the client in a very tight competitive market in order to get their compensation decisions correct so they could move ahead swiftly with certitude and confidence.
If it is true that organizations are only as good as the people in them then the way through this uncertain moment is building superior talent-intelligence
To find out more please contact Richard Stein to find out more about how your organization can use talent intelligence to outperform in the competition for talent.
Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc.
The _ga cookie, installed by Google Analytics, calculates visitor, session and campaign data and also keeps track of site usage for the site's analytics report. The cookie stores information anonymously and assigns a randomly generated number to recognize unique visitors.
This cookie is installed by Google Analytics.
YouTube sets this cookie via embedded youtube-videos and registers anonymous statistical data.
This is a temporary identifier on a local machine or phone browser that helps us track anonymous information to be later married up with f24_personid. If this is left anonymous it will be deleted after 6 months . Non-essential, first party, 10 years, persistent.
This is an ID generated per individual contact in the Force24 system to be able to track behaviour and form submissions into the Force24 system from outside sources per user. This is used for personalisation and ability to segment decisions for further communications. Non-essential, first party, 10 years, persistent.
Vimeo installs this cookie to collect tracking information by setting a unique ID to embed videos to the website.