Marketing Talent Management Marketing Competency Framework and Academy Approach 本资料选自国内最具含金量，最全面的人力资源顶级方法与实操大全-2012最新典藏版官方唯一指定购买咨询QQ：5144 57731（长期在线）全国货到付款，免邮费 IntroductionThe Marketing Talent Management Team has developed this presentation to provide a general introduction to Marketing Talent Management and a methodology to assist in designing and delivering marketing competency management and/or marketing academy projects.This presentation offers a set of methods including a number of templates and proven project examples teams may leverage in project planning and delivery. While this deck is not meant to be presented in its entirety to a client, you may use this information in creating your proposal or client presentation. Specific client examples and project documents cannot be shared with a client. For assistance with a client opportunity or more information, please contact one of the contacts of the Marketing Talent Management Team: Patrick Mosher, Global Sales 53% have been in post for under 12 monthsThe proportion of US stock market value based on investor expectations of future growth* 1.958%*Source: Spencer Stuart executive search; *Source: Analysis of Russell 3000 Index; May 2003 * Source: Advertising Age Global Marketing Report 2005The median marketing spend fora Global 100 company is $0.6 billion* Accelerated organic growth is essential4Main Complexities for a Marketing FunctionCMOs must deliver growth fast in an increasingly complex environment Globalization: Driving competition and changing market economics Rapid Innovation: Reducing sustainable competitive advantage Product Proliferation: Increasing complexity and commoditization Planning and Execution Deficiencies: Reducing growth strategy market impact and increase Operational Efficiency Call for greater ROI / accountability on marketing spend Trend to closely link Marketing to partners in the organization, e.g. Finance and Sales Adopt new ways of marketing: Shift from branding / advertising focus to more direct account management New MediaCMO priorities focus on growth and innovation:Revenue growthCustomer acquisition/retention/satisfactionInnovation0%5%10%15%20%25%30%35%40%45%Percentage of respondentsAlign Marketing with Business StrategyDrive new product development5Product / service proliferation is increasing complexity for MarketingThe growth in product / service proliferation is largely due to Line extensions to existing offerings (42%)New product / service innovations (18%) Improvements to existing offerings (38%)Entering new geographies with existing offerings(17%) Entering new product / service categories (24%)*Source: Unravelling complexity in products and services; Wharton University of Pennsylvania; N=424By how much has the number of products/services offered by your organization grown in the last five years?0%20%40%60%80%100%0%20%40%60%80%100%No Growth (12%)No replyDecrease (2%)% of respondentsGrowth Range of Products/Services19%25%16%23% 23% of organizations said the number of products / services they offered more than doubled in the last five years.6Globalisation who would be involved; what would be done, felt and said; and what the result would be.* Validates competencies generated by other methods * Discovers unique competencies * Refers to actual job performance behaviors * “Sets the bar” toward outstanding performance * Reduces racial, gender and cultural bias* Time intensive and costly * Interviewers must be thoroughly trained * May miss less important but still relevant aspects of the job * Impractical for large numbers of jobs/future oriented jobs * Not suitable in an unstable or dynamic job environmentExpert Panel/Focus Groups* Identifies core or skill competencies and behavioral indicators. * The panel brainstorms competencies/performance behaviors employees need to perform the job at a minimally accepted level and a superior level. * Competencies are prioritized according to importance to job/organization success.* Participative - develops consensus about the competencies * Time and cost efficient * Panel experts become versed in competency concepts * Can be present and future oriented* Competencies may not be valid predictors of performance * SMEs may not possess complete knowledge of all jobs and/or levels * Panels ideas are about 50 percent accurate when compared with BEI resultsCompetency Surveys* Competency behaviors are identified from other sources and assembled into a questionnaire. * Surveys focus on specific performance behaviors, how much the behavior distinguishes superior from average performers, and its importance to today versus the future. * Statistical analysis of the ratings provides a ranking of behaviors according to importance in superior performance.* Time and cost efficient * Large numbers of jobs can be studied at various times to identify trends in competency requirements * Participative, allows