Talent mgmt

Top of Form

Dear Sir/Madam,

Thank you for supporting

this Cambridge University
research project. All 92
professional football clubs in
England will be asked to
participate, and it should only
take approximately 7-10
minutes to complete the
survey.

A high response rate is

important for the validity of
this research, and thus your
participation in this study is
very important and highly
appreciated.

Your responses will be stricly

confidential and data from this
research will be reported only
in the aggregate. If you have
questions at any time about the
survey or the procedures, you
may contact Oskar Almen by
email at ona20@cam.ac.uk.
Thank you very much for your
time and support. Please start
with the survey now by
clicking on
the Continue button below.

Please give us some general information about the club you represent.

How many in the first team and reserve team squad are own developed players?

D Othe
0-10% 11-20% 21-33% 34-50% 51-75% 75-100% on't know
r

How many first team managers has this organisation had over the last ten years?

How long has the current first team manager been at his position (years)?

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
The current first team
manager’s style differs
considerably from his
predecessor
The current first team
manager’s objectives differ
considerably from his
predecessor.

The club will finish top

three in the league/division
at least once within the
next three years.

Strongly Agree Neutral Disagree Strongly Don't

Agree Disagree know
Our number one
recruitment priority is to
develop young non-
established inexperienced
talent into mature players.

Our number one

recruitment priority is to
persuade the best
established talent to come
and play for us.

We have a very loyal fan

base.

It is a priority to increase
our total fan base.

Please estimate how many of your existing fans are derived:

0-5% 6-10% 11-25% 26-50% 51-75% 76- Don't
100% know
Locally (born locally
and/or live within 1 hours
drive)

Regionally (born
regionally and/or live
within 2-3 hours drive)

Nationally (born and/or

live in the country, but
outside the region)

Internationally (people
with other nationalities
who live abroad)

Please estimate how many of your fans in the year 2020 will be derived:
0-5% 6-10% 11-25% 26-50% 51-75% 76- Don't
100% Know
Locally (born locally
and/or live within 1 hours
drive)

Regionally (born
regionally and/or live
within 2-3 hours drive)

Nationally (born and/or

live in the country, but
outside the region)

Internationally (people
with other nationalities
who live abroad)

The following four sections deal specifically with questions regarding talent
development.

This section focuses on questions regarding organisational structure.

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
We have made significant
changes to our
organisational structure
within the last ten years to
cope with the demands of
the modern sports business
industry.

The first team manager has

the best overview of the
human resource needs of
the squad.

Our first team manager is

heavily involved in the
search for talent.

We have intentionally appointed a “general manager” to oversee the long-term strategies

for renewing our squad of players.

Yes No Don't know

We have intentionally appointed a “ general manager” to oversee the short-term decisions

for renewing our squad of players.
 Yes No Don't know

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
We use the same playing
system/philosophy
throughout the whole club,
from the youth team up to
the first team squad.

We primarily pick talent

that will fit into a certain
role in the playing system.

Our playing system gives

our scouts a “check-list” of
fundamental physical
attributes to look for in a
talent.

Our playing system makes

it harder for us to find
suitable players.

The majority of our stock is owned by less than 5 people/families/institutions

Yes No Don't know

Strongly Agree Neutral Disagree Strongly Don't

Agree Disagree know
We are dependent on our
majority owner(s)
underwriting of new player
purchases.

Our owner(s) is primarily

involved in this club as a
long term investment.

Roughly, how many years has the existing major stock owner(s) been the majority
owner(s)?

1 1 Mo Othe
0-2 years 3-5 years 6-10 1-15 6-25 re than 25 Don't
years years years years know r

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
Our organisation
emphasises the individual.

Our organisation
emphasises the group.

We have a systematic
approach to detect
exceptional talent in our
youth teams.

We have a systematic
evaluation process for the
development of young
players.
Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
Our club is well known in
European football (strong
brand name).

Several of our players

throughout the history of
the club were national
"household" names.

We pay better salaries to

our players than our direct
competitors.

Our club is one of the most

desired clubs in England
for a young inexperienced
player to start his career in.

Our club culture consists

of certain values that only
players who have been
developed internally fully
understand.

In the last 24 months, my organisation has conducted activities intended to:

Yes No Don't know
Change old training
routines.

Change how we motivate

our players and coaching
staff.
Listen to dissenters,
doubters, and bearers of
warnings inside the
organisation.

In the last 24 months, my organisation has conducted activities intended to:

Yes No Don't know
Evaluate what we did to be
successful in the past.

Evaluate what has caused

us not to reach our full
potential in the past.

Evaluate young players' off

the pitch behaviour, before
signing them.

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
Our first team manager has
an important part in the
long-term (5-10 years)
planning of the team’s
human resources.

During the present first team manager’s appointment:

Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
We have been successful in
identifying and
signingdomestic young
inexperienced talent.

We have been successful in

identifying and
signinginternational youn
g inexperienced talent.

During the last five years,

we have been successful in
making "bargins" by
identifying and signing
established players below
their market value.

Roughly how long has this club's present first team manager been in a management
position in the football industry?

1 1 mo Othe
0-2 years 3-5 years 6-10 1-15 6-25 re than 25 Don't
years years years years know r

Is this club's present first team manager a former professional player?

Yes No Don't know

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
Our present first team
manager has been pivotal
for the development of
young players during his
time at the club.

Our present first team

manager is heavily
dependent on his coaching
staff for development of
players.

We have had a significant

increase in promotions
from the youth team to the
first team with the current
first team manager in
charge.

Strongly Agree Neutral Disagree Strongly Don't

Agree Disagree know
We primarily appointed
our first team manager for
his proven track record of
developing inexperienced
talent in other clubs.

First team managers tend

to bring their preferred
coaches to the club they
get appointed to.

Strongly Agree Neutral Disagree Strongly Don't

Agree Disagree know
Our first team manager has
a paternalistic approach to
the young in-experienced
talent.
Our first team manager
works closely with the
youth team to follow the
young talents’
development.

Our first team manager

leaves the development of
young inexperienced talent
to his coaches.

Our first team manager is

at his best when he gets to
work with seasoned
players.

This section is about physical facilities (training ground, club house, stadium etc)

Please indicate the extent to which you agree or disagree with the following statements:
Strongly Agree Neutral Disagree Strongly Don't
Agree Disagree know
We have spent a
considerable amount of
effort and money on
designing and building our
physical facilities.

Outstanding training
facilities are important
when convincing an
established player to join
us.

Outstanding training
facilities are important
when convincing a non-
established player to join
us.

We are located in a
desirable geographical
location to which players
want to move.

About the respondent.

This information is for administrative use only, but it is vital since it enables us to tick
off your club's name on the list of recipients when your questionnaire is completed. It
will be kept confidential and will not be reveald to anyone outside the research group.

Which club do you represent?

What is your role/title in the club?

How long have you been with the club (years)?

Finally...
...do you want us to send the final report of our results at the end of this project to the club
indicated above? *

Yes No
 Bottom of Form

Survey: Talent Management a Top Concern

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By Deborah Rothberg
2007-01-02

Article Views: 1670

Article Rating: /0

Finding, developing and keeping talent are among the top concerns for HR executives for
2007, according to a new survey.
Finding, developing and keeping talent are among the top concerns for HR executives for 2007,
according to a survey released by ORC Worldwide, a New York-based provider of human resource
management consulting and data services.
Nearly 62 percent of respondents said that the most pressing strategic issues they will face in
2007 would fall into the realm of talent management.
For more on a related topic, see How to Get—and Keep—Top IT Talent
Talent management, encompassing acquisition, assessment, development and retention of a
workforce, was also cited by 33 percent of the survey's respondents as what they expect to
consume the majority of their time in 2007.
Stated by 7.7 percent of HR professionals, activities related to a "cultural transformation" were
also among the top three concerns of HR executives. Shifting the culture of workplace has become
an increasingly popular topic in recent years, according to the survey, encompassing the
implementation of tools from performance management and "pay for performance."

RECENT SURVEY SAYS TALENT MANAGEMENT IS A TOP

PRIORITY FOR HR PROFESSIONALS
Posted on | August 17, 2010 | No Comments

Tania Richman
Last week, I talked about the benefits of automating employee reviews and how they can help
streamline your business and improve the productivity of HR departments.
Still need some convincing? Take a look at the 2010 HR Service Delivery Report based on a recent
survey by Towers Watson. Results reveal that HR professionals consider talent/performance
management systems the most important issue for HR departments this year. In fact, 42 percent of
those surveyed listed talent management as the most critical aspect of HR.
There seems to be an increasing need for HR technology in 2010. Regardless of the recent recession,
numbers show that HR departments are eager to spend money on performance management systems as
they emerge from the trenches. Why? Because getting a handle on your talent is one of the best things
you can do for your company in the long-run.
According to Tom Keebler, Global Practice Leader with Towers Watson, “Talent management
technologies have unquestionably become one of the best ways for companies and HR departments to
drive better employee performance and enterprise success following the recession.”
Despite initial costs, implementing an automated performance management solution just might be what
your company needs to build and maintain a stable workforce. Once in place, an effective talent
management solution will give HR managers greater visibility of employee trends and as a result,
provide long-term benefits not only for HR, but for the organization as a whole. In other words: you’ll
reap what you sow.
Is your company prepared for another economic downturn? Does your HR department have the solution
it needs to steer you through tough times?
Don’t wait until it’s too late. Invest in a talent management solution today.
Written by Tania Richman

Recent Survey Results: Leader’s No Longer Concerned

About Talent Management
Personnel Decisions International, a leading talent management consulting, training, and research
firm, recently asked leaders around the world to provide feedback on their top business strategies
during these tough economic times. The study was conducted from December 2008 to January
2009.

More than 500 leaders responded—67 percent were HR leaders and 51 percent were director level
or above; 79 percent of respondents were from for-profit businesses and more than 50 percent
were from companies with more than 5,000 employees. The survey included 63 percent of
respondents from North America, 26 percent from Europe, 9 percent from Asia-Pacific, and 2
percent from other regions.

I was one of the survey participants and was provided a summary of the findings.

It's no surprise that global leaders raked financial pressures to cut costs (82.95%) and rapid
market decline (54.36%) as their toughest business challenges.

Unfortunately, "Loss of leaders in key areas or insufficient talent to quickly adapt to

change" (5.30%) fell to the bottom of the list.

The latest findings are in stark contrast to a 2006–2008 study conducted by PDI, in which company
leaders said top-line growth and talent management were their key issues.

I can understand the how the pressures of crisis management can distract leaders from the more
strategic, but less urgent issue of talent management. When the house is burning, it's not the time
to be replacing the siding.

But to go from second to last place in only a year? Wow, is the war for talent over? Did I miss the
announcement?

PDI suggests, and I strongly agree, that leaders need to be careful they don't go completely to sleep
and wake up in worse shape than they were before the downturn. The companies that continue to
pay attention to hiring, retaining, and developing the best talent will more likely emerge stronger
than their competition when the economy recovers.

A wise CEO once said, "In tough times, the strong prey on the weak". When it comes to talent, are
you allowing yourself to become the prey?

Developing and retaining top-performing employees is essential in any business strategy, even—and
especially—at a time of economic crisis.

To read the full summary, go here.

Posted by Dan McCarthy at 2/24/2009

Labels: personnel decisions international, research, talent management

6 comments:

Debashish Brahma said...

Dear Dan,

Very interesting post,in the year 1954 if I am correct Prof Peter Ducker wrote the
famous "The Practice Of Management", where he wrote, the purpose of a business is to
create customers.

If you pick up any text book of economics even in high school level it say that "Demand
is the mother of production".

Customers and demand goes hand in hand , now during the time of recession you don't
have the demand , so sales don't happen , cash to cash cycle slows down even stops.

At this point management is in a real catch 22 situation , you can't afford to throw your
tested and trusted people by blaming them ,nor you can carry them as things are are
tight and if you carry them you get into deeper trouble.

As the world has got global things

are more complex now, every countries government initiatives are very
important,proactive economic engineering will help a lot.

These are temporary phenomenon we have optimism it won't last long,but 2009 will be
a tough your
as The President of the World Bank
Mr Robert Zeollick said in a recent interview with Financial Times, U.K.

With Warm Regards,

Debashis Bramha.
Thursday, February 26, 2009 2:08:00 AM EST

Dan McCarthy said...

Debashish -
Thanks for your comments!
Thursday, February 26, 2009 6:09:00 AM EST

Jo Ellen said...

Isn't it interesting that in stressful times, strategy can so easily go with the wind, while
people attend to the urgent but not necessarily strategic?

You can't blame them too much, for fear and panic can cause anyone to behave
differently at times.

But the winners when all this is done will be those that did not stray from their basic
strategy.

Jo Ellen
Thursday, February 26, 2009 6:56:00 AM EST

Mary Jo Asmus, President, Aspire Collaborative Services LLC said...

The results of the survey are unsettling at best, and perhaps a reminder that business
continues to be focused on the short term. I understand that, especially now.

However, I do know of a few organizations who are looking out over the long term and
realizing that they will be better positioned when the good times come if they continue
to invest in talent management.

I guess these few weren't the ones who responded to this survey. The survey-takers
might want to keep an eye on their competitors, who understand the importance of
talent management to their future. They are positioning themselves to be fierce rivals
in the marketplace when economic recovery happens.
Thursday, February 26, 2009 8:11:00 AM EST

Michael Ray Hopkin said...

Dan, thank you for sharing the results of this survey, and especially for your
evaluation.
 You are absolutely correct that turning a blind eye to talent management will not only
hurt, but possibly destroy companies when the economy turns upward. I feel like
screaming "it's the people stupid!" (but that would not be polite).

Companies that understand and develop their people into leaders will win in the next
upturn. -Michael
Saturday, February 28, 2009 3:26:00 PM EST

Wally Bock said...

You're absolutely right, Dan, that in the end, moreso in our knowledge economy,
people and their knowledge and relationships are the font of sustainable competitive
advantage. I suspect, though that's what's happening here is a form of triage. The execs
who were polled are trying to make sure the patient lives, figuring that if they do that,
there will be time for a fitness program later.
http://www.questionpro.com/akira/showDistribution.do

http://www.questionpro.com/userimages/4/166.rtf

http://www.successfactors.com/talent-management/articles/

http://darinphillips.blogspot.com/2009/01/new-talent-management-network-
survey.html

http://www.eweek.com/c/a/IT-Management/Survey-Talent-Management-a-Top-
Concern/

http://www.employee-performance.com/blog/?p=10

http://www.greatleadershipbydan.com/2009/02/recent-survey-results-leaders-no-
longer.html

imp

http://managementhelp.org/hr_mgmnt/hr_mgmnt.htm