Key people drive the business

Key people drive the business What happens when they disappear?

No coverage for roles

No back up plan

Untrained people could be thrown in critical roles

WHAT IS TALENT MANAGEMENT?

Talent management defines the processes an organization employs to identify, attract, acquire, align, manage,

educate, develop, rewarding

and redeploy the people it needs to successfully execute

its business strategy.

You need to effectively manage your Talent with:

Strategies
Visibility Management Tools to beat the competition

TALENT MANAGEMENT IS A RESPONSE TO

Which function(s) contribute to the companys success? Which compentencies are we lacking and how can we solve this issue? How do we secure succession on strategic positions?

How are our employees performing?

How do we recruit the right profiles?

How do we manage succession and exit? How do we identify and retain talent?

What includes the compensation package by function groups and/or titles?

2 KEY DRIVERS FOR TALENT MANAGEMENT

War for talent Internal conflict for resources External conflict for talent Search the talent 24 x7 Use all your weapon Recruit Outside the line Wait to compensate Play for what you get Put the candidate first Never Assume your are done Integrating workforce strategy with business strategy Drive HR from tactical support to strategic enabler Drive employee engagement & higher satisfaction Differentiate organization as employer of choice Leverage investments in HR system: the next wave

10

Effective Talent Management

TALENT RETENTION MAP

Career Progression

Plan

Instruct

Measure & Monitor

Reward & Promote

Align People to Strategic Objectives Retain Top Talent

Provide Training Enable Global Learning

Track Learning and Progression Quantify the Effect of Training

Give Suitable Compensation and Rewards

Learning Retention

NATURE OF TALENT MANAGEMENT

Creating and maintaining an organizational culture that values people Identifying future needs and developing individuals to fill those needs

Key Areas of Talent Management

Establishing ways to conduct and manage activities to support talent development

Developing a pool of talented people who can supply future job needs

Talent Management Bridge

ROLE OF TALENT ACQUISITION TEAM IN TALENT MANAGEMENT

Implement talent management strategy Being custodians of the talent management process Providing guidance and realistic thinking about talent management and development programs

THE HR ECOSYSTEM

16

LINKING PEOPLE WITH BUSINESS STRATEGY

Level III: Strategic business partner
Improve / increase competitive advantage Support management development, innovation in the organization Focus on Talent Management

Future HR Focus

Level II: Service oriented tasks

Operational excellence Better service Use and/or improve HR Technology Current HR Focus

Level I: Administrative tasks

Personnel administration Compliance and control Payroll
Source: Edward Lawler III, John W. Boudreau & Susan Mohrman (2005).

Former HR Focus

COMPETENCIES: PREREQUISITE FOR INTEGRATION

Plan Enable Execute Monitor

Attract and Acquire

Educate and Develop

Identify and Grow tomorrows leaders

Align and Motivate

Analytics, Competencies, HR ,

COMPETENCIES: PREREQUISITE FOR INTEGRATION

Competencies lay foundation for an integrated talent management solution.

19

TALENT MANAGEMENT DRIVES RESULTS

Managing talent in an integrated environment means

Drive & measure: Management can engage in people development initiatives that drive business results and can measure the results Anticipate & develop Management can develop a more competitive workforce with minimal disruption as the business environment and workforce demographics change Identify & manage HR can proactively identify talent gaps in the context of corporate strategy and proactively deal with them Integrate workforce strategy with business strategy HR becomes a more strategic partner in running the organization. Success through people becomes a reality, not just a vision

ROLE OF TALENT ACQUISITION TEAM IN TALENT MANAGEMENT

Executing talent management strategy Being custodians of the talent management process

Providing guidance and fresh thinking about talent management programs

WHAT TO EXPECT

Are you responsible for talent? This is for you! Practical tools and things that Jobs Use it to check what youre doing

5 Steps of Talent Management

CUSTOMER REQUIREMENTS
STRATEGIC DECISIONS

MEASURE

MOVE

PERFORMANCE MANAGEMENT PLUS

FIND

DEVELOP

ENGAGE

START HERE

Who is your customer internal and external? What is on their mind? What do they expect supportive role from you? How will they measure your success?

ITS 5 THINGS, DONE WELL

Practical tools for managing talent:
1. 2. 3. 4. 5.

Measure the performance Find the Gap Engage the people Develop the people Move

MEASURE ??????

Measure Gaps
Current
Organizational Objectives

Align Development with Needs Improve Critical Competencies

Future

People Competencies

Competency Gap Required Job Skills

Close Gaps & Monitor Performance

Required Job Skills

FIND /////????

BIG QUESTION

Leadership talent? What exactly, are you looking for? Lets try an experiment

EXPERIMENT

Think of 4 people from different walks of life who show great leadership talent Not professional, technical, sporting or artistic excellence Generic ability that differentiates their leadership from others

WHATS IT ABOUT?

3 abilities that differentiate them

1. 2. 3.

How well they are doing How effectively they are performing How consistently they are managing their job..

31

IDENTIFYING HIGH POTENTIAL EMPLOYEES IS CRITICAL TO DEVELOPING FUTURE TALENT

High potential employees display the following qualities: Leadership Promise - Demonstrates the leadership competencies

Balance of Values and Results - Fits the culture and has a passion for results Learning Agility ability to adapt to new situations, recognize patterns and apply learning from previous situations in new and different ways

Identifying High Potential Employees is Critical to developing future talent

Personal Development Orientation Is receptive to feedback and has learning agility Master of Complexity - Practices adaptability and conceptual thinking and navigates ambiguity

LEADERSHIP COMPETENCIES
Strategic Decisive Innovative
Technical Conservative

Communicative Delegation
Analytical Tactical

Creating A Vision

Implementing the Vision Persuasive Influencing Others

Enthusiastic Outgoing Restrained

Productive
Management Focus Committed

Achieving Results

Core Values

Following Through
Control Feedback

Team Playing

Respectful
Cooperative Consensual Empathetic

KNOW WHAT YOURE LOOKING FOR

1.

Identify what differentiates - in your organization

2.
3. 4.

Ask and involve those who really know

Look at the research and combine the two Select 3 - 5 factors as behavioral indicators

KNOW WHAT YOURE LOOKING FOR

5.

Define evidence statements in simple language Test and agree with line management Communicate and train managers to know what it means - they are responsible for finding it

6.

7.

ENGAGEMENT OF PEOPLE

People Engagement is improved by many things

Benefit vision and values security brand boss culture

purpose job itself

work-life balance

But, so is

Performance

And we use

People Performance to deal with that Management

So, why not add

People Engagement

+
to Performance Management

=
And call it
Performance Management Plus

PERFORMANCE MANAGEMENT PLUS

From this
Performance Management

To this
Performance Management Plus

Perform Develop
Like Performance and Development, Engagement is a management responsibility. Its part of the same Conversation

Perform Develop Engage

EFFICIENT INTEGRATION
Perform
set performance objectives review progress give performance feedback and reward

Develop

identify capability gaps build development plans give development feedback and coach
explain the corporate landscape understand what personally motivates make the vital connection and listen, align and adapt

Engage

It starts here

ENGAGEMENT TOOL FOR LINE MANAGERS

2. Employee explains what motivates and engages them
What my future looks like Where I believe I want to be Why its important I get there Why it matters to me How I need to be more engaged

1. Leader describes a realistic corporate landscape

What the future here looks like Where I believe we need to be Why its important we get there Why it matters to me How we want to engage you

3. Leader and employee make the vital connection

What our customers need from us both How the work we need to do can engage me How the organisation can help me do my best What more we need from each other How we can fill any gaps in engagement

4. They both work at improving engagement

Listen, align and adapt

DEVELOP THE PEOPLE

YOUR EXPERIENCE?
In your experience, how do organizations develop leadership talent?
Where is most investment?
1.

What is most effective?

1.

2.

2.

3.

3.

DEVELOPMENT VS. TRAINING

COACHING AND FEEDBACK

What have you learned from experience? What is emerging as good practice?

DEVELOP: A COACHING TOOL

1. 2. 3. 4. 5. 6. Identify the behaviour you need to improve Choose colleagues you respect and get them involved Ask them for advice on how to do better Listen, understand and decide what to do Make an action plan and implement it Ask for feedback, advice and support

7.
8. 9.

Practice to make it consistently good

Review your results with the colleagues involved Thank them for their help and start over again

ESSENTIALS FOR SUCCESS

Leader wants to improve Focus on 1 (no more than 3) behaviours Respected colleagues are invited and agree to take part Colleagues give constructive feedback Coach ensures the quality of the process

Use data as a reference point for progress

Leadership Development
Progress Review with Colleagues
Initial Assessment 1st Review

Behaviour to Develop

2nd Review
Very Low Low Medium High Very High

Leadership Development
Progress Review with Colleagues
Initial Assessment 1st Review

Behaviour to Develop

2nd Review
Very Low Low Medium High Very High

AT LEAST 3 GOOD MEETINGS

Meeting 1 Client and Coach

Learn about the coaching process, decide what you want to improve, choose colleagues to involve and plan how to get initial feedback and advice

Meeting 2 Client, Colleagues and Coach

Review feedback with colleagues, choose 1-3 behaviours you want to improve, rate your current effectiveness and agree an action plan. Implement the plan. Ask for feedback as you go

Meeting 3 Client, Colleagues and Coach

Listen to feedback about the progress you have made, rate effectiveness again, plan further improvement actions and evaluate the coaching process

MOVE

WHATS THE GOAL?

MANAGE THE organization
GROUP EXECUTIVE

LEADERSHIP TRANSITIONS

MANAGE A BUSINESS

KEY ROLE

MANAGE A FUNCTION KEY TRANSITION MANAGE MANAGERS

MANAGE OTHERS

MANAGE SELF Source: The Leadership Pipeline, 2001 by R Charan, S Drotter, J Noel

MOVE: GOAL

A good supply of capable leaders Right people into the right roles

Owned by line management

Reward for the generators of talent

What are competencies some definitions

Competencies are the characteristics of an employee that lead to the demonstration of skills & abilities, which result in effective performance within an occupational area. A cluster of related knowledge, skills and abilities that affects a major part of ones job, that correlates with the performance on the job, that can be measured against well accepted standards and that can be improved via training and development. An underlying characteristic of a person result in effective and / or superior performance on the job. In other words, competencies are characteristics that outstanding performers do more often in more situations with better results, than average performers

Why do we need it?

People will have to know their respective * Roles * Key competencies Address employee needs * What am I on skills? * What are the gaps? How to improve on skills? * What is expected of my role? * What are possible future roles? People have to know about competencies which help them deliver better to customers Address organizational / business needs * High performance * Expectation management on career and promotions * Higher productivity with improved skills

Competency
Behaviour Knowledge

Skills

Attitude

Values & Motives

Competency Modeling
Competency models consists of qualities required for superior performance with respect to:
The Organization's Culture & Value

Job specific requirements

Functional requirements

Role attributes

Leadership Attributes

Step 1 : Competency Profile

What capabilities currently exist within the organization?

COMPETENCY MAPPING

Forced Ranking (Lower Level)

Manager Assessment (Managers)

180 /360 Degree Assessment (Employees, Managers, Peers

Assessment centers Psychological Testing BEI

Step 2 : Competency Review

What are the gaps between organizational needs and people capabilities?

The competency review process links current capabilities to the organizational needs
Competency Model

Review

Development Plans

Implementation

Competency Profile

Step 3 : Development Plans

Create Plans for shoring any identified gaps

Developing Competency Model

o Developing competency model depends on the nature of the organization & some basic consideration: o The practices for which they will be used o The financial & personnel resource available o Who needs to be included in the process of developing & endorsing the applications oWho is going to be included in the implementation process

Select the optimal approach

Generic model Adapted Generic Model

Survey Driven

Expert Panel

Behavioral Event Interviews

Least Rigorous

Most Rigorous

Considerations:
* Practicality * Speed * Fairness * Validity

HOW ARE YOU DOING WITH YOUR TEAM?