HR Expertise

Talent Management

PILLARS OF TALENT AND ENGAGEMENT

By Dr Lawrence NdombiRegional Leader, BPC

What is Talent ManagementTalent Management is the use of integrated set of activities to ensure that the organization attracts, retains, motivates and develops talented people it needs now and in the future. The aim is to ensure secure flow of talent as a corporate resource Armstrong, 2006

Elements of Talent ManagementThe Resourcing strategyAttraction and retention policies and programmeTalent AuditRole developmentTalent relationship managementPerformance managementTotal rewardLearning and DevelopmentCareer management

1ST ORDER TALENT MANAGEMENT !

Day to dayEmployee RelationsPersonnel Records & AdministrationIndustrial RelationsSeparationsOrientationEssential to keep the Business RunningBenefits Administration

Highest Value areas to Help the Business Meet Its Objectives

Organizational CapabilitiesCultureEnabling ChangePerformance ManagementMarket-Driven Organizational DesignLeadership DevelopmentPeople DevelopmentKnowledge ManagementImportant Areas to Make More Effective/efficient

TrainingHR Information Management

Benefits DesignSourcing and RecruitingInt. Trans. ServicesCompensation DesignInductionInternal Communication

Drivers of emphasis on talent managementDemonstrated relationship between better talent and better business performance.Talent is a rapidly increasing source of value creation.The context in which we do business is more complex and dynamic.Boards and financial markets are expecting more.Employee expectations are changingWorkforce demographics are changing and employee expectations are also changing.Organisations are waging new war for talent

War for Talent in Emerging MarketsNew Employee Reality

this is what its all about

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The war for talent hots up

Possible discontinuitiesUnlikely in the short termImplicationsFor many companies and governments, global labour and talent strategies will become as important as global sourcing and manufacturing strategiesCompetition for top local talent in D&E will be fierce Recruiting and retaining the best will require new ways of working and rewardingMore partnering and outsourcing to fill skills gapsRetirement-rethink required

Shifts in labour and talent will be far more profound than the migration of jobs to low-wage countriesGrowth of knowledge-intensive industries highlights the importance and scarcity of well-trained talentIntegration of global labour markets, however, is opening up vast new talent sourcesAgeing populations mean shrinking workforces, particularly in Europe and JapanWith rapid economic growth in D&E, there will be rising demand for top-end local managerial talent For many industries, human capital will become the major source of competitive advantageKnowledge workers (professionals) represent a large and growing percentage of the employees of the worlds biggest corporations.McKinsey199820082018Executive and managerial10.310.510.7Professional12.514.115.6Technicians3.23.53.8Marketing / sales10.310.911.0Services15.516.016.4Administrative support18.517.416.6Agriculture3.53.22.8Production, craft and repair11.911.110.5Operators, fabricators, labourers14.213.212.7Source: US Bureau of Labour Statistics / EconomistDistribution of total employment, USby occupation, %

The 33 million university-educated young professionals in developing countries are more than double the number in developed ones. McKinseyD&E supplying talent but competing for it tooSociety

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Talent PlanningCareer PlanningLearning & DevelopmentCompensationMeasure and ReportSuccessionPlanningRecruitingPerformance ManagementTalent Life Cycle

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The business and what drivescompetitive advantage

Superior Talent

Differentiated Talent Strategy Workforce planning Key roles/key talent poolsTalent ArchitectureRecruitment & Selection SystemSuccession Management SystemLearning & Development SystemPerformance Management & Reward System

Organisation Strategy, Structure& CultureImproved Business Performance

4WD Talent Systemcareer turns modelSkills & Competenciesperformance standardsperformance ratings

It Starts HereTalent Management

Key components of a highly effective talent management processA clear understanding of organisitions current and future business needs.Identification of key gaps between the talent in place and talent required to drive business success.A sound talent management plan designed to close the gaps.Accurate hiring and promotion decisionsConnection of individual and team goals to corporate goals.Development of talent to enhance performance in current position as well as readiness to transition to next level.Business impact and workforce effectiveness measurement during and after implementaion

Best practices in talent managementTalent strategy must be tightly aligned to business strategy.Talent management professionals need to move from a seat at the table to setting the table- own parts of the process and serve as guides and trusted advisors when it comes to the talent talk.You must know what you are the role of success profiles or competenciesDo not confine to leadership succession but a broader population of employees- value creation does not come from senior management alone.

Best practices in talent managementPotential, performance and readiness are not the sameTalent management is all about putting the right people in the right jobs.Talent management is more about hows than whatsSoftware does not equal talent management

What drives Engagement ?

Role of HR

THE RADIO STATIONFMAM

Best practices in talent management

MODELS

Talent Development Models

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Talent reviewFunctional GeographicFunctional talent review

Business Unit talent reviewCross functional talent reviewCountry talent reviewKey business processes talent review

Regional talent reviewTalent review with Board /CEOGlobal talent review

TALENT RESOURCE COMMITTEE (TRC)

PROCESS HODS and selected managers

No discussion of self i.e. discussion the next higher level

Departmental discussions summarized

Company Confirmations ( CEO , HODs and HR)

Need for HR Planning calendar and commitment by the top

HR acts as the internal consultant on tools and process

FUNCTIONS OF TALENT RESOURCE COMMITTEES Deploy Departmental Strategy

Provide professional and Resource Leadership within JIC

Maintain attractiveness of the Department

Strategic Talent Flow Planning

Match Key People to Key Jobs

Prepare Leadership Differentiation Matrix for the Department

The TRC to provide career counselling input to the coach for career counselling including career path to target group

Conduct skill and Competency gap analysis and ensure right interventions are provided

Disseminate best practise within the Department

TRC ProcessStage IStage 2Stage 3

TRC Set up - agenda, membership etc....

Start getting to know the people

Bench strength -1st view

Draft Leadership Supply Strategy

Identify Key Roles

Action plans for key capability hotspots

Human Resource Planning

Continue getting to know the people

HR plan for key jobs and key people

LDT

LDT agreed (with clear facts & evidence), with appropriate action plans

High Potential Key Manangers confirmations

HR plan review

Continue getting to know the people

Get to know the peopleReview the peopleBuild Talent

Leadership Agenda Strategic Succession plans

Long-term departmental resourcing

Long term plan including options

Aligned Learning Aligned Reward

Stage 4Future Capability Items in Green = main focus

TALENT FLOW MODEL

HAVE A TALENT STRATEGYBE CLEAR ON INPUTS AND OUTPUTSLEADERSHIP PLANNING A MUSTCOMPETITIVE EDGE IN PACE OF MANAGING DIFFERENT FACETS OF THE FLOW

SKILLS, COMPETENCIES & EXPERIENCE Not the same Blend to match Measured against the Organisation objectives Measured against the job/role

OUTSTANDING PERFORMANCE

Outstanding Performance

Functional SkillsTransferable knowledge and abilities

What is required by the job

Measured by demonstrated capabilityCompetenciesPersonal characteristics

Shape how the job is undertaken

Measured by clearly observable behaviour

INTEGRATED CAPABILITY MODEL

Whos in the Pipeline?High Potential Leadership Program

TimeHigh Potentials and Replacement Pool for Sr. ManagersMiddleManagers1st-line SupervisorsTechnical SpecialistsAll Employees?

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Retaining Talent -Global Talent Management Survey

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Some examples of Talent Management MetricsSize of succession pipeline (number of potential successors per position)Percentage of leadership positions filled from the succession poolQuality of succession candidates (number of successful placements)Quality of leadership appointedTime to-take-chargeAttractiveness of Leadership Brand (retention of specific pools)Diversity of poolPercentage of cross-unit & cross-functional movesEmployee perceptions of the organisation

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SYNDICATE DISCUSSION

3 GROUPS

DISCUSS HOW YOU WILL MANAGE TALENT DIFEERENTLY

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THANK YOU