Keynote Presentation

By

Rajiv Sharma

Programme Director,

NLP Nigeria Limited

• Why, What and How of Talent Management

• Pillars of Talent Management

• New Language of Talent Management

• Questions and Answers

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This year so far has been full of challenges forcompanies, countries and individuals.

However in spite of downward economic trendselect organizations are growing and making soundprofits.

That is the reason we needmore than ever before aMulti-skilled and QualifiedTalent to Run thecorporations.

Show me a

growing

business, I will show

you a talent

behind it.

Talent has become

scarce resource, so it

must be managed to the

fullest effect.

That is why Management of

Talent has become vital.

Attract Talent

Develop Talent

Motivate People

Retain Talent

Engage People

Talent Management is a set of HR processes

designed to:

The goal of talent management is to create a

High-performance

Sustainable organization

that meets its strategic and operational goals

and objectives.

8

Our candidates today

are not looking for a

career…

They’re looking for an

Experience.

Talent

Management rests

on fundamental

pillars.

These foundational pillars

decide the future and trends of

Talent Management.

Succession

Planning

Goals &

Performance

Learning

Management

Rewards &

Compensation

Recruitment

Career

Development

How to Spot a Talent?

Himalayas

1. Recruitment

From square pegs for square holes to game-

changers who can shape the future.

Recruiting in the Past

20th Century candidates were judged on a resume

of standard accomplishments.

Skill requirements for specific jobs were well-

defined, and paramount.

Years of experience were a measure of ability.

81% of CEOs say

that their business

always looks to

equip employees

with new skills

Source: PwC - 2015 Annual Global CEO Survey

Recruiting For the Future

Recruiting for the Future

For every job, though, the No. 1 thing we look for is

general cognitive ability, and it’s not I.Q. It’s learning

ability. It’s the ability to process on the fly. It’s the ability

to pull together disparate bits of information.

- Laszlo Block, Google’s senior VP of people operations

2. Learning Development

From extracurricular activity to a strategic

recruitment and development tool

Traditional learning programs were usually

driven by the needs of the employer, with

the aim often being to establish conformity

across the workforce.

One-third of new

generation rank training

and development

opportunities as a

prospective employer’s

top benefit

Source: “Multi-Generational Worker Attitudes” - Millennial

Branding and monster.com

If They’re Not Learning,

They’re Leaving...

Core Values

Growth-orienting Companies Make

Learning Part of the Culture

1.Deliver WOW Through Service

2.Embrace and Drive Change

3.Create Fun and A Little Weirdness

4.Be Adventurous, Creative, and Open-Minded

5.Pursue Growth and Learning

6.Build Open and Honest Relationships

7.Build a Positive Team and Family Spirit

8.Do More With Less

9.Be Passionate and Determined

10.Be Humble

Tony Hsieh, Zappos CEO

3. Goals and Performance

From bureaucratic annual reviews to dynamic

business drivers

Finally, one can only hope that future will see thedeath of the annual performance review. Thesebloated, over-engineered, mandatory rituals are awaste of time, are hated by everyone and actuallydo nothing to foster high performance. - Patty McCord,

chief talent officer at Netflix

Business Moves too Fast for the

Annual Performance Review

58% of executives

believe that their

current

performance

management

approach drives

neither employee

engagement nor

high performance

Source: Global Human Capital Trends 2015 by

Deloitte

Current Review Systems are Broken

It’s liberating people. It has really helped to create teamwork instead of individualism, which is critical in a creative company. This is an opportunity for us to not just say that our people are our most important asset, but to actually live those words.Donna Morris, senior vice president of global people resources at Adobe

Adobe has Replaced Annual Reviews

with Regular Check-Ins

4. Career Development

From check the box corporate-driven org. charts to outside

the box employee-focused experiences

Traditional career development was

driven by tenure. Reaching the next

rung on the corporate ladder meant

managing people doing the job they

used to do.

Young professionals who now makes up more than half the workforce,

are taking center stage. Their expectations are vastly different from

those of previous generations. They expect accelerated responsibility

and paths to leadership. They seek greater purpose in their work. And

they want greater flexibility in how that work is done.

Meeting the New Generation Mindset

New-age Companies Create Employee

Tours of Duty

For each tour, the employee and the company clarify what each

side gets out of the relationship, offering a number of different

types of tours to guide employees at different stages of their

career. The Alliance by Reid Hoffman (co-founder of LinkedIn), Ben Casnocha, and Chris

Yeh

5. Rewards and Compensation

From show me the money to a life of fulfillment

In traditional organizations, compensation is often

a zero-sum game. Individual rewards for individual

performance. Salary, bonuses, stock options and

pension plans linked to individual output,

increasing exponentially as employees progress up

the org. chart.

Show Me the Money

While millennial workers are ambitious and strive for

financial success, 88% prefer a collaborative work-

culture to a competitive one.

They also understand the value and the inherent potential

of transparency, and they are perplexed at the secrecy and

“need to know” cultures that were the norm in The

Industrial Economy. - Forbes: 10 Ways Millennials Are Creating The

Future Of Work

Rewarding Collaboration not Competition

• Clear career paths, including

future earning potential are

especially attractive in Brazil

• Stock options or other forms of

equity- based pay and high future

earnings had a higher rank in

China than other countries

suggesting a long-term

orientation

• Secure and steady income in

the present is particularly

important in Russia

Tailor Compensation Packages to

Global Workforces

- EY:Differentiating forSuccess- Securing TopTalentin theBRICs

6. Succession Planning

From finding clones to fill retirees’ shoes to

opening up the multicultural boardroom

In the Industrial Economy succession planning was

about ensuring continuity at the top. It was about

staying the course, not rocking the boat. Executives

were often judged against their predecessor’s strengths,

and groomed to follow in their footsteps.

Finding Clones to Fill Retirees’ Shoes

With three decades of experience in the consumer packaged

goods industry, it’s clear to me that diversity will become a

competitive advantage in a global economy for companies that

are willing to open their minds and embrace change. The best

companies will build culturally-diverse leadership teams and

workforces with divergent backgrounds, perspectives and ideas.Denise Morrison, President & CEO at Campbell Soup Company

Global Economies Require Diversity of Leadership

A McKinsey study of

European and Asian

businesses revealed that

companies with a higher-

than-average number of

female executives were as

much as 47% more

profitable than their

competitors.

A study by the American

Management Association

found that companies with

senior managers from non-

European descent reported

sales growth 13% higher

than their competitors.

Source: HBR - 7 Traits of Companies on the Fast Track to International

Growth

How the Talent World has Changed“Our candidates today are

not looking for a career…”

“They’re looking for an

Experience.”

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