talent Management Overview Of Framework, - Catalyst … · Management Talent management includes the on-going co-ordination, management and monitoring of all talent management activities

Talent Management Overview of framework, processes and tools

- 2 - © Catalyst Consulting

The Perfect Talent Storm

Skills shortage

- Cost cutting vs

closing the skills

gap

The economic

crisis

Different

expectations -

generation gap,

making space

Identify & develop

talent early

Restructuring,

downsizing, cost

management vs

retention

Globalisation and

access to

information

Employer of

choice –

EVP?

Manage

succession risk

Ageing

workforce

High turnover of

key talent Employment

equity & diversity

Engagement

studies

With organisations today operating under unprecedented conditions of competition and

turbulence, it is increasingly difficult to attract and retain talented employees and scarce skills

positions. It is therefore imperative that during these times, organisations develop a purposeful

process for sourcing, attracting, engaging, managing, developing and retaining key talent.

“People have become the key differentiator in today’s knowledge-based economy”.


- 3 -

The sports analogy helps us understand how important talent management is for high performance and winning in a competitive

world. Each of these aspects are required to build a successful sports team. Early identification of young talent through watching for

ability & attitude. Training and development to full potential and teamwork. Paying enough to retain but building commitment through

relationships. Ensuing sufficient bench depth. Create opportunities to stretch & shine. Right skills in right positions to balance team

strength. Good managers and great coaches. Making tough decisions when individuals lose their edge


What we typically experience when we ask staff about talent management

Not credible

Not

transparent


Talent management objectives

Understand and develop the required standards of performance and behaviour at each level

Understand the mission critical positions and skills required now and in the future

Identify and develop high potential employees.

Grow competent future leaders able to deal adeptly with complex business issues.

Meet current and future technical and professional skills requirements.

Retain and engage key staff with critical or core skills.

Attain employment equity targets and avert skills shortages.

Ensure effective organisational resource planning.

Harness the potential and creativity of all employees and empower every individual to optimise their career and learning potential

Effective Talent Management ensures operational continuity and sustainability by ensuring that the right people, with the right skills, are in the right job, at the right time to ensure

successful business results.


Talent Demand and Supply

“Talent Management” is the holistic and integrated management practice of balancing the demand for critical skills with the supply of critical skills in both the short-term and the long term. TM includes the proactive identification, planning, attraction, development, retention and monitoring of both the supply and demand of critical positions and key talent.

Positions (Demand) Identification and filling of mission critical

positions (MCPs) that are critical to the on-going

operations of the business. This impacts on

productivity, delivery and cost.

Supply Finance Operations

CEO

Mission Critical Positions

Scarce Skills

Talent Pool

Population

Broader

Employee Group

High

Potential

Low

LowPerformance

High

Differentiation of Talent

High flyers

Key players

Underperformers

TM complements the existing HR processes such as recruitment, skills development and performance management. TM assists with more

focussed development activities for key talent, mission critical positions and ensures proper succession planning for these positions.

People (Supply) Identification, sourcing, development and retention

of key individuals who are considered to be of

such critical importance to an organisation, that

the risk of turnover warrants targeted activities to

engage and retain them.

- 7 - © Catalyst Consulting 2007

Talent management needs to be seen as one of the 5 major Strategic Business Imperatives

2. Business Plan

1. Strategic Management

3. Budget Review

5. Talent Reviews

4. Performance Reviews


- 8 -

Talent Management Framework

Effective Talent Management ensures operational continuity and sustainability by ensuring that the right people, with the right skills, are in the right job, at the right time to

ensure successful business results.


Talent

Strategy

Talent management requires a strategic approach to balancing business challenges, organisational capability and people capability. Annual reviews need

to take place w.r.t Strategic skills sourcing, Mission Critical Positions, Scarce Skills and well as identification of any additional strategic talent challenges.

Every few years, the talent strategy should be reviewed to ensure alignment with the business strategy and that there are plans to ensure organisation has

sufficient capability to meet demand in the long term

Talent

Management

Talent management includes the on-going co-ordination, management and monitoring of all talent management activities. This is the role of HR. Talent

management activities include setting talent goals and measures, clarifying roles and accountabilities, ensuring processes and tools are in place that are

aligned with other HR policies and processes, building capacity for implementation and monitoring and reporting on talent management activities and

statistics

Talent

Forum

Talent is best managed through a series of talent forums that meet at least annually to discuss and make strategic decisions regarding talent. The talent

forums are responsible for giving input and validating the identification and categorisation of talent, succession plans and development plans for mission

critical positions . The talent forums also discuss and make decisions on strategic recruitment, development or retention requirements impacting the

business. The talent forums work together with line managers and Human Resources to ensure agreed decisions and actions are implemented. Talent

forums are held at different levels of the business ensuring talent pools and critical staffing issues are identified at each critical level and communicated

upward ultimately to the most senior talent forum.

Talent

identification &

succession

Talent identification includes the identification of mission critical positions and the categorization of high flyers, key players and under-performers using the

9 box matrix and the Leadership Pipeline. Additional segments can be specified depending on business requirements.

Succession planning involves matching the identified individuals with future potential positions and creating talent pools for certain key levels and

disciplines. The succession plans will drive the differentiated development and retention of talent to ensure readiness when a position becomes vacant.

Underperformers need to be managed, moved or released to ensure fully performing people in all positions.

Talent

sourcing

Talent sourcing involves a strategic approach to attracting and recruiting talent both internally and within the external labour market to address the gaps

that may be identified in the succession planning process and talent forums. The strategic activities will focus on communicating an attractive employee

value proposition to entice talent into the organisation and building strategic sources of scarce skills positions and future competencies.

On a more operational level, job and competency profiles need to be kept up to date and recruitment processes optimised for fast turn-around on

vacancies. Once a person has joined the company, the on-boarding process is critical to ensure engagement and rapid integration with the company for

maintaining performance standards.

Talent

Development

Development includes the various development actions for the talent pool to address the talent gap, including performance development (developing skills

for their current jobs) and career development (career planning and developing skills for future potential jobs). A career management system (the

leadership pipeline/career matrix) with defined performance and competency standards at each level will facilitate individual and organisational

competence gap analyses for accurate development planning.

Development also includes applied learning, where opportunities are created for key talent to learn on the job through new appointments, project roles,

secondments or exchanges. Employees can be afforded an opportunity to discuss career aspirations and development needs during career discussions.

Talent

engagement &

retention

This includes the engagement and retention of the existing talent pool and broad category of employees, through the perception that the company is

viewed as an employer of choice with a sound value proposition. The value proposition must reflect a respected organisation, challenging jobs, effective

leaders, motivating rewards and a conducive culture. The creation of the value proposition requires accountability at all levels, infusing the right behaviours

and leadership style, instilling a talent mind-set, rewarding talent financially and recognising talent through various non-financial means such as mentoring,

job rotation, role challenge, work life balance and recognition schemes.

Release includes the release of employees from the organisation, either through individually initiated movement to another career opportunity in another

the company or through a the company initiated process of release due to poor performance, incapacity, disciplinary issues or retirement.


Talent Management Process

Preparation Career Discussion Talent

Review Outputs & Actions

Feedback &

Monitoring

• Collect portfolio of

evidence for:

• Performance

(review plus

criteria)

• Competence (gap

analysis)

• Potential – criteria

• Career Discussion

Guide:

• Realistic

aspirations

• Development

priorities & plans

• Engagement &

retention

• Present direct

reports:

− 9-Box

placements

− Portfolio of

evidence

− Succession

Plans

− Talent action

plans

• Succession Plans

& pools per MCP

• Talent

development and

action plans

• Collation of all

outputs into

master plan (HC)

• Feedback to

individuals

• Quarterly reporting

and monitoring of

talent action plans

and measures


Preparation

Throughout the year, managers collect evidence of performance, competence & potential of their direct reports culminating in a formal

Performance Review. There is also a competence profiling exercise to identify development needs to improve performance or build

readiness for next level positions.

Tools include performance and competence standards, performance contract and individual development plan

Career

discussions

Before the talent forum, it is important that there is a career discussion between managers and direct reports to assess realistic career

aspirations and options, development needs and retention issues. Prior to the discussion, both the employee and the manager prepare

using the career discussion template. The aim is to reach consensus on the information and actions to be presented to the talent forum.

After the career discussion, the manager finalises the career discussion information for all direct reports and forwards them to the talent

forum co-ordinator before the talent forum.

Tools include a career discussion guide

Talent Forum

Before the talent forum, managers will prepare their input including their strategic talent issues, 9-Box placement, succession plan and

talent action plans for their Business Units and functions. They will then present these to the talent forum for input, discussion, challenge

and validation. The aim is to improve objectivity and reach consensus on the talent outputs.

Tools include strategic talent issues, 9-Box matrix, succession plan and talent action plans

Outputs &

actions

The talent outputs and actions will be documented by the talent forum administrator and circulated to all members and captured

electronically. Responsible individuals will be expected to report back on progress at quarterly talent reviews. Individual development plans

are to be updated post the talent forum to reflect any changes.

Tools include the individual development plan and the talent action plan progress report

Feedback &

monitoring

It is important that managers feedback to individuals any changes to the career discussion proposals or any other pertinent information from

the talent forums. Face to face feedback sessions are important to build engagement and thereby reduce mismatched expectations and

retention risk.

Tools include the feedback guidelines


Talent Management Tools

Preparation Career

Discussion

Talent

Review

Outputs &

Actions

Feedback &

Monitoring

# 1# 1

# 3# 3

# 5# 5

# 6# 6

# 4# 4

# 2# 2

Manage Self

Manage Others

Functional Manager

Group Manager

Manage Managers

Enterprise Manager

Business Manager

# 1# 1

# 3# 3

# 5# 5

# 6# 6

# 4# 4

# 2# 2

Manage Self

Manage Others

Functional Manager

Group Manager

Manage Managers

Enterprise Manager

Business Manager

Exceptional (4)Full (3)Not yet full (1/2)

Performance

Exceptional (4)Full (3)Not yet full (1/2)

Performance

Po

ten

tia

l

Gro

wth

Mastery

Tu

rn

Integrated

Pipeline Performance Standards /

Role Profiles

9-Box Matrix

- 6 -© Catalyst Consulting 2009

Manage Self Professional

Outputs by KRAFinancial

• Uses resources efficiently and effectively

• Plans and sets own/team targets (products/services/volumes

etc)

• Contributes to budget setting & control of costs

• Awareness of impact on business of financial decisions

People

• Coaches and mentors others in field of expertise

• Communicates and collaborates effectively with others

• Proactively builds professional relationships within and across

teams

Business Processes

• Ensures professional activities meet HSEQ standards

• Drives out own work in alignment with team objectives

• Follows company policies and procedures efficiently and

effectively

• Leverages internal and external networks to identify

optimisation opportunities

Customers

• Achieves results in a way that builds and maintains

constructive working relationships with managers, peers,

clients and other service providers

• Demonstrates understanding of internal and external customer

needs, expectations and delivers accordingly

• Collaborates effectively with internal and external service

providers

Role Behaviours• Spends time delivering work within own area or area of professional expertise

and proactively seeks out feedback

• Lives organisation values

• Displays professional conduct

• Manages own time to ensure working relationships with peers and customers

• Asks questions to clarify objectives and provides support to others seeking

clarification in area of expertise

• Sustains high level of focus effort and energy

• Approaches and resolves problems in a systematic way

• Actively pursues own development

• Communicates with others clearly and considerately

• Recognises when issues need to be resolved and with whom

• Manages delivery of medium/long term goals effectively

• Embraces change and implements it in own areas of work

• Applies knowledge and expertise for results

• Lives organisation values and brand when interacting with internal and external

customers

Warning signs of leading at the wrong level…• Fails to meet HSEQ standards

• Does not meet objectives timeously

• Fails to build effective working relationships within the team

• Poor professional discipline (e.g. time management)

• Allows problems to fester rather than address them timeously and constructively

• Fails to undertake preventative action in professional areas of responsibility

Talent Action Plan Succession Plan

Competency

Profiles

Portfolio of evidence

Career Discussion Personal Profiles


13

Talent Forum Review – 3 tiers

Process Level 1 Talent Review

Directors to review direct

reports (function heads)

and consolidated talent

reviews (levels 2&3)

Level 2 Talent Review

Function heads to review direct

reports and consolidated talent

reviews (level 3)

Level 3 Talent Review

Operation/function management teams to review MCPs, core

skills and emerging talent for operation/function


Identifying readiness for future roles

Performance Standards

what level of performance is

required to be successful in the

role (Outputs)

Tasks

Activity

Results

Outputs

Competency Standards

what capabilities are required to

achieve the required standard of

performance (Inputs)

Knowledge

Skills

Behaviours

Values

How do I know I am successful in the role


Leadership and technical specialist career matrix

Leadership

Level

Criteria

L 4

Executive

Manage

Business

(Business

leadership)

Heads up an operation or a business

comprising multiple operations

E.g.. Managing Director, Financial Director,

HR Director, Marketing Director

L 3

Strategic

Manage

Function

(Functional

leadership)

Heads up a function comprising multiple

departments

E.g. General Managers, Div procurement

manager, Ops support manager

L 2

Operational

Manage

Managers

(Results

leadership)

Heads up a department. More than one layer of

direct reports

Eg. Senior Manager, Manager, Works

manager

L 1

Team

Manage Others

(Team-

leadership)

Heads up a team, only one layer of direct

reports.

e.g. Plant Coordinators & Supervisors,

Eng./Materials/QC/Prod Manager, Supervisor

Technical Level Criteria

T 4

Deep specialist

Functional

advice

No direct reports, experienced graduate and

registered professional, deep specialist, many

years industry experience

E.g.. Senior Professional Engineer,

Commodity Specialist,

T 3

Knowledge

worker

Technical/profes

sional advice

No direct reports, graduate and registered

i.t.o. codes of practice

Eg. Engineer, Senior Buyer

T 2

Skilled worker

Technical

application

No direct reports, some technical training

required

Eg. Technician, Artisan, junior buyer

T 1

Operator/

Administrator

Task delivery

No direct reports, no formal training required

E.g.. Secretaries, PA’s, administrators, driver,


Leadership and technical specialist career matrix

Leadership Level Key outputs/Performance standards Technical Level Key outputs/Performance standards

L 4

Executive

Manage Business

(Business

leadership)

• Develops organisational strategy

• External stakeholder management

• Building effective executive team

• 5 year plus plans

T 4

Deep specialist

Functional advice • Further qualifications and/or in-depth experience within

area of specialty

• Application for functional improvement

• Applies best practice

L 3

Strategic

Manage Function

(Functional

leadership)

• Developing functional strategy through multiple layers

• Contribution to general management decisions

• 3-5 yr functional plans translated into annual plans

T 3

Knowledge worker

Technical/professional

advice

• Professional or technical qualification

• Application for operational improvement

• Organisational representative in field

L 2

Operational

Manage Managers

(Results leadership)

• Managing more than one team and more than one level

• Securing people and financial resources

• Coaching managers and technical specialists

• Quarterly/annual plans

T 2

Skilled worker

Technical application • Technical training to develop skills

• Application for team improvement

• Keeps abreast of technical and technological

developments

L 1

Team

Manage Others

(Team-leadership)

• Managing a team

• Coaching

• Managing labour relations

• Weekly/monthly planning

T 1

Operator/

Administrator

Task delivery

• Entry level skills required

• Task completion

• Team player

• Compliance with policies and procedures


Performance and potential matrix

Performance (Track record and behaviors)

Falls Short Meets Exceeds

Ready Later – coach and develop, need intensive support

Ready now for additional responsibility e.g. short term assignment

Ready now for new level job

Develop skills or identify mismatch for release

Stretch and test e.g. projects / new assignments

Ready now for bigger job

Correct or manage release Maximise productivity and upgrade

skills or move Retain, recognise and utilise as coaches

Underperformers:

Rigorous performance management required

High Flyers:

Focus on accelerated development

Key Players:

Focus on performance to ensure continued

value is added

Po

ten

tia

l

(Str

etc

h a

nd p

ers

on

al

orie

nta

tio

n)

De

ve

lop

& A

pp

ly

Co

nso

lida

te &

Contr

ibute

M

ove

&

reta

in


Defining Potential

ABILITY Mental/cognitive ability Emotional intelligence

Technical/functional skills, Interpersonal skills, ability to stretch and progress quickly

TRACK RECORD Consistent history of good to exceptional performance and

results Good relationships

and reputation

BEHAVIOUR Leadership behaviour

Team player Relationship builder

Contributor Values alignment Positive Attitude

ASPIRATION Desire for advancement,

influence, financial rewards Work-life balance

Overall job satisfaction

ENGAGEMENT Emotional commitment Rational commitment

Intent to stay

ATTRIBUTES Innate characteristics Energy, drive, passion

Curiosity, willingness to learn & change, Resilience


Portfolio of Evidence

Evidence of Performance Evidence of Performance

RESULTS

quantity, quality, cost, service, surveys, deadlines, project delivery,

efficiencies, financial results (KPIs)

ABILITY

cognitive processing ability (CPP), emotional intelligence (EQi), technical

competence

ACCOMPLISHMENTS

awards, special achievements, going the extra mile, customer feedback,

management recognition, special assignments

ATTRIBUTES

energy, drive, positive attitude, passion, curiosity, fast learner, openness

to change, resilience, willing to go the extra mile

RELATIONSHIPS

relationships built and maintained, networks, conflict resolution, teamwork

LEADERSHIP COMPETENCIES

self-leadership, leadership of others, team player, relationship builder,

influencer, communicator, innovator, problem solver

PROJECT/TEAM CONTRIBUTION ideas, commitment,

delivery, support, accountability, ownership

ASPIRATION

desire for advancement and financial rewards, ambition, sense of

purpose

CULTURE

leadership brand, RMB principles

ENGAGEMENT

intent to stay, discretionary effort, enthusiasm, loyalty, responsive to

change


What is required for next level readiness Competencies and proficiency levels

Technical Competencies

Research

Design

Planning

Maintenance

Process Mgt

Leadership & Personal

Competencies

Strategic Thinking

Communication

People Management

Performance Mgt

Resilience

Job Competency Profile

5

4

3

3 4

4

2

3


Competency Gap Analysis

Competency HR Manager –

required

proficiency level

HR Manager-

actual

proficiency level

Gap for

development

HR Strategy 4 4 0

HR legislation 5 4 1

HR Policies & Procedures 5 3 2

HR Measures 4 2 2

Organisational Design - structure 3 2 1

Organisational Development - culture 3 3 0

Diagnostics – data, analysis, reporting 3 3 0

Recruitment 4 4 0

Performance 4 5 0

Training and Development 3 4 0

Talent Management 5 3 2

HR information systems 3 2 1

Employee relations 5 4 1

Employee Wellness 3 3 0

Consulting skills 4 4 0

Project Management skills 4 3 1

IDP

IDP

WSP


Talent Action Plan

Individual Action Item By Who By When

Stephanie Day Coaching and stretch assignments to build readiness for Senior Manager position or similar

John 30/6/12

General Items Action Item By Who By When

Retention Arrange market survey for all professional posts in Unit and pay market allowance as applicable in terms of Scarce Skills Policy.

Stephen 30/7/12

Resourcing Build a graduate programme and pipeline for artisans and engineers to ensure supply.

Jenny 30/10/12

Development Source project mgt course for managers Khosi 30/11/12

NB: give feedback to the candidates on the outcomes of the talent forum using the feedback guidelines.

Ensure all action plans are integrated into management agendas, actions and tracking processes


Development options

Self-study Formal

programmes

Group learning Coaching

Action learning

Reflection

Internet

Discovery

Trial and error

Assessment

Soliciting feedback

eLearning

Business school

programme

Public courses

Seminars

Conferences

Company training

programmes

External supplier

programmes

Strategy sessions

Team development

Leadership

programmes with

peers

Networking forums

External coach

Coach

Manager

Peers

Setting goals, creating

learning opportunities,

sharing information,

experience and tools,

feedback

Special projects

Secondment

Job rotation

Acting role

Graduate

programmes

Leadership

assignments i.e..new

job, new locality, new

team

Exposure/visits

Delegating aspects of

next level role

Behaviour change =

lowest

Behaviour change =

low

Behaviour change =

medium

Behaviour change =

high

Behaviour change =

highest


Succession Plan

Position & Incumbent

# of years in Position

Potential Successors

Readiness Comments

Deputy Head Operations Stephen Mhlangu (3yrs)

Bheki Khumalo Siya Makhaye

Stephen Mhlangu retiring in May 2007

Professional Engineer Joe Dean (18mnths)

Nondumiso Ntuli Ravika Pillay

Ongoing coaching & development underway Rotational acting appointment

Finance Manager Max Khumalo (5 yrs.)

No successors internally

Successor/s identified – ready to be placed within 1 year

Successor/s identified – ready to be placed within 1 – 2 years

No successors yet identified or only ready after 2 years


Talent Attraction & Retention

Effective Leaders Leadership style,

engagement, coaching,

growing

Challenging Jobs Interesting, challenging jobs,

flexible options, space

creation

Motivating Rewards Rewards that motivate,

recognition for value, special

initiatives for at risk people

in MCPs

Conducive Culture Conducive environment for

learning, growth,

accountability, performance

management, teamwork

Respected

Organisation Talent value proposition,

brand, image reputation as

employer

Retention

Drivers

Development Self-study Coaching/mentoring Skills development Leadership Development

Applied learning New appointments Project roles Secondments/acting Space creation/VSP

Career Dev Plan ILP

Career and development discussions

Talent Management Framework

4

Measures

Tools

Accountabilities

Build capacity

Actions

Respected organisation value proposition, brand, image reputation as employer

Conducive culture Conducive environment for learning, growth, accountability, performance mgt, teamwork

Challenging jobs Interesting, challenging jobs, flexible options, space creation

Effective leaders Leadership style, engagement, coaching

Motivating rewards Rewards that motivate, recognition for value

5

TM strategic overview Career discussion

template 9 box matrix

Succession plan Talent development

& action plans

Talent goals

Monitor & report

Demand (positions) ID mission critical positions ID scarce skills

Supply (people) ID High potentials ID key players ID under-performers

Succession Plan

Exceptional (4)

Full (3)Not yet full (1/2)

Performance(Track record and behaviors)

Exceptional (4)

Full (3)Not yet full (1/2)

Performance(Track record and behaviors)

2

7

6 Competency HR Mr Gr

HR Strategy 5 5 0

HR legislat 5 4 1

HR Policies 5 3 2

HR Measure 5 2 3

Competency gap analysis Leadership Technical Strategic T&D

WSP

Strategic Value proposition Critical & scarce skill supply Future competencies Strategic sourcing

Operational Competency profiles Recruitment processes Induction processes Forum exposure Talent recruiting talent

3

- 26 -

Strategic Leadership Delivering Results Engagement & Dialogue Personal Effectiveness

Technical

competency

Pro

ficie

ncy

lev

el

Current & Future business challenges

Organisation capability review

People capability review

Objectives, measures & principles

1


About Catalyst Consulting

Catalyst Consulting is a specialised consulting and training business with extensive Southern African and international experience in the design and implementation of organisation-wide strategic change and culture transformation journeys, leadership development, talent management, coaching and mentoring, high performance teams and HR capability building.

Our passion is enabling leaders and HR professionals in their quest to create high performance organisations in which people can grow and contribute in meaningful ways to their full potential.

Our talent is facilitating and stimulating people to shift mind-sets, change behaviours and develop skills for real sustainable results.

Our team is experienced, creative and committed to help people address the challenges of the complex and dynamic work environment and partner with clients to build capacity for long-term impact.

Our success is based on rigorous project and change management, customised solutions, interactive, toolkit based learning and leaving a legacy of confidence and competence.

Our team of experienced associates bring with them, an integrated approach reflecting the realities of corporate life, organisational politics and a deep understanding and experience of the complex pressures and dynamics facing leaders today. They also ensure impact and sustainability through involvement and ownership of clients and participants and a strong change and project management approach to interventions. CATALYST is BEE level 4 compliant.

Documents

talent Management Overview Of Framework, - Catalyst … · Management Talent management includes the on-going co-ordination, management and monitoring of all talent management activities