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James Thomson SmartCompany.com.au Martin Nally hranywhere The new talent wars attracting and keeping stars

The new talent wars – attracting and keeping stars

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The labour market is getting tight, wages are rising and staff are getting restless – the new war for talent is heating up. In the webinar, HR and recruitment expert Martin Nally of hranywhere and SmartCompany editor James Thomson will discuss the keys to attracting and retaining star performers in the current market.

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Page 1: The new talent wars – attracting and keeping stars

James ThomsonSmartCompany.com.au

Martin Nallyhranywhere

The new talent wars – attracting and keeping stars

Page 2: The new talent wars – attracting and keeping stars

James ThomsonEditorSmartCompany.com.au

Page 3: The new talent wars – attracting and keeping stars

Martin NallyFounder/MDhranywhere

Page 4: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

7/04/2011

Page 5: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

CH

ALLEN

GES

WE

FAC

E

Challenges of GEC*

Employee Performance is declining

Disengaged are staying

Hipos will quit

Senior Leaders effort is

dropping

7/04/2011

Page 6: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

MA

NA

GIN

GIN

TU

RB

ULEN

TT

IMES

CLIM

ATE

SU

RV

EY#

Retain Talent

Stay & Grow

Provide Feedback on achievement of

Objectives

Reward & Recognition

Consider Flexibility and WLB

Work & Play

7/04/2011

Page 7: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

FO

RM

ULA

Retain Talent

FeedbackRecognition

Flexibility

7/04/2011

Page 8: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Page 9: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

CA

NW

ED

OA

NYTH

ING

?

Consider Flexible Work Arrangements: Fair Work Act

Mutually agree to change hours

Consider ways of Retaining Talent Long Term

Be Creative

Review Leave Management

7/04/2011

Page 10: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

WH

AT

ISFLEX

IBLE

WO

RK

ING

?

Changed Working Patterns

Part-time working

Job sharing

Self-rostering

Leave Options

Time off in lieu or banked hours

Term-time working

Annualised hours

Additional leave entitlement

Allow unpaid Leave by agreement

Alternative arrangements

V-time working

Working from home

Career breaks

Unique working patterns

Shift working.

Shift swapping

Flexi-time

Staggered hours

Compressed working hours

Page 11: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

BEN

EFITSTO

EMP

LOYER

SO

FFLEX

IBLE

WO

RK

ING

People

• Maximise labour

• Reduce absenteeism, sickness and stress

• Attract a wider range of candidates

• Retain valued employees

Customers

• Improve customer service

• Create new opportunities

Increase productivity

• Improve Morale

• Improve Engagement

• Build Value Proposition

Cost Reductions

• Reduce Business Costs

• Reduce recruitment costs

• Reduce Induction costs

• Reduce Churn

Page 12: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

BEN

EFITSTO

EMP

LOYEES

OF

FLEXIB

LEW

OR

KIN

G?

Balance

•Greater sense of responsibility ownership

•Control of working life

Morale

•Better relations with management

• Increased loyalty and commitment

•Pass the BBQ Test

Well-being

•Less stress

•More time to focus on life outside work

•Better able to cope with children and Elders care responsibilities

Career

•More opportunity to continue to build career

Page 13: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Page 14: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

TA

LENT

Retain Talent

FeedbackRecognition

Flexibility

7/04/2011

Page 15: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

HIP

OS

• 25% Hipos plan to quit in next 12 months*

High Potentials more likely to

quit

High Potentials more likely to

quit

• Retain Hipos by addressing their needs

• Attract Key Competitors Talent using Attraction drivers *

Overinvest in Hipos by utilising

Retention & Attraction Drivers*

Overinvest in Hipos by utilising

Retention & Attraction Drivers*

7/04/2011

Page 16: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

HIPO’S

AN

DL

OW

PER

FOR

MER

S

Engaged Disengaged

7/04/2011

Page 17: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

RETEN

TIONEmployees expect Changes to Organisation Strategy to

increase in Turbulent times

•Behave Ethically

•Engage your Talent early

•Be Bold

•Be Open

•Employee Commitment is critical

7/04/2011

Page 18: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

RETEN

TION

REQ

UIR

ESE

MP

LOYEE

CO

MM

ITMEN

T

Focal Points of Employee Commitment

Team

Manager/Leader CEO

Organisation

&

Culture

Role Clarity

7/04/2011

Page 19: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

RETEN

TIONOutputs of Employee

Commitment*

Discretionary Effort

=Performance

Employee Willingness to go ABCD

Volunteer Mindset

Intent

to Stay

= Retention

True desire to be on the

Bus

Belief in Vision and

Values

7/04/2011

Page 20: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

LIN

EO

FS

IGH

T7/04/2011

Page 21: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Page 22: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

REC

OG

NITIO

N

Retain Talent

FeedbackRecognition

Flexibility

7/04/2011

Page 23: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Page 24: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

RELA

TION

SHIP

SB

ASED

UP

ON

REC

OG

NITIO

N

Recognition means most to an employee when it

is sincere and spontaneous.

According to the largest study ever

conducted on workplace satisfaction

(Gallup),

recognition should occur at

least every seven days.

If you wait until a year-end annual review, you are waiting too long to recognize and you probably are losing people you do not need to.

7/04/2011

Page 25: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Strong relationships are vital in today's economy.

As your workforce shrinks and you need to do more with less, keeping quality employees becomes even more critical.

As a manager, it is your job to bond your best people to your company through recognition.

Help direct and motivate your "core" performers.

7/04/2011

Page 26: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Allow Employee Input

One on Ones

Regular Feedback

Simple Recognition

Act on Employee Suggestions

Awards

Celebrations

RecognitionRecognition

Page 27: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Page 28: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

REC

OG

NITIO

N

Determine what is

valued by employees

Differentiate Recognition rather than

Praise everyone

Recognise different types of

employee contribution

Development opportunities can be used

as recognition

Reinforce the right

behaviours

Page 29: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Recognition can be achieved

through Development

Least Most

EducationEducation

&Training

Theoretical skill building &

practice

Mentors &Mentors &

RoleModels

Copy a particular skill or behavior

Coaching

Feedback

Coaching

&Feedback

Boss/ Mentor

On job

Experience

On-the-job

Experience

Projects

Shadowing

Full

JobChange

Stretch assignments

7/04/2011

Page 30: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

FEED

BA

CK

Retain Talent

FeedbackRecognition

Flexibility

7/04/2011

Page 31: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Page 32: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

HuddlesHuddles

Replicate Customer CommunicationsReplicate Customer Communications

Focus GroupsFocus Groups

Listening SessionsListening Sessions

Tool Box MeetingsTool Box Meetings

Team TalksTeam Talks

MEDIUMS FOR COMMUNICATIONE

XC

EPTIO

NA

LC

OM

MU

NIC

ATIO

NS

7/04/2011

Page 33: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

The Gallop Organisation :

“....irrespective of the culture, the most

common reason for

people leaving an organisation is

dissatisfaction with

their immediate manager.... ” @@

wo

rldw

ide

rese

arc

h

Page 34: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Page 35: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

GET A BETTER RESULT

Clear purpose / plan

Role ClarityDiverse Team

Exceptional Communication

The aim is to achieve ‘BREAKTHROUGH’ levels of performance

by grouping a diverse range of individuals together and

capitalising on the synergy which results through clear roles and

effective communication.

7/04/2011

Page 36: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Page 37: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

SU

MM

AR

Y

Retain Talent

Ethical Behaviour

Feedback

Communicate

Communicate

Communicate

Recognition

Differentiate

Flexibility

Be Courageous

What Great Managers do differently:

Gain Employee Commitment

7/04/2011

Page 38: The new talent wars – attracting and keeping stars

hranywhere © Copyright 2009

Eight areas where organisations connect with its people:

Ou

r Pe

op

le H

orizo

n7/04/2011

Page 39: The new talent wars – attracting and keeping stars

Thank you