Workshop on Talent managementAY 2015-16

What is talent?

• In sport?• In Entertainment?• In Business? • In Politics?

• Why do people work for organizations? What does it mean for employees to work “ here”

Part I

•SOME STATISTICS

Today’s Employees---

• Want a voice• Want to balance life and work• Are opportunity seeking• Are averse to transactional work activities• Want to know what is going on• Want freedom of choice

New realities in today’s workforce

• 25% global workforce looking for their next work• 45% talking to recruiters for their next job• 12% actively looking for a job• 13%casually looking a few times a week• 15 % talking to their networks• In India- 42% actively searching for new jobs.

Satisfaction levels

• 27% of employees are very satisfied• 45% are somewhat satisfied• 14% are neutral• 10% are somewhat dissatisfied• 4% are very dissatisfied

• Is satisfaction a guarantee of loyalty??

Most important factors in seeking or considering a job

• Greater opportunities for advancement• Better compensation and benefits• More challenging work• Better fit for skill sets• More learning opportunities

Other important factors

• Improved job title• Better office location• Equation with current team• Relationship with manager• Personal reasons

Factors influencing choice of company

• Company has a reputation as a great place to work in

• Reputation for great products and services• Reputation for great people• Reputation for being prestigious

An engaged employee---

• Is passionate about what he does• Constantly learns and grows at work• Comfortable promoting himself and his ideas at work• Very career focused• Actively seeks information that helps him fit better at his

job.

Top professionals----

• Engage in professional networking• Research ways to update skills and improve career path• Research new career opportunities• Apply for new job with current employer• consider starting new business/ venture

Implications for HR team

• Active engagement with prospective / current employees• Invest in strengthening talent brand• Take local attitudes into account• Don’t get complacent about current employees• Don’t sell a position on compensation and title alone• Don’t get put off by passive candidates

Source- Linkedin Global workforce survey 2014

PART II

•TALENT MANAGEMENT INPERATIVES

Systems Thinking

Mental Models

Personal mastery

Team learning

Shared Vision

The Five Disciplines of a Learning Organization

Peter Senge’s “ The Fifth Discipline”

SYSTEMS OVERVIEW

• BUSINESS STRATEGY• HR STRATEGY ALIGNED WITH BUSINESS STRATEGY• INTEGRATED BUSINESS AND HUMAN RESOURCES

PLANNING• MANPOWER GAPS AND NEEDS• STRATEGY ADOPTED TO CURRENT GAPS AND

NEEDS• FUTURE NEEDS• MANPOWER PLANNING TO MEET FUTURE NEEDS• SUCCESSION MANAGEMENT

WHAT ARE THE CHARACTERISTICS OF A TALENTED WORKFORCE?Is talent upwardly mobile? Why?

Categories of employees

• Super keeper• Keeper• Solid citizen• Misfit

Talent management

• Organizations commitment to recruit, retain and develop the most talented and superior employees in the job market

• The development and integration of HR processes that attract, develop, engage and retain the knowledge, skills and abilities of employees that will meet current and future business needs business needs.

Building Blocks Of Talent management

• Block #1- Competencies• Block #2- Performance management• Block #3- Evaluating Employee Potential• Block #4- Recruiting Superkeepers

#1 COMPETENCIES

Competency- what is it?

• A job competency is an underlying characteristic of a person, in that it may be a motive, a trait, a skill, an aspect of one’s self- image or social role, or a body of knowledge which he or she uses- Boyatzis 1982

Competency Titles

• Action orientation• Leadership• Communications• Creativity/ innovation• Critical judgment• Customer orientation• Planning and organizing• decision making• Influencing• Managing relationships

Competency attributes

• Action orientation- targets and achieves results, overcomes obstacles, accepts responsibility, establishes standards, creates a result oriented environment and follows through on actions.

• Planning and organizing- achieves results through detailed planning and organization of people and resources to meet goals, targets and objectives within agreed time scales.

Competency framework

• Collection of clusters across levels, which include competencies and behavioral indicators- may be detailed or generic

Competency cluster

• Collection of closely related competencies, usually three to five per cluster. These competencies relate to

• Thinking• Acting• interacting

Competency cluster- working with people

Managing relationships• L1- builds relationships internally• L2- Builds relationships externally• L3- maintains external networks

CC- working with people

Teamwork• L1- is a team member• L2- Supports team members• L3- provides direction to the team

Org culture

sourcing

attracting

selecting

onboarding

integrating

developing

engaging

retaining

promoting

Talent management cycle

Stages of the Talent management Process

ENTRY• Recruitment• Selection• Orientation• Placement

RETENTIONCultureImmediate managerInvolvementPerson- environment fit

DEVELOPMENT• Competency Assessment• Development Opportunities• Mentoring• Challenges

PERFORMANCE• Role Clarity• Performance Agreement• Feedback• Recognition and Reward

Entry

• Anticipation of future workforce needs• Efficient recruitment programmes using various media/

sources• Testing systems• Employee referral• Orientation and onboarding

Four Steps to the Talent management process

Step 1- Develop assessment tools and scales

• Competency definition and measurement scale• Performance appraisal definition and measurement

scale• Talent potential forecast and measurement scale• Apply measurement scale to each job

Step 2- Develop Training and Development Application Tools• Coaching Guide• Assemble directory of best training programmes , top

books

Step 3- Evaluate each employee using assessment tools

Step 4- Prepare action reports• Create bench strength summary• Create Individual talent competency development forms

List of Competencies

• Action Orientation• Communication• Creativity/ Innovation• Critical Judgment• Customer Orientation• Interpersonal Skill• Leadership• Teamwork• Technical/ Functional Expertise

Talent management Strategies

• Coaching for retention• Outsourcing and outsourcers• Succession planning• Developing leadership through competencies• Employment branding strategies

Challenges in Talent management

• Plateaued Careers• Glass ceilings• Retirement/ Transition Planning• Outplacement Programmes

Selection and Hiring

What Appeals and Engages

• Autonomy• Entrepreneurial opportunities• Creative opportunities• Stimulating Tasks• Fair predictable rewards• Concrete compensations/benefits/retirement packages• Stability• Structure and routine• Opportunities to gain competence• Flexibility• Freedom of choice• Recognition

Identify---

• STRATEGICALLY IMPORTANT A POSITIONS• SUPPORTING B POSITIONS• SURPLUS C POSITIONS

FOCUS ON---

• IDENTIFYING A PLAYERS TO FILL A POSITIONS• MAINTAINING B POSITIONS• OUTSOURCING OR ELIMINATING C POSITIONS

MANAGING A POSITIONS

• ESTABLISH STRATEGIC SIGNIFICANCE OF THE POSITIONS

• VARIABILITY OF THE PERFORMANCE OF PEOPLE CURRENTLY IN THE JOB.

• ESTABLISH HOW MUCH VALUE A POSITION CREATES FOR THE COMPANY

• DISPROPORTIONATE LEVEL OF INVESTMENT IN THE POSITION

• MANAGE B AND C POSITIONS SIMULTANEOUSLY

Succession planning

• No reservations about succession• Integration with company’s MDPs• Importance of immersion• Integrate succession planning with company’s talent

development• Leadership development is a line and board responsibility.• Expose future leaders to the full range of company

operations• Stakeholder buy- in for leadership programmes