Using assessment as a talent management strategy tim ngotho

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Using assessment as a talent management strategy tim ngotho

  1. 1. PRE MASTER CLASS<br /> HR CHALLENGE 2011<br /> BY<br /> Dr Lawrence S. Ndombi<br />Regional Leader, BPC<br />
  2. 2. INTRODUCTION <br /> LAWRENCE S. NDOMBI (Dr) <br />Lawrence is the Regional Leader, Business Partner Consulting ( BPC). He is a business leader with over 20 years of experience and a champion of HR. He is an alumni of Alliance High School and holds a Doctor of Business Administration ( DBA), a Masters of Business Administration ( MBA), a Bachelor of Commerce (B.Com) degree and a Post Graduate Diploma in Human Resource Management. He is a Fellow of the Institute of Human Resource Management (K) and also a Fellow of the Chartered Institute of Personnel & Development, UK . He was a Vice President, Human Resources, Unilever in Africa.<br />He is the founding member and Program Director of the HIV/AIDS Private Sector Business Council and Championed the formation of Price Waterhouse Salary Survey Club. He helped set up many HIV/AIDS Business Councils in Africa. <br />He is serving and has served on many company boards locally and internationally.<br />
  3. 3. THE HR COMPETENCIES<br />
  4. 4. BUSINESS VALUE <br />PROFIT<br />GROWTH<br />SHAREHOLDER VALUE<br />OTHER STAKEHOLDER VALUE<br />
  5. 5. BUSINESS EXPECTATIONS OF HR<br />Contributing to and part of Business strategy<br />Enabling and part of the execution of business plans<br /> Delivering tangible commercial benefits to the business<br />
  6. 6. The Back Drop: Changes in Business<br />Globalization<br />Technology<br />Demographics<br />The Customer: From outside in<br />………And so what are the implications for HR<br />
  7. 7. Implications for HR<br />Importance—HR part of value equation<br />Growth of the HR profession<br />Demands on HR increasing<br />HR practices must deliver value<br />HR departments have to change<br />HR professionals must demonstrate competence<br />Increased differentiation and separation of transactional and transformational work<br />
  8. 8. THE CEO DEMANDS ON HR <br />HIGHEST DELIVERY <br />
  9. 9. WHO IS HR IN THIS ?<br />The HR Business Partner<br /><ul><li> Strategic partner, who shares the Vision and the Strategy.
  10. 10. Shares the responsibility for the business goals
  11. 11. Contributes fully to the business results.</li></li></ul><li>REASON<br />Create an organization that can "win" in the market place. <br /><ul><li>Minimum demand - business has the right people in the right place to drive the business strategy and achieve business goals.
  12. 12. Required demand - understanding the business and presenting business solutions sometimes before they are even asked for !</li></li></ul><li>Stakeholder Demand<br />For the business<br />HR resources and capability focused on enabling GROWTH<br />Improved margins through reduced overhead costs<br />For Line Managers<br />Simplified policies and processes<br />Improved support to help them lead their teams<br />For Employees<br />Better, faster service levels and access to information<br />Consistent and clear processes and deliverables<br />For HR<br />Role clarity and refocusing of resources<br />Greater job satisfaction in HR<br />Some new roles/opportunities to grow & gain new skills<br />
  13. 13. Strengthening HR Contribution<br />Taking an interest in the key business performance measures, for example, sales, costs, production, utilization.<br />Making sure that business partners are involved in the business planning process at the outset and that they are well prepared for planning meetings.<br />Setting the personal objectives of strategic HR Partners (and those in centres of excellence) so that they are aligned to those of managers in the business areas that they are assigned to.<br />Maintaining an on-going debate about how HR is performing. Ask the organization's leaders, line managers, HR professionals and other functions.<br />
  14. 14. Strengthening HR contribution (ctd)<br />All of HR should be listening to, and responding to, its stakeholders.<br />Use tools like 360 degree feedback and customer satisfaction surveys to obtain a broad range of views on how well the HR function, including business partners, are fulfilling their role.<br />
  15. 15. HR BUSINESS PARTNERING<br />THE KEY ROLES <br />
  16. 16. HR’s future role in the organisation – HR’s view <br />9<br />8<br />7<br />6<br />5<br />4<br />3<br />2<br />1<br />0<br />0 1 2 3 4 5 6 7 8 9 <br />9 8 7 6 5 4 3 2 1 0 <br />0<br />1<br />2<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />Strategic Partner<br />We asked 50 HR managers from one company about the role of HR in their organisation<br />Administrative Expert<br />Change Agent<br />Employee Champion<br />
  17. 17. 9<br />8<br />7<br />6<br />5<br />4<br />3<br />2<br />1<br />0<br />0 1 2 3 4 5 6 7 8 9 <br />9 8 7 6 5 4 3 2 1 0 <br />0<br />1<br />2<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />HR’s future role in the organisation – Line manager’s view <br />Strategic Partner<br />Administrative Expert<br />Change Agent<br />We then asked 300 managers in the same organisation the same question<br />Employee Champion<br />
  18. 18. Role of HR specialists<br />Provide functional guidance and advice to managers.<br />Develop and interprete HR policies, procedures and systems.<br />Provide timely good and timely advise to line managers on options available.<br />Provide tools and information to enable L ine managers make informed decisions.<br />
  19. 19. Who are Line Managers<br />Line managers are those managers to whom individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams.<br />
  20. 20. Typically the management responsibilities carried out by line managers<br />day-to-day people management<br />managing operational costs<br />providing technical expertise<br />organisation of work allocation and rotas<br />monitoring work processes<br />checking quality<br />dealing with customers/clients<br />measuring operational performance.<br />
  21. 21. Specific people management responsibilities- especially of Line Managers<br />Coaching, Mentoring, Counseling, Guidance (Pastoral care).<br />Performance management.<br />Discipline , conflicts and grievances.<br />Recruitment and selection.<br />Employee learning and development<br />Employee reward decisions<br />Implementing HR policies/procedures and labour laws<br />Change Management<br />Creating enabling environment<br />
  22. 22. Change<br />Irreversible Future<br />
  23. 23. Change<br />“ To discover new continents you must be willing to lose sight of the shore”<br />
  24. 24. WISE TALK <br />“ THE DISTANCE DOES NOT MATTER<br /> IT’S ONLY THE FIRST STEP THAT IS DIFFICULT ”<br />- Madam Du Deffand<br />
  25. 25. HR TRANSFORMATION SYNDICATE <br />% TIME, EFFORT AND COST<br />HR TODAY<br />STRATEGY<br />PERFORMANCE ENHANCEMENT<br />TRANSACTIONS<br />ADMINISTRATION<br />HR FUTURE<br />SRATEGY<br />PERFORMANCE ENHANCEMENT<br />TRANSACTIONS<br />ADMINISTRATION<br />
  26. 26. TEA BREAK<br />
  27. 27. What is HR Transformation?<br />Future<br />20%<br />Strategy<br />40%<br />PerformanceEnhancement<br />Transactions<br />20%<br />Admin<br />20%<br />Underpinned by robust HR Information Systems <br />HR Transformation<br />Today<br />Maximise the performance of the workforce<br />through alignment of HR activities and programs with the strategic direction and business needs of the organisation<br />% Time, Effort, Cost<br />5%<br />Strategy<br />Develop and deliver programs that enhance the organization's ability to attract, develop and retain superior performers<br />Performance Enhancement<br />25%<br />Handle employee transactions and inquiries<br />30%<br />Transactions<br />40%<br />Manage vendors, suppliers, budgets, and HR systems <br />Administration<br />This changes the way we deliver HR<br />
  28. 28. HR COMPETENCIES<br />The Critical HR roles <br />The HR Competencies and skills<br />
  29. 29. Operating Framework<br />Our People<br />personal growth<br />team growth<br />organisation growth<br />Individual support and <br />transactional enquiries<br />Individual, Team and Organisation Capability<br />HR Business Partners<br />overall HR accountability<br />organisation & leadership capability<br />culture<br />HR Service<br />support<br />transactions<br />technology<br />Performance Cost/<br />Quality of service<br />Solutions Development <br />and activation<br />Policy interpretation<br />Process improvement<br />HR Expertise<br />single approach solutions<br />policies and systems<br />best practice / knowledge<br />
  30. 30. HR ROLES- SYNDICATE<br />Basket Game<br />
  31. 31. Leveraging HR’s Core Contribution Areas<br />Culture<br />Performance Management<br />Organizational Capabilities<br />Highest Value areas to Help the Business Meet Its Objectives<br />People Development<br />Enabling Change<br />Knowledge Management<br />Leadership Development<br />Market-Driven Organizational Design<br />Induction<br />HR Information <br />Management<br />Benefits Design<br />Important Areas <br />to Make <br />More Effective/efficient<br />Internal Communication<br />Training<br />Compensation Design<br />Sourcing and Recruiting<br />Int. Trans. Services<br />Industrial Relations<br />Orientation<br />Essential to keep the Business Running<br />Personnel Records & Administration<br />Benefits Administration<br />Day to day<br />Employee Relations<br />Separations<br />
  32. 32. HR Delivery<br /><ul><li>Delivery System & Development
  33. 33. Structure & HR Measurement
  34. 34. Recruitment & Staffing
  35. 35. Performance Management
  36. 36. Learning Management
  37. 37. Reward Management
  38. 38. Talent Management</li></ul>Personal Credibility<br /><ul><li>Effective Relationships
  39. 39. Getting Results
  40. 40. Personal Communication</li></ul>HR Technology<br />Business Knowledge<br />..and Leaping from Support to Business Partners to Business Players..<br />Strategic Contribution<br /><ul><li>Shape Culture
  41. 41. Fast Change
  42. 42. Strategic Decision Making
  43. 43. Market Driven Connectivity</li></ul>Source: adapted International HR Competency Study, University of Michigan 2002<br />
  44. 44. LUNCH BREAK<br />
  45. 45. HR COMPETENCIES & DOMAINS<br />
  46. 46. 6 Domains of the successful HR professional<br />Business Ally<br />Credible Activist<br />Culture & Change Steward<br />The New HR<br />Professional<br />Operational Executor<br />Talent Mgr & Org Designer<br />Strategy Architect<br />
  47. 47. 6 Domains of the Line Managers professional<br />Capability Owners <br />Structure, Systems, Processes, People, PoS.<br />Grievance Handling- Open Door<br />Culture & Change Champions/Leaders<br />HR<br />For Line Managers<br />Budget Owner/<br />Investor <br />Talent<br />Custodian<br />Coach & Mentor<br />
  48. 48. FROM BUSINESS STRATEGY TO HR MEASUREMENTS<br />BUSINESS STRATEGY<br />STRATEGIC ALIGNMENT<br />HR MEASUREMENTS<br />
  49. 49. HR SCORECARD<br />When you measure you increase your competency !<br />
  50. 50. Group Exercise<br />Work on a One -Page Snap-shot of an HR Score card that you can share with the Company Leadership Team that will demonstrate a successful HR story at end of year<br />Assume you have 10 minutes only to tell your story..<br /> (the Board of Directors present will be asking you tough questions!!!)<br />Think Headlines and the Metrics ( Picture of success)<br />What is easy & not easy to demonstrate and why??<br />What mechanism/framework shall you use to track/communicate progress against the score card?<br />
  51. 51. THANK YOU<br />

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