Talent management for smb


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  • Everyone knows almost everyone, you know all managers, you can go to Owners/CEO’s Office.
  • No formal budgetYou are only one in HR or limited resources most companies are 1 HR to 80-100 employees.No formal process or strategy for anything around human resources functionsNo technology or little – payroll maybe automated, nothing else.Little buy in to the value of or emphasis on people or all talk to action
  • Imagine – your employee and/or manager being able to plot out their or their employees development plan and be able to automate and track it!
  • Reminder that development is equally important as salary!
  • Reminder that development is equally important as salary!
  • Talent management for smb

    1. 1. Attracting, Engaging andRetaining Top TalentPresented ByTom McKeown – Vice President of Global salesJudy Fort – Sr. Solutions EngineerTalent Management For Small toMid-Size Business
    2. 2. • The SMB Market• Need for Talent Management• Communication and Branding• Talent Management Solutions• Statistics and Conclusions• Demonstration• QuestionsAgenda
    3. 3. • Companies with employee base of under 500• In some cases with less than 1000 if HR isreally being under utilized or if large amountsof part-time or season help.Definition of Small to Mid Size Business
    4. 4. • Direct Line of Sight and Reporting toCEO/Owner• Limited Silos (departments with conflictingobjectives)• Easier Access to Entire Employee BaseBenefits of a Small Business
    5. 5. • Budget• Time• HR Foot Print• People• Process• Technology• Perceived HR ValueObstacles of Small Business
    6. 6. All Organizations Need:1. Align employee activities tocorporate goals2. Improve internal communication3. Manage Talent Processes4. Develop Leaders and KeyContributors5. Attract and Retain Top PerformersWhy Talent Management in SMB
    7. 7. • What Employees arelooking for in an employerTalent Management Facts1. Compensation and Benefits2. Work/Life Balance3. Career and Development- Source: World at Work
    8. 8. Career Development is #185% of candidates are looking for careerdevelopment
    9. 9. • Organizations are attempting to brandthemselves as an “employer of choice” inorder to attract and retain top talentEmployer of Choice
    10. 10. • Our People are our Biggest Asset!• Saying you’re great is not good enough youneed to walk the talkWalk the Talk
    11. 11. HOW!!!!
    12. 12. • Most small companies don’t have a brand• Brain Storm Session• Department Heads• Who’s your competition• What are differentiators• Competencies• Core (Strengths) –Service, Quality• Unique – Google/CreativityBrand + Culture = Attraction
    13. 13. • Once you have the competencies you need tocommunicate• Mission Statement• Tag Line – on web site (including careers), on letterhead, add to logo, in sales presentations, etc.• Monthly employee newsletter focus on attainments thatmap to corporate competency achievements fromcompany, department and individual level• Performance – Rate your staff on how they are doingagainst your company competencies• Develop – provide opportunities for your employees toimprove in these areas• Suggestions – allow employees opportunities to helpimprove on these competencies (Suggestion Box, Rewardprogram for savings, etc.)• Walk the talk! Make sure your company is focused onthese competenciesCommunicate
    14. 14. • How do I promote my open roles!• Employee Referrals• Offer incentive - cash, movietickets, draw prize• On your career site• Applicant Tracking System (ATS)• Often thought to be cost prohibitive• SaaS Systems from $80-$150/mth• Re-usable database• Posts directly to career site• Online management and tracking ofapplicantsRecruitment
    15. 15. • Aggregation Boards• Social Media• Built in posting capabilities in ATS systemsRecruitment
    16. 16. When You find the Right Candidate
    17. 17. What are you going to do to Retain them!
    18. 18. Motivate, Engage and Develop your FutureLeadersEmpower Your EmployeesCareer PathSkills &CompetencyMy Job DevelopmentPlanMeasurePerformanceDreamJobThe Solutions
    19. 19. • Aligning your organization and Corporate Goals• Direct line of sight from employee to theorganization• Competencies – Reinforcing and Measuring• Formal review process online or paper based• Monthly or at least quarterly meetings with manager• Review performance – check list• Goals and Development Plans• Automated Performance Reviews• Cost effective systems for $’s/Employee/mth• Real Time and year long - not what did I do last 60 days• Year over year results• Reduces objectivity – observable behavioursPerformance Management
    20. 20. • Invest in your employeesdevelopment• Job sharing• Mentoring• Compliance! (Certifications, SexualHarassment)• Free content online – Web is ourfriend• Industry specific educationalcontentLearning Management
    21. 21. • Learning Management Solution• Buy or develop content• Employee Self Service• Tie to development needs• For present role• To get to future rolesLearning Management
    22. 22. DefinitionSuccession Planning is the process of gettingthe right people, at the right cost, at the righttime again and again, by planning for changesin the workforce.• Identify Key Roles• Not just C-Level• Look internally for replacements• Check with department headsSuccession Planning
    23. 23. • Measure! Measure! Measure!• Accountability• Return on Investment (ROI)• Improvements – Time, Money, EmployeeSatisfaction!• Trending• Turn over, time to hire, employeesatisfaction, company performance, individualperformanceAnalytics
    24. 24. • Improved Performance• Improved Financial Output• Happier People/Retention• Better Culture and Ability to Attract andRetain Top TalentBenefits of Talent Management
    25. 25. Here are just a few highlights from the volume of studies done globally whichshow a positive relationship or correlation between employee engagement andbusiness performance…• Highly engaged employees outperform their disengaged colleagues by 20 –28%. (The Conference Board)• Engaged employees generate 40%+ more revenue than disengaged ones. (HayGroup)• 84% of highly engaged employees believe they can impact the quality of theircompany’s work product compared with 31% of the disengaged. (TowersPerrin)• 70% of engaged employees indicate they have a good understanding of howto meet customer needs, while only 17% of non-engaged employees say thesame. (Right Management)• 68% of the highly engaged believe they can impact costs in their job or unitversus 19% of the disengaged. (Towers Perrin)• Engaged employees taken an average of nearly 60% fewer sick days per yearthan disengaged employees. (Gallup)• Engaged employees are 87% less likely to leave the organization than thedisengaged. (Corporate Leadership Council)Industry Statistics
    26. 26. • Talent Management is equally important in SMB as inLarge organizations• Communication is still a key to success• Do it well and do it often!• There are ways to manage your people cost effectively• Free• SaaS solutions priced for your market• You have to be the advocate and cheer leader but youneed C-Level buy in• Align your companies mission with their people so itbecomes part of your culture• Monthly check lists for HR and ManagersConclusions
    27. 27. Solution Overview
    28. 28. QuestionsCome See This SpringMay 15-18, 2013…InterContinental Sanctuary CoveResort…Gold Coast, Queensland, Australia
    29. 29. Thank You!Tom McKeownVice President of Global Salestmckeown@hrsmart.com1-855-5HRSMART