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Talent Retention that Works
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Talent Retention that Works


A short presentation for business leaders who want practical ways to stop losing talented people. From Omnicor - Evidence Based Organisational Development Solutions

A short presentation for business leaders who want practical ways to stop losing talented people. From Omnicor - Evidence Based Organisational Development Solutions

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  • 1. Keep your best people A talent retention approach that works from OmnicorOrganisation Development Solutions
  • 2. Do you know which of your workers really are talented?What are the forces holding or repelling your best people in each unit? What percent of your best talent is vulnerable to poaching How is that percentage changing over time? Where are your key areas of talent instability? Who are your best managers of talented people? How skilled are your managers at retaining their talented people? Who is poaching your key talent? What outside forces are seducing people away from your business?What internal forces are pushing good people away from your business?
  • 3. If you don’t have answers to these questions you might be in for trouble when the post-recession upswing causes your best people to review their career options…
  • 4. Talented people join good brands and then they leave poor managers
  • 5. If having talented people is important to your businessShouldn’t you be giving your managers detailed, specific knowledge about what they’re doing well or badly about managing talent? Shouldn’t you train your managers to be more alert and skilled?Shouldn’t you nurture the talent management skills of your leaders?
  • 6. Of course your answer is yes to all of these issues but you are under pressure to deliverall kinds of results and the fact is that the fewtalent retention tools you have aren’t specific, aren’t trackable and aren’t working.
  • 7. At Omnicor we have developed a unique set of services to… Give you a precise view of who is talented or has the potential to be.Create a map of talent stability/vulnerability in your firm & sub-units. Identify the success strategies of your best talent-managers.Identify specific behaviours your weak talent-managers must change.Deliver fact-driven, high-impact small-group training with managers. Monitor and adapt your talent engagement results.
  • 8. Moderately engaged groupHighly engaged group Disengaged group
  • 9. Is it good that you’ve only got a 10% annual staff turnover? Well no! not if it’s your talented people leaving!
  • 10. Who do you need to retain?
  • 11. What is talent in your business.. Personally driven to succeed Remarkable skillset High social & organisational reading Higher than most intellectual capacity Loyal to the mission, project or leader more than the firm Disproportionate value contribution High potential to derail Makes more out of available resources May be perceived as arrogant, destructive, selfish Demands strong and clear leadership Views the firm as a resource provider Tough on intellectual non-equals
  • 12. Why committed and lion-hearted people leave
  • 13. Summary Talent Engagement FactorsOrganisational Push Factors:How your business & management actively undermines theengagement of good employees.Factors include, inappropriate boundaries between employeesand the organisation and the degree to which talented employeescan find personal fulfillment in their careers.Plus talented employees demand to work inTeams that reflect their personal values – getthis wrong and they’ll be gone
  • 14. Summary Talent Engagement FactorsTalent MagnetismThe talent “stickiness” of yourorganisation.Once talent is engaged, these factorsunderscore the value employees experiencein their careers.Examples include the degree of personal-organisation values alignment, and thedegree to which talented people are excitedby membership of productive teams. Alsohow prestigious is your brand? Can peoplebe proud of their employer?
  • 15. Summary Talent Engagement FactorsTalent Investment and Development:To what extent your talented people feel you are investingin their growth. High potential employees develop,through formal and informal training opportunities andstretch activities.This factor also measures the degree to which talent iscelebrated and recognized in the organisation. Examplesinclude formally recognizing achievement, and the extent towhich talent is developed through emphasizing the impactit makes on an organisation’s success.
  • 16. Summary Talent Engagement FactorsIndependenceYour talented employees want to function moreautonomously than most, and they require independenceand freedom from being managed.This factor includes elements such as the freedom frommicro-management and the ability to choose one’s own wayof working within the organisation.
  • 17. We have developed a set of tools that work together or individually to give your business a leadingadvantage over your competition on the issue of the talent challenge.
  • 18. Four tools for effective talent management1. Talent Assessment 3. Manager as Talent Firewall -Assess your people to spot the talent - Training and the potential hidden across Use the data to train your managers your business. Talent is not the how to defend the organisation same as performance – it is against unnecessary talent loss. defined according to your Use the evidence to provide business vision and values as well managers with the motivation, as individual performance knowledge and the specific skills they need2. Online Talent Engagement Survey 4. Online Exit SurveyUse our online Talent Engagement Use our Online Exit Survey to track and Survey every eight months to learn from every person who discover and track your leaves, to find out the truth about disengagement risks, by why you lost them and to provide a companies, divisions and laser specific source of data for managers action and training
  • 19. And the cost?The total annual cost to use all four elements together across your whole business is less that the cost of losing one senior, talented person! Use this process company-wide to manage your talent retention risk and to save millions!
  • 20. jashton@omnicor.eufor a no obligation conversation about how to manage your company’s talent retention risk