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To Register: Email: events@learningmindsgroup.com | Call: +92-21-111-111-564
	
  
Overview
In today’s globalized busines...
 
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Talent Management Framework
	
  
	
  
	
  
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About Prof. Sattar Bawany
	
  
Professor Sa...
© 2014 Centre for Executive Education Pte Ltd – All Rights Reserved.
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Fish Bowls and
Talent PoolsJulie Winkle Giulioni
01.2014Vol.2 No.1
Presented By
$9.99 a month
2207
Purpose Revived
By Bria...
Features
TALENT MANAGEMENT
7	 Talent Benchstrength
Doris Sims
9 Succession Planning
	Eric Kilponen
10	Talent Mindset
	 Jan...
17Talent Management excellence essentials presented by HR.com | 01.2014
By Sattar Bawany
In ASIA Pacific Region.
Winning T...
Talent Management excellence essentials presented by HR.com | 01.2014
18
business objectives. The term “talent management”...
CEE LMG Talent Management  Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014
CEE LMG Talent Management  Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014
CEE LMG Talent Management  Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014
CEE LMG Talent Management  Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014
CEE LMG Talent Management  Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014
CEE LMG Talent Management  Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014
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CEE LMG Talent Management Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014

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CEE LMG Talent Management Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014

  1. 1. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 1 Masterclass on Talent Management & Succession Planning “Winning the War for Talent 2.0” Prof Sattar BawanyProf Sattar Bawany CEO, Centre for Executive Education (CEE) C-Suite Master Executive Coach, Executive Development Associates (EDA) 15 May 2014, Marriott Hotel, Karachi, Pakistan
  2. 2. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 2 Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running….. Are You a Tiger or a Deer?
  3. 3. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 3 Getting to Know Yourself
  4. 4. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 4 Module 1: Introduction and Workshop Objectives
  5. 5. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 5 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 5 CEE Global is the Exclusive Strategic Partner of Executive Development Associates (EDA), a global leader in Executive Development & Coaching since 1982.
  6. 6. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 6 • Centre for Executive Education (CEE) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges. • CEE’s mission is to assist our client to secure a leading position in their respective market through the development of their human capital. • CEE offers talent management solutions including executive coaching and custom-designed leadership development programs to accelerate individual performance and succession planning for organisations. • Learning Minds! Group, is the Exclusive Affiliate Partner of CEE Global in Pakistan. Who We Are
  7. 7. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan • CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA • Master Facilitator, IPMA Asia Pacific • Adjunct Professor of Paris Graduate School of Management • Over 25 years’ in OD & HR consulting, executive coaching, facilitation, leadership development and training. • Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management • Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation. About Your Speaker
  8. 8. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 8 S C O P E HARE HALLENGE PEN MINDED LAN OF ACTION NJOY OURSELVES The S.C.O.P.E. Approach
  9. 9. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 9 • Understand the Best Working Practices in Talent Management and Succession Planning Strategies • Develop the skill-sets of the existing Talent Pool as the Key to Success in Retention • Develop an Effective Strategy for Employee Attraction and Retention • Gain a deeper understanding of Career Development as a Retention Tool • Be able leverage on Managerial Coaching to lead and engage a Multigenerational workforce • Develop a S.M.A.R.T. Action Plan for developing your effectiveness in Talent Management & Succession Planning within your organization This Masterclass will provide you with a foundation of knowledge that will enable you to: Workshop Objectives
  10. 10. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 1010 The Current Realities of Managing Today’s Talent
  11. 11. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 11 Key Questions to Ask: 11 Questions for Senior Management and Board of Directors to ask: 1. What is the key talent risks associated with our core business strategies? With our major investments? 2. What is our talent bench strength? How is our organization mitigating succession risks? 3. What plans are in place to bring about smooth succession or substitution of our key talent, if the need arises? 4. How can we strengthen our talent-related due diligence in joint venture and M&A situations of any of our holdings or subsidiary entities?
  12. 12. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 12 Group Exercise: State of Talent Management in Organisations in Pakistan • What is the current state of talent management in organisations in Pakistan both in private and public sectors? • What are the operational challenges and how would you resolve them? What are your recommendations? Duration: 15 minutes
  13. 13. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 13 Best Practice Video on Talent Management @ 13 Jack Welch Part I of the Video: www.youtube.com/watch?v=CCVy7OxThGo Jeff Immelt Part I of the Video: www.youtube.com/watch?v=8_mlEWJ_nto
  14. 14. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 14 Module 2 Understanding Human Capital and Talent Management
  15. 15. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 15 Human Resource Management • Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the human capital (people working there) who individually and collectively contribute to the achievement of its strategic objectives. (Centre for Executive Education – CEE Global) • HRM consists of four generic processes or functions that are performed in all organizations:  Selection – matching available human resources to jobs;  Appraisal – performance management;  Rewards – the reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance; it must reward short as well as long-term achievements  Development – developing high quality employees. 15
  16. 16. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 16 What is Talent Management (TM)? Talent Management is the strategic management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives. The right supply of talented workforce is crucial to realize the strategic goals of the organization not only for today but also in the future. Organization’s efforts to attract, select, develop, and retain key talented employees in key strategic positions.
  17. 17. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 17 Talent Management (TM) Concept • TM introduced by McKinsey Consultants, in the 1990’s • TM is identified as the critical success factor in the achieving sustainable organisational success • TM focuses on – differentiated performance: A, B, C players or employees influencing company performance and success – identifying key or critical positions in the organization • Research has consistently show that firms do recognize the importance of talent management but they lack the competence required to manage it effectively
  18. 18. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 18 Debate: What is Talent? According to McKinsey; talent is the sum of • a person’s abilities, • his or her intrinsic gifts, • skills, knowledge, experience , • intelligence, • judgment, attitude, character, drive, • his or her ability to learn and grow.
  19. 19. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 19 Who are Talented People? • They regularly demonstrate exceptional ability and achievement over a range of activities • They have transferable high competence in assuming different roles and responsibilities • They are high impact people who are resilience, emotionally intelligence and can deal with complexity
  20. 20. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 20 CEE Talent Management Framework 20 Source: Sattar Bawany, ‘How Singapore Companies Can Win the War for Talent’ in Singapore Business Review http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent, 5 September 2013
  21. 21. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 21 Elements of Talent Management 21 • Talent Acquisition. • Talent Development • Performance Management • Succession Planning • Talent Engagement • Organizational Results
  22. 22. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 23 How does TM fits within HR? TALENT ACQUISITION/PLANNING Proactively recruiting world-class, diverse leadership talent Executive Recruiting New Leader On-Boarding Assessment/Candidate Slating PERFORMANCE MANAGEMENT/ SUCCESSION PLANNING Ensuring a strong leadership pipeline to drive growth for today and tomorrow. Performance Management EQ-i 360 Feedback Leadership Transition TALENT DEVELOPMENT Developing and executing programs, processes & tools to grow our current and future leaders Leadership Programs for High Potentials Executive Coaching Global Talent Development ORGANISATIONAL CIMATE EMPLOYEE SATISFACTION - TALENT ENGAGEMENT – TALENT RETENTION Identifying the level of engagement of employees to optimize contribution and reduce enhance retention ACHIEVING ORGANISATIONAL RESULTS
  23. 23. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 24 The Business Case for TM • To compete effectively in a complex and dynamic global environment to achieve sustainable growth • To develop leaders for tomorrow from within an organization • To maximize employee performance as a unique source of sustainable competitive advantage • To empower employees: Cut down on high turnover rates Reduce the cost of constantly hiring new people and also cost in training them
  24. 24. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 25 Value Proposition of TM  Talent Management strategies help ensure the quality, depth and diversity of a company’s leadership and talent bench.  Effective Talent Management accelerates businesses’ ability to exceed performance expectations and drive future growth by:  Developing talent with the values, skills and experiences needed to be successful today and in the future  Aligning and integrating core HR processes with business processes to increase individual, team and organizational performance
  25. 25. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 26 Individual Exercise: Best Practices on TM Strategies in Organisations • Review of the 10 Best Practices Approaches to Talent Management on pg. 16 of the Workbook and evaluate the relevance and application to your own Organisation? • What are the operational challenges and how would you resolve them? What are your recommendations? • Be Prepared to discuss with the larger Group. Duration: 15 minutes
  26. 26. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 27 Talent Management in Today’s Global Economy • Companies today face formidable talent challenges. The ability to sustain a steady supply of critical talent is a challenge facing all organizations — worldwide. • Among the issues impacting the “next generation” workforce are impending skill shortages, an increasingly cross- generational and diverse workforce, the need for knowledge transfer from retiring baby boomers, and significant leadership gaps. • Intense cost pressure from both traditional and emerging competitors, new markets, and more demanding customers are additional elements that give a new sense of urgency to the concept of talent management.
  27. 27. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 28 Talent Engagement to Achieve Results • Profitability • ROI • Cost Optimisation • Employee Satisfaction • Employee Loyalty • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • Coaching Leadership Style • EQ/EI Competencies • Level 5/Ontological Humility Organisational Results Employee/Stakeholder Engagement Organisational Climate Self & Team Leadership Effectiveness Customer Engagement/Loyalty • Customer Satisfaction • Service Value/ Relationship Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013
  28. 28. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 29 Role of Leaders in Talent Engagement “Leadership is all about the ability to have impact and influence on your followers so as to ENGAGE THEM towards ACHIEVING RESULTS of your organisation leveraging on Ontological Humility and Level 5 Servant Leadership as well as repertoire of Leadership Styles blended with elements of Socialised Power/Social Intelligence Competencies ” (Bawany, 2013) Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.
  29. 29. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 31 Module 3 Increasing Senior Management Accountability for Talent Management
  30. 30. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 32 Questions to Ask: 32 Questions for Senior Management and Board of Directors to ask: 1. What is the talent strategy that supports our organization (business) objectives and capital investments? 2. What talent KPIs are we monitoring at the board level? How do they connect to our business strategy? 3. What development have we provided our key successors in the past year? Has our leadership bench strength changed and why? 4. How does our management access the necessary talent to support operational excellence, such as lean and other quality and process improvement methods? What improvements are being made? 5. Which board committee provides primary oversight for our talent programs and policies? Should a board level talent/human resources committee be formed to allow more focused oversight by the board?
  31. 31. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 33 Group Discussion: Important Talent-related KPIs 33 There are a number of metrics that directors should be given access to that would help provide more clear insight into talent-related risks. These include: • Succession bench strength • Pipeline for critical organizational roles • Leadership capabilities required in the future vs. current capabilities • Value of engagement score increase (dollars per point) What are other KPIs that would be relevant to Your Organizations in Pakistan? Duration: 15 minutes
  32. 32. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 34 Module 4 Planning for Succession
  33. 33. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 35 Succession Planning - Defined Process of identifying the future leaders of your organization and creating a development plan for them to be ready when the time comes.
  34. 34. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 36 Succession Planning • It is imperative that Succession Planning is a key part of a company’s strategic planning process • Without a proper succession plan, it would be difficult to nurture and develop your key talent. • Succession Planning is much more important than most companies realize.
  35. 35. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 37 Succession Planning & High Potentials • Succession planning involves the identification of high-potential employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of business operations and objectives. • Succession planning involves: Understanding the organization's long-term goals and objectives. Identifying the high-potential candidates and their respective developmental needs. Determining workforce trends and predictions.
  36. 36. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 38 Steps Involved in Succession Planning 1. Identifying legal and diversity issues to consider 2. Establishing present and future leadership roles and objectives 3. Selecting key employees 4. Evaluating the strengths, weaknesses and readiness for succession in key employees 5. Planning for the individual development of and ways to retain key employees 6. Identifying “emergency” positions without successors 7. Planning for positions that cannot be filled internally
  37. 37. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 39 Possible Pitfalls of Succession Planning • Lack of a formal development plan for each key person • Development plans that are not implemented properly, or plans not implemented at all • Development plans that are not tailored to the needs of an employee • Development plans are not discussed with employees, and mutual consent is not obtained • Key employees not knowing that they are key employees
  38. 38. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 40 Possible Pitfalls of Succession Planning • Development plans that are not well thought out, and made just for compliance • Including employees who are not qualified in the “key employee” list just to make them feel better • Employees staying in the same position for too long resulting in your best people leaving the organization • An employee being identified as a successor, but not getting the leadership position when the time comes
  39. 39. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 41 Best Practice Approach for Identification, Selection and Development of High Potentials Review Talent Integrate Performance Management Processes Integrate Career Planning into Leadership Development & Succession Management Identify High Potential (HIPOs) Assess High Potential (HiPOs) Develop Implementation and Ongoing Evaluation / Review of the Framework Define for the Future Success of the Organization 41
  40. 40. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 42 Key Definitions Concept Definition Mission Critical Roles Roles that require planning because they feed into senior management or are critical to organization success Developmental Roles Roles that provide excellent developmental experience High Potential Someone who has been identified as having the ability to advance Nine-Box (9-Box) Grid Tool used to plot current performance and future potential of a segment of the workforce Talent Pool A group of people being prepared for higher-level roles Talent Review Broad review of talent to identify candidates for development to higher levels. Usually involves group discussion at multiple levels. 42
  41. 41. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 43 Confidential and Proprietary How do you determine if a Leader has Potential? 1. Strong track record of performance. 2. Demonstrates initiative, drive, and persistence to reach higher. Seeks out feedback. 3. Understands the people side of the business. Strong interpersonal and communication skills. 4. Learning Agility. Desire to grow and develop. 5. Understand organization dynamics (up-down-across). Ability to communicate with and influence key stakeholders. Good “networking skills”. 6. Readily seeks out and accepts feedback 7. Improvement focus/mentality (self, team and business). Willingness to change behavior and embrace changes 8. Strong communication skills 9. Strong work ethic (willingness to go above and beyond) 10. Strong drive to succeed and continuous improvement Source: EDA Research on Identifying and Developing HIPOs (Tomorrow's Leaders) 43
  42. 42. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 44 Who are High Potentials?  High Potentials consistently and significantly outperform their peer groups in a variety of settings.  While achieving these superior levels of performance, they exhibit behaviors that reflect their companies’ culture and values in an exemplary manner.  Show a strong capacity to grow and succeed throughout their careers within an organization – more quickly and effectively than their peer groups do. Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business Review, June 2010
  43. 43. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 45  The difference between high-performance employees and high-potential employees is that the high-performance employee are very good at performing their jobs, while the high-potential employees have demonstrated measurable skills and abilities beyond their current jobs.  The real damage is done when the high-performance employee is promoted to a managerial level, is uncomfortable and struggles in their new role, resulting in high levels of stress and anxiety, causing them to quit. High Performers vs. High Potentials
  44. 44. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 46  Studies show employee turnover can cost companies up to 40 percent of their annual profit. That's for the turnover of all employees, regardless of their performance levels.  The financial impact of losing a significant number of high- potential employees (those Gen X and Y who have been identified as your future leaders) can be exponentially higher. High Performers vs. High Potentials
  45. 45. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 47 Building a Leadership Pipeline Reference: Ram Charan, Stephen Drotter and James Noel “The Leadership Pipeline”, Jossey-Bass, Wiley, San Francisco, California, 2000
  46. 46. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 48 “Crisis may be an overused word, but it’s a fair description of the state of leadership in today’s corporations. CEOs are failing sooner and falling harder, leaving their companies in turmoil. At all levels, companies are short on the quantity and quality of leaders they need.” Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008 Business Case for Succession Planning
  47. 47. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 49  Introduced a clear Gen Y Talent Management Strategy – Current leaders who espouse performance and development conversations – HR facilitation without “encumbrance”  Key elements include: – Selection based on values - creative, courageous, responsive, international and trustworthy….and explicitly modelling desired behaviour – Commitment from EXCO down…Talent Management Committee – Senior Leaders have responsibility to be talent scouts for Gen Y leaders – Senior Leaders expected to have “Conversations that Count” – performance, learn and develop, career development and engagement of Gen Y employees  For this Bank, Gen Y Talent Management is a differentiator! Case Study – Global Bank with Significant Asia Presence
  48. 48. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 50 Program Evaluation Development of Pipeline of Gen Y High Potentials
  49. 49. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 51 • Develop Internally—buying may not be an option • Update Curriculum for Development of Gen X and Y • Update Approach to Organizational Learning • Boost Emphasis on Gen X and Y Future Leadership • Be Clear about Executable Tasks of Leadership Organizations need to be more intentional & articulate about the leadership skills they require & more creative in designing experiences that help Gen X & Y employees acquire them HR’s Role: Building the Pipeline
  50. 50. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 52  Finding leadership talent early is essential. The path from initial recruitment to the senior levels of a company is approximately twenty-five years long and involves, on average, only five jobs before becoming eligible for the CEO post.  The sooner Gen Y potential talent is identified, the better it can be developed and tested.  The most precious resources here are not financial but the time, energy, and attention of other leaders. These are always in short supply and must therefore be devoted to the people who are most likely to succeed at top levels. Identify Gen Y Talent Early
  51. 51. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 53 Alignment with Strategic Direction Expanding Leadership Competence Organization Competence •Markets •Competition •Customers •Products • Shift of Mindset (Mental Models) • Leadership Effectiveness – Core Transitional Skills • Business and Financial Acumen • Development of Others (Corporate Coaching Skills) •Business Processes •Structure & Accountabilities •Relationships, Power & Politics •Staffing & Capabilities (Knowledge Mgt) Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p40 ART of High Potentials
  52. 52. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 54 Development Review Board Executive Development Coach Professional Network Development Assignments Business Results Leadership Growth Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61 Accelerating the Development of High Potentials
  53. 53. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 55 Agenda  Senior insight powerful (+)  HiPo presents goals, aspirations & developmental questions  Career plans assessed in light of organisational needs  Board shares personal insights  Brainstorm specific developmental suggestions & connections HiPo Development Review Board HiPo Executive Committee HR Facilitator (Strategic Business Partner) Executive Coach HR Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61 Accelerating the Development of High Potentials
  54. 54. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 57 • Next Generation of leaders at all levels demonstrate a high degree of Emotional Intelligence in their role • Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement • Critical EI competencies includes: relationship management; cross cultural communication; effective negotiation and conflict management Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010. Download Complimentary e-copy from from: www.cee-global.com/6/publication Development for High Potentials in Asia
  55. 55. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 58 Accelerated Growth Potential Continuing investment (May be recently promoted) High investment, help improve performance High investment and/or promote/give more responsibility  These “stars” are ready for an assignment at a higher organizational level – challenge them. Solid Growth Potential Monitor Continuing investment High investment, accelerate skill development Stable Growth Potential Monitor  Need to demand performance improvements  May be in wrong job or at wrong level. Consider reassignment. Continuing investment Minimal investment but continue to reward, retain Needs Improvement Meets Expectations Exceeds Expectations 1/3 1/2 1/1 2/3 2/2 2/1 3/3 3/2 3/1 Past Performance GrowthPotential 58 Best Practice: GE* Nine Box Model *GE Crotonville’s Management Training Center
  56. 56. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 60 Succession Plan Organization Name, Department Name ___________________ Key Position Title Incumbent Name Position Vulnerability Succession Candidate Names Open in < 1 Yr Open in 1–3 Yrs Open in 3 + Yrs Ready in < 1 Yr Ready in 1–3 Yrs Ready in 3 + Yrs Tool: Sample Readiness Level Chart
  57. 57. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 61 Overall Performance Summary: (Indicate recent performance including major accomplishments or performance issues.) Key Strengths: (List 2 - 3. Indicate key technical or professional competencies, skills or knowledge the person has.) Development Needs: (List 2 or 3. Indicate key experiences, skills or knowledge the person lacks in order to move to the next level.) Development Actions: 1. On The Job: (What new responsibilities do you plan to assign to help this person develop this year?) NAME: ________________ TITLE: ________________ Sample Development PlanTool: High Potential Assessment - 1
  58. 58. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 62 2. Special Assignment: (What task force, projects or special assignments will be given this year to aid development?) 3. Training: (What specific training or seminars are recommended this year for his/her development?) Potential For Promotion: (Indicate this persons readiness to be promoted to the next organizational level.) Ready now for the next level. Ready in the next 24 months. Ready in 2 to 3 years. Recommended Next Position: (List the next assignment that would most benefit the individual in his/her development.) Sample Development Plan (cont’d)Tool: High Potential Assessment - 2
  59. 59. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 63 Group Exercise: Case Study on TM and Succession Planning
  60. 60. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 64 • Succession Planning Process:  Identify a critical position in the organization (Ann, the CEO)  Delve down three levels below the critical position: no one, then Abby (Head of HR), and finally Robin (Head of Organisational Excellence) • Looking at this example, what are the potential challenges do you foresee to the subject of succession planning for Ann’s role as the CEO and what are your recommendations to the Board?  Prepare your Group Response on Flipcharts and appoint a Spokesperson to Present to the larger Group  Duration: 15 minutes (Small Group Discussion) 15 minutes (Plenary Discussion) Group Exercise: Case Study on TM and Succession Planning
  61. 61. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 65 Module 5 GROW Your Talent with Managerial Coaching
  62. 62. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 66 “Coaches help people set better goals and then reach those goals, provide the tools, support and structure to accomplish them” International Coaching Federation “Coaching is a powerful, collaborative relationship between a coach & a willing individual which enables, through a process of discovery, goal setting the realization of strategic action” Corporate Coach U What is Coaching?
  63. 63. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 67 “Coaching is unlocking a person’s potential to maximise their own performance. It’s helping them to learn rather than teaching them” The Inner Game in Business by W Timothy Gallwey “Coaching is the art of improving the performance of others. Managers who coach encourage their teams to learn from and be challenged by their work. Create the conditions for continuous improvement by helping staff to define and achieve goals.” Coaching Successfully by Roy Johnson and John Eaton. What is Performance Coaching?
  64. 64. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 68 Helping an individual:  “Learn what it takes” to improve existing capabilities  Set meaningful goals  Be accountable for results  Understand and eliminate barriers Focus of Managerial Coaching
  65. 65. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 69 Managerial Coaching Redefined “Managerial Coaching is about developing and maximising an individual employee’s potential will consequently impact positively on the organisation’s performance. It is about more inquiry (ask) and less advocacy (tell) which means helping that individual to learn rather than teaching. Coaching sets out to embrace the employee as an individual and understands the organisational context in which the employee operates. It seeks to achieve alignment between the individual employee, team and organisational goals.” (Centre for Executive Education, 2013) 69
  66. 66. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 70 Intention WordsRelationship TRUST COACHABLE MOMENT® Those moments when an individual is open to taking in new information that will effect a shift in his/her knowledge and behavior. Being a Manager - Coach
  67. 67. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 71 1. Goal 2. Reality • Invite self assessment • Feedback • Is there a gap? • Be creative – look at the full range, brainstorm • Offer suggestions for consideration – beware advice! 3. Options4. Wrap Up • Identify possible obstacles • Commit to action • Identify steps • Agree support • Agree topic for discussion • Agree specific objective of the session • Set longer term aim if appropriate Gap? The GROW Coaching Model
  68. 68. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 72 1. Goal 2. Reality • What’s the evidence? • What have you already tried? • What did you learn from that? • What other feedback do you have? • If you looked at this from another angle … what could you do then? • What could you try now? • What else? • What could you do as a first step? 3. Options4. Wrap Up • What do you want to cover today? • What are you hoping to achieve today? • What are the priorities? • What other help/input do you need? • When could you do this? • What could get in the way of your plans? • How will you overcome this? • How will you/others know you’ve been successful? • End – what have you learnt from today? How have we worked together? What could we do differently next time? GROW – Coaching Questions
  69. 69. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 73 Conduct these role-play sessions in groups of 3. For each of the role- play sessions, there will be an employee, a manager-coach and an observer. Preparation – 5mins Coaching session – 15mins Debrief – 5 min Rotate the roles after each role-play session. Focus will be on a real-life case scenarios that you are currently experiencing in your workplace/teams. Alternatively you may consider one of the 3 examples workplace scenarios on page 43. GROW – Coaching Practice Session
  70. 70. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 74 Module 6 Summary & Crafting a SMART Personal Action Plan
  71. 71. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan Organization Analysis -Job descriptions -Job specifications Assessing the Employees A B C D Potential Candidates Performance Evaluation Bus. Results Personal Development Activities Talent Review Committees Potancial Candidates and Succession Lists Approval of the Lists Analysis Assessment DevelopmentTalent Development Programs January - April May-June July onwards...... Summary: Talent Management Process
  72. 72. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 76 Individual Exercise: Creating a SMART Personal Development Plan Specific Goal Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s): Actions What action will I take? What will I do differently? Reality Check Is this goal achievable? Why is this goal important? What resource(s) do I need? Funding? Support? Timeline When will I start? When do I expect to meet my goal?
  73. 73. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 77 Appendix Recommended Further Readings and Videos in the Participants’ Resource Workbook
  74. 74. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 78 Key Readings and Resource Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership- work-in-singapore, First Published on 12 February 2013 Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, E-copy of the Chapter is available as a download from: http://www.cee-global.com/6/publication Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and Purpose, Nicholas Brearly. CEE Published Articles on Talent Management: http://www.cee-global.com/6/publication CEE Presentations on TM: http://www.cee-global.com/7/speaking_engagements 78
  75. 75. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 79 GE Talent Machine - Interview with Jeff Immelt and Jack Welch: http://www.youtube.com/watch?v=CCVy7OxThGo The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach: http://www.youtube.com/watch?v=G9ElB4RILm0 Talent Management Summit: Leading and Engaging a Multigenerational Workforce: http://www.youtube.com/watch?v=BiCJ3s7mRSo Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance: http://www.youtube.com/watch?v=jZ6_-WhjT8I TED Talk by Simon Sinek on Inspiring Leadership: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html 79 Recommended Videos
  76. 76. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 80 http://www.youtube.com/watch?v=03o1JZ7c7gI Leading and Engaging Your Talent
  77. 77. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 81 If you do tomorrow what you did yesterday Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!! Final Thoughts…
  78. 78. Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 82 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) Managing Director, EDA Asia Pacific Email: sattar.bawany@cee-global.com LinkedIn: www.linkedin.com/in/ceeglobal Facebook: www.facebook.com/ceeglobal Twitter: www.twitter.com/cee_global Articles: www.cee-global.com/6/publication Presentation: www.cee-global.com/7/speaking_engagements Further Dialogue on Social Media
  79. 79.   To Register: Email: events@learningmindsgroup.com | Call: +92-21-111-111-564   Overview In today’s globalized business environment, organizations are cultivating and accumulating human, organizational, and social capital as a means of gaining sustainable competitive advantages in order to respond to the critical business challenges that they face. Many managers and organizations are now coming to terms with the fact that human resources (HR) can play an important role in the company’s core and distinctive competencies. Organizations know that they must have the best talent in order to succeed in the hypercompetitive and increasingly complex global economy. Along with the understanding of the need to hire, develop, and retain talented people, organizations are aware that they must manage talent as a critical resource to achieve the best possible results. Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the organization, in the first to mid-level leadership ranks, and at the front lines. Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis on keeping those leaders—and developing their successors. Many organizations are reducing their workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds. The idea of managing talent is not new. Four or five decades ago, it was viewed as a peripheral responsibility best relegated to the personnel department. Now, talent management is an organizational function that is taken far more seriously.   Talent Management & Succession Planning Masterclass by Prof. Sattar Bawany coaches senior managers and HR practitioners on how to win the “War of Talent”. Talent Management & Succession Planning Masterclass   May 15, 2014, Marriott Hotel, Karachi Facilitated by: Prof. Sattar Bawany
  80. 80.   To Register: Email: events@learningmindsgroup.com | Call: +92-21-111-111-564 Talent Management Framework       Program Outline Introduction § Check-In & Workshop Objectives § Experiential Learning: The ‘S.C.O.P.E.’ Approach § Group Discussion: The State of Talent Management in Today’s Organizations § Eight Talent Management Questions CEOs or Effective Boards Should Ask Understanding Human Capital and Talent Management § What is Human Capital & Talent Management? § A Focused Effort to Manage Talent § Drivers for Talent Management in Organizations § Group Review: Best Practices on Talent Management Strategies: Seven Keys to Effective Talent Management Increasing Management Accountability for Talent § Business Strategy Oversight § Accountability and Execution § Group Exercise: Important Talent-related Board KPIs § Improving Oversight of Talent-related risks Planning for Succession § Role of Board in C-level Succession-Planning process § Assessing competencies of its senior executives § Approaching global workforce planning § Retaining mission-critical and high-potential talent GROW Your Talent with Managerial Coaching § What is Coaching? Context for Managerial Coaching § The GROW Model for Coaching your Key Talents § The Essentials Skills for Managerial Coaching § Skill Practice: Role-Play on Experiential Coaching Practice using pertinent Case Scenarios § Group Debrief Summary & Action Plan § Self-Reflection and Summary § Individual Exercise: Development of SMART Personal Action Plan § Conclusion and Checking-Out     Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding support for them to accelerate their assimilation into their roles. Talent Development: Developing and executing learning and development programs, processes & assessment tools to grow current and future leaders Performance Management: The process of creating a work environment in which people can perform to the best of their abilities. Succession Planning: towards developing a leadership pipeline or assuring near-term leadership continuity by thoughtful consideration of the availability, readiness, and development of internal talent (including High Potentials) to assume critical “priority” leadership roles. Talent Engagement: Identifying the level of engagement of employees to optimize their contribution and reduce attrition as well as to enhance retention.
  81. 81.   To Register: Email: events@learningmindsgroup.com | Call: +92-21-111-111-564 About Prof. Sattar Bawany   Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive Education (CEE). He is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council. He is also the Managing Director as well as Master Executive Coach & Facilitator with Executive Development Associates (EDA) Asia Pacific. IPMA is the Affiliate Partner of EDA in Asia Pacific. Prof Bawany is also the immediate past Co-Chair of the Human Capital Committee of the American Chamber of Commerce in Singapore. Prof Bawany has assumed various senior management roles including Managing Director/Country Head and Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader, Organizational Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR Consulting, The Hay Group, The Forum Corporation and Mercuri International. He is especially skilled at helping executives work through leadership transition issues, whether individually or systemically. As a seasoned coach, he truly cares about others, listens with an open mind, and adds value in unexpected ways. His approach to executive coaching encourages new insights into the key capabilities and unique strengths needed to sustain practical behavioral change over time, resulting in the executive’s enhanced self-awareness, better decision making, and continuous performance improvement. He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the administration and application of various psychometric instruments including the Myers-Briggs Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and application of the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360 Assessment tool) and “Strategic Leadership Development”. He is also accredited in the administration and application of the Benchmarks® and Skillscope® Profiling Instruments. He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC). In Pakistan, Prof. Sattar Bawany exclusively works with Learning Minds Group.     Program Investment & Registration Details:   Program fee per participant is PKR 35,000/- The program fee covers tuition, program manual, simulations, certificate of participation, lunch, refreshment and business networking. Payment is due before program commencement. Avail 10% discount on registering 2 or more delegates from the same organization. Cancellations can be sent 7 days before the program, after which NO cancellations will be accepted. For more information, please contact us at: Learning Minds Group Suite no.12, Mezzanine Floor, Progressive Plaza, Beamount Road, Civil Lines, Karachi. Email: events@learningmindsgroup.com Phone: 92-21-35641305 - 07 Website: www.learningmindsgroup.com Facebook: https://www.facebook.com/learningminds LinkedIn: www.linkedin.com/company/learning-minds-group  
  82. 82. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) www.cee-global.com Talent Management & Succession Planning Masterclass: “Winning the War for Talent 2.0” PARTICIPANT’S PRE-WORKSHOP PREPARATION (READINGS ON TALENT MANAGEMENT THEME) Name : Venue : Marriott Hotel, Karachi Date : Thursday, 15th May 2014, 8.30 am to 5.30 pm Facilitator : Prof Sattar Bawany CEO, Centre for Executive Education (CEE Global) C-Suite Master Executive Coach, EDA Asia Pacific Strategic Advisor & Master Facilitator, IPMA Asia Pacific
  83. 83. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 2 www.cee-global.com 22 April 2014 Dear Participants As your Facilitator, it is a great pleasure to welcome you to the Talent Management & Succession Planning Masterclass: Winning the War for Talent 2.0 which is to be held on 15 th May 2014 at Marriott Hotel, Karachi, Pakistan. In today’s globalized business environment, organizations are cultivating and accumulating human, organizational, and social capital as a means of gaining sustainable competitive advantages in order to respond to the critical business challenges that they face. Many managers and organizations are now coming to terms with the fact that human resources (HR) can play an important role in the company’s core and distinctive competencies. Although managers and organizations recognize the importance of the effectiveness of managing human capital, firms are yet to understand the process that leads to the appropriate implementation of HR policies and practices. CEO tenure continues to shrink, with two out of every five new CEOs failing in their first 18 months, it has become absolutely critical for companies to cultivate internal candidates for top positions. Yet corporations are beginning to realise that once executive succession pipelines are broken it will adversely affect their ability to identify and nurture future leaders. Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the recent economic downturn we have experienced a short ceasefire in the war for talent, but we’re all seeing new pressures put on the talent running our organizations including in Pakistan and across Asia Pacific. Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis on keeping those leaders—and developing their successors. Many organizations are reducing their workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds. The idea of managing talent is not new. Four or five decades ago, it was viewed as a peripheral responsibility best relegated to the personnel department. Now, talent management is an organizational function that is taken far more seriously. As part of the preparation for the workshop, kindly review the accompanying set of Readings related to the theme of the workshop specifically on Talent Management & Succession Planning. Please bring along these set of Readings to the workshop. Finally, it is our hope that the workshop will be a rewarding and useful experience for you, and application to your workplace. Thank you and we look forward to meeting you personally on 15 May 2014. Your Master Facilitator Prof Sattar Bawany CEO, Centre for Executive Education, CEE Global C-Suite Master Executive Coach, EDA Asia Pacific Strategic Advisor & Master Facilitator, IPMA Asia Pacific Senior Advisor, Corporate Learning Solutions Email: sattar.bawany@cee-global.com LinkedIn: www.linkedin.com/in/bawany
  84. 84. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 3 www.cee-global.com WINNING THE WAR FOR TALENT 2.0 Talent management consisting of talent planning and development is a relatively new concept, only emerging in the 2000s. It derives from the phrase ‘the war for talent’, which originated in the late 1990s from the research by global management consulting firm, McKinsey & Co as a means of highlighting the problems that organizations were having in attracting and retaining talented people1 . Companies that adopt a “talent war” mindset may place too much value on outsiders and downplay the talent already in the company. The approach should be one that emphasizes the ability of everyone to succeed and thereby ‘achieve extraordinary results with ordinary people. In 1997, a groundbreaking McKinsey study exposed the "war for talent" as a strategic business challenge and a critical driver of corporate performance. Then, when the dot-com bubble burst and the economy cooled, many assumed the war for talent was over. It's not. Now the authors of the original study reveal that, because of enduring economic and social forces, the war for talent will persist for the next two decades. McKinsey & Company consultants Ed Michaels, Helen Handfield-Jones, and Beth Axelrod argue that winning the war for leadership talent is about much more than frenzied recruiting tactics. It's about the timeless principles of attracting, developing, and retaining highly talented managers - applied in bold new ways. And it's about recognizing the strategic importance of human capital because of the enormous value that better talent creates2 . Fortified by five years of in-depth research on how companies manage leadership talent - including surveys of 13,000 executives at more than 120 companies and case studies of 27 leading companies - the authors propose a fundamentally new approach to talent management. They describe how to: create a winning EVP (employee value proposition) that will make your company uniquely attractive to talent; move beyond recruiting hype to build a long-term recruiting strategy; use job experiences, coaching, and mentoring to cultivate the potential in managers; and, strengthen your talent pool by investing in A players, developing B players, and acting decisively on C players. Central to this approach is a pervasive talent mindset - a deep conviction shared by leaders throughout the company that competitive advantage comes from having better talent at all levels. Using practical examples from companies such as GE, The Home Depot, PerkinElmer, Amgen, and Enron, the authors outline five imperatives that every leader - from CEO to unit manager - must act on to build a stronger talent pool. Written by recognized authorities on the topic, this is the definitive strategic guide on how to win the war for talent. In today’s tight labor market, companies are facing intense competition for talent – and are giving increased attention to ways to retain talent rather than rely on costly replacement and retraining. Retention of talent with critical skill sets is vital for achievement of business growth and to build organizational competencies, which represent a competitive advantage. The loss of needed talent is costly because of the resultant bidding up of market salaries for experienced hires to replace them, the costs of recruiting and assimilating new talent, the lost investment in talent development, and the hidden costs of lost productivity, lost sales opportunities, and strained customer relationships. Can companies win the “war for talent”? Will we be able to define and implement a retention strategy that will 1 Research by McKinsey & Co. www.mckinsey.com/insights and published in a book “The War for Talent” by Ed Michaels, Helen Handfield-Jones, Beth Axelrod, Harvard Business Press, 2001 (ISBN: 9781578514595) 2 Ed Michaels, Helen Handfield-Jones, Beth Axelrod, “The War for Talent” Harvard Business Press, 2001 (ISBN: 9781578514595)
  85. 85. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 4 www.cee-global.com give us the stable, committed, capable workforce required to achieve a competitive business advantage? Consulting firm and research organization reports, published books and articles, and internal company retention studies suggest that everyone is following the same overall plan. How will this approach give a company an edge? Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the organization, in the first- to midlevel leadership ranks, and at the front lines. Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the current economic downturn we may experience a short ceasefire in the war for talent, but we’re all seeing new pressures put on the talent running our organizations. The supply of leadership talent is critical to any organization’s prosperity and is, therefore, a central element of talent management. The increasing trend of growing leaders from within is based on a dawning realization that a popular alternative for acquiring talent—poaching key people from competitors—ultimately leads to frustration. Outstanding leaders who can ‘ramp up’ quickly are hard to find, increasingly expensive, and even when successfully recruited, tend to move from company to company. So the best approach, usually, is to develop systems and processes to identify available leadership talent. Many studies have shown that an important factor for commitment and retention is the effectiveness of immediate management. Employees say it is an important element of the work environment; research shows it highly correlated with commitment and retention scores, and employees cite poor management as a key reason for leaving a company. Accordingly, there have been many books focused on manager effectiveness. One big seller was First, Break all the Rules, reporting on the Gallup Organization’s findings and recommendations for better management of people. So, what do we mean by talent management? In the broadest possible terms, it is the strategic and tactical management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives. The term “talent management” is often used to denote e-recruitment and automated applicant tracking systems. This emphasis on staffing and recruiting is more appropriately called the talent acquisition phase of the talent management cycle (see Figure 1), an important but preliminary step in the overall process. Figure 1: CEE Talent Management Cycle
  86. 86. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 5 www.cee-global.com The CEE Talent Management Cycle includes the proactive analysis and planning to assure long-term strategic development and deployment of critical leadership and other resources through systematic identification, assessment, planning, and developmental action 3 . Talent Management Cycle is composed of several essential elements: 1. Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding support for them to accelerate their assimilation into their roles. 2. Talent Development: Developing and executing learning and development programs, processes & assessment tools to grow current and future leaders 3. Performance Management: The process of creating a work environment in which people can perform to the best of their abilities. 4. Succession Planning: This is critical towards developing a leadership pipeline or assuring near-term leadership continuity by thoughtful consideration of the availability, readiness, and development of internal talent (including High Potentials) to assume critical “priority” leadership roles. 5. Talent Engagement: Identifying the level of engagement of employees to optimize their contribution and reduce attrition as well as to enhance retention. 6. Organizational Results: Achieving favourable and desired results is obviously the ultimate outcome expected out of any effective integrated talent management system. However, it is a lagging indicator and business leaders will have to focus on the organisational climate which will have an impact on the other elements of the Integrated Talent Management Framework as explained earlier. The flow of effective communication and the systems of recognition and rewards are integral parts of the climate which influence the talent’s performance effecting productivity, creativity and in driving results with the right impact. The climate is impacted by a values-driven leadership team. 3 Source: Sattar Bawany, "How Singapore firms can win the war for talent" published by Singapore Business Review on 5 September 2013.
  87. 87. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 7 www.cee-global.com APPENDIX I: RECOMMENDED READINGS & VIDEOS 1) Bawany, S (2013)) "How Singapore firms can win the war for talent" published by Singapore Business Review on 5 September 2013. http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war- talent 2) Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, First Published on 12 February 2013 3) Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, Singapore. E-copy of the Chapter is available as a download from: http://www.cee- global.com/6/publication 4) Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and Purpose, Nicholas Brearly. 5) CEE Listing of Published Articles on Talent Management and Leadership Effectiveness: http://www.cee-global.com/6/publication 6) CEE Past Speaking Engagement Presentations on Talent Management and Leadership Effectiveness: http://www.cee-global.com/7/speaking_engagements 1) GE Talent Machine: The Making of a CEO – Interview with Jeff Immelt and Jack Welch http://www.youtube.com/watch?v=CCVy7OxThGo 2) The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach : http://www.youtube.com/watch?v=G9ElB4RILm0 3) Talent Management Summit: Leading and Engaging a Multigenerational Workforce : http://www.youtube.com/watch?v=BiCJ3s7mRSo 4) Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance: http://www.youtube.com/watch?v=jZ6_-WhjT8I 5) TED Talk by Simon Sinek on Inspiring Leadership & Engagement Talent: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
  88. 88. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 8 www.cee-global.com APPENDIX II: CORPORATE PROFILE OF CEE AND STRATEGIC PARTNER, LMG About Centre for Executive Education (CEE Global) The Centre for Executive Education (CEE) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges. CEE has established strategic partnerships with International Professional Managers Association (IPMA) and Executive Development Associates (EDA) as well as a network of Affiliate Partners across the globe. CEE faculty, consultants and executive coaches headed by our founder & CEO, Prof Sattar Bawany, are highly credentialed with extensive experience to help managers and executives who are being positioned for future career growth. They are authors, leaders, and each possesses an enormous passion for the success and growth that executive development and coaching can bring to our participants. CEE suite of executive development programs includes management & leadership development, executive coaching, CEO and board mentoring and advisory services. CEE together with our Strategic and Affiliate Partners helps corporate leaders and small business owners optimize their performance and accomplish their business and professional objectives. To maintain competitive advantage and sustain success in a fast- changing business environment, we believe organizations must identify, nurture, and prepare the next generation of high-performance leaders for excellence. To this end, our programs are designed to equip these leaders to support growth, execute change, and develop people to build high performance organizations – leading to increased productivity, exceptional business results, and greater profitability. CEE Value Proposition CEE collaborates with clients, adapting various organizational development approaches to their specific business contexts. We design and implement tailor-made learning and organisational development strategies that greatly improve our client's performance, increase market value and enhance organisational capability. We develop insight into what drives value creation and competitive advantage in our clients' businesses. Then, we work closely with our clients to convert insight into concrete strategies and tactics. The implementation of insight has high impact in the form of value created for our clients. When we deliver impact repeatedly, we earn their trust and build lasting relationships that serve as a platform for deeper insight and ever-greater impact. CEE global network of talent management and leadership development consultants and executive coaches has a strong commitment to partner with our clients and participants towards achieving their success. Finally, as CEE is a global partnership and network of established human resource development and consulting firms around the globe, we offer executive development programs that our clients want in geographic locations where their do business. Clients tell us their needs, priorities and concerns and we provide cutting edge executive development solutions and the turnaround time in program development is very fast to ensure CEE programs are always current. About Learning Minds! Group Learning Minds! Group works for "promoting learning, no matter what!" Powered by the desire to revolutionize the training landscape of Pakistan, the team at Learning Minds Group (LMG) has constantly endeavored to cultivate the passion for learning among their clients and participants. Yet, with the aim to strive for excellence in training and Organizational development solutions, LMG always aims to achieve positive change and process improvement in its core functions. The passion for learning and self-improvement stays ignited at LMG, and the same culture is promoted in all our trainings and solutions.
  89. 89. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 9 www.cee-global.com APPENDIX III: MASTER FACILITATOR’S PROFILE – PROF SATTAR BAWANY Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive Education (CEE Global). Prof Bawany is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council. He is also the Managing Director as well as Master Executive Coach & Facilitator with Executive Development Associates (EDA) Asia Pacific. Prof Bawany is an Adjunct Faculty of Harvard Business Publishing Corporate Learning who partners with clients to create world-class leadership development solutions for managers at all levels in global organizations and governments. He is a member of the Duke Corporate Education (CE) Global Learning Resource Network (GLRN). The Financial Times and Business Week continue to rate Duke CE as the world’s #1 provider of customized corporate education services. Prof Bawany is also a member of Frontier Strategy Group’s Expert Advisory Network (EAN) for Human Capital and Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organizations. He was the immediate Past Co-Chair of the Human Capital Committee of the American Chamber of Commerce in Singapore (AmCham Singapore). He has over 25 years’ international business management experience, including 15 years in executive coaching, group facilitation, and leadership development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 10 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities. He is currently the Adjunct Professor of Strategy with the Paris Graduate School of Management (PGSM). He is a Key Note Speaker at international and regional Conferences, Workshops and Seminars on the following themes: Talent Management; Executive Leadership Development, Employee Engagement and Managing across Generational Gap, Strategic Human Resource Management, and Talent Management & Succession Planning. He is an accomplished Author with a Chapter on “Maximizing the Potential of Future Leader” in the Book “Coaching in Asia the First Decade”. He has published articles on topics such as Talent Management, Leadership Effectiveness, Strategic HR/OD, Career Management and Executive Coaching in the “The Straits’ Times”, “Singapore Business Review”, “Today’s Manager” and “Human Capital” magazine. He has also appeared regularly on MediaCorp’s Radio’s 93.8FM Live as a studio guest. He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC). He is very well regarded by his clients for his practical "how to" approach and for his ability to communicate with his audiences and to make workplace learning a fun and pleasurable experience. Married with 2 children, he believes strongly in work-life balance and is highly dedicated and committed to achieving his goals. Contact Details: Email: sattar.bawany@cee-global.com LinkedIn: www.linkedin.com/bawany
  90. 90. © 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 10 www.cee-global.com PRE-READING OF SELECTED ARTICLES OF ON TALENT MANAGEMENT
  91. 91. Fish Bowls and Talent PoolsJulie Winkle Giulioni 01.2014Vol.2 No.1 Presented By $9.99 a month 2207 Purpose Revived By Brian Mohr Ask Yourself and Your Employees the Most Im- portant Question of All. Fish Bowls and Talent Pools By Julie Winkle Giulioni  Talent Benchstrength By Doris Sims The Talent Questions Every Board of Directors Should Ask. The Advantages of Differ- entiated Compensation By Anke Mogannam 3326
  92. 92. Features TALENT MANAGEMENT 7 Talent Benchstrength Doris Sims 9 Succession Planning Eric Kilponen 10 Talent Mindset Jan Hills 11 Sourcing Talent Ken Keis 13 Flying Talent Maite Barón 14 Human Capital and Talent Management Terry Booysen & Dr Dicky Els 16 Measuring Recruiting QUALITY Nick Tubach 17 Winning The War For Talent 2.0 Sattar Bawany 18 Ask, Listen, Involve Robin Guarnieri 19 Sucession Planning Sonalee Arvind PERFORMANCE MANAGEMENT 20 Training ReLoaded Arupa Tesolin 22 Purpose Revived Brian Mohr 23 Performance Reviews Dave Rietsema 24 How Managers Can Help Their Employees Write Great Self-appraisals Dominique Jones 25 The Five Biggest Mistakes Managers Make in Recognizing their Employees John Schaefer 26 Fish Bowls and Talent Pools Julie Winkle Giulioni 27 Four Ways To Get Your Employees To Care Like Owners Louis Effron 28 Managers Taking on Front Line HR Management Margot Uson 31 Forced Ranking Performance Appraisal Method Pawan Alamchandani 32 Goal Alignment Steven Hunt COMPENSATION MANAGEMENT 33 The Advantages of Differentiated Compensation Anke Mogannam 34 War For Talent Ian Dunnington 35 Sales Compensation Report Card Joseph Di Misa 36 The Psychology of Managing Compensation Karen D. Sacdalan 12.2013Vol.2 No.1 Presented By $9.99 a month 2207 Purpose Revived By Brian Mohr Ask Yourself and Your Employees the Most Im- portant Question of All. Fish Bowls and Talent Pools By Julie Winkle Giulioni  Talent Benchstrength By Doris Sims The Talent Questions Every Board of Directors Should Ask. The Advantages of Differ- entiated Compensation By Anke Mogannam 3326 Fish Bowls and Talent Pools When I was a kid, our community hosted a carnival each fall. Every year, either my brother or I won a goldfish by sinking a ping pong ball into a tiny cup. PG.26
  93. 93. 17Talent Management excellence essentials presented by HR.com | 01.2014 By Sattar Bawany In ASIA Pacific Region. Winning The War For Talent 2.0 Interactive In 1997, a groundbreaking McKinsey study exposed the “war for talent” as a strategic business challenge and a criti- cal driver of corporate performance. Then, when the dot-com bubble burst and the economy cooled, many assumed the war for talent was over. It’s not. Subsequently in 2001, the authors of the original study revealed that, because of enduring economic and social forces, the war for talent will persist for the next two decades. McK- insey & Company consultants Ed Michaels, Helen Handfield-Jones, and Beth Axelrod argued that winning the war for leadership talent is all about much more than frenzied recruiting tactics. It’s about the timeless prin- ciples of attracting, developing, and retaining highly talented managers - applied in bold new ways. And it’s about recognizing the strategic importance of human capital because of the enormous value that better talent creates The outcome of the study is applicable to many companies operating in Asia Pacific markets as it was fortified by five years of in-depth research on how companies manage leadership talent - including surveys of 13,000 executives at more than 120 com- panies and case studies of 27 leading companies - the authors propose a fundamentally new approach to talent management. They describe how to: create a winning EVP (employee value proposition) that will make your company uniquely attractive to talent; move beyond recruiting hype to build a long-term re- cruiting strategy; use job experiences, coaching, and mentoring to cultivate the potential in managers; and, strengthen your talent pool by investing in A players, developing B players, and acting decisively on C players. Central to this approach is a pervasive talent mindset - a deep conviction shared by leaders throughout the company that competitive advantage comes from having better talent at all levels. Using practical examples from companies such as GE, The Home Depot, PerkinElmer, Amgen, and Enron, the authors outline five imperatives that every leader - from CEO to unit manager - must act on to build a stronger talent pool. Written by recognized authorities on the topic, this is the definitive strategic guide on how to win the war for talent. Today’s Context in Asia Pacific Region In today’s tight labor market in fast growing Asia Pacific region, companies are facing intense competition for talent – and are giving increased attention to ways to retain talent rather than rely on costly replacement and retraining. Retention of talent with critical skill sets is vital for achievement of business growth and to build organizational competencies, which represent a competitive advantage. The loss of needed talent is costly because of the resultant bidding up of market salaries for experienced hires to replace them, the costs of recruiting and assimilating new talent, the lost investment in talent development, and the hidden costs of lost productivity, lost sales opportunities, and strained customer relationships. Can companies win the “war for talent”? Will we be able to define and implement a retention strategy that will give us the stable, committed, capable workforce required to achieve a competitive business advantage? Consulting firm and research organization reports, published books and articles, and internal company retention studies suggest that everyone is following the same overall plan. How will this approach give a company an edge? Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the organization, in the first- to midlevel leadership ranks, and at the front lines. Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the current economic downturn we may experience a short ceasefire in the war for talent, but we’re all seeing new pressures put on the talent running our organizations. Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis on keeping those leaders—and developing their successors. Many organizations are reducing their workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds. The supply of leadership talent is critical to any organization’s prosperity and is, therefore, a central element of talent manage- ment. The increasing trend of growing leaders from within is based on a dawning realization that a popular alternative for acquiring talent—poaching key people from competitors—ulti- mately leads to frustration. Outstanding leaders who can ‘ramp up’ quickly are hard to find, increasingly expensive, and even when successfully recruited, tend to move from company to company. So the best approach, usually, is to develop systems and processes to identify available leadership talent. Many studies have shown that an important factor for com- mitment and retention is the effectiveness of immediate man- agement. Employees say it is an important element of the work environment; research shows it highly correlated with commitment and retention scores, and employees cite poor management as a key reason for leaving a company. Accordingly, there have been many books focused on manager effectiveness. One big seller was First, Break all the Rules, reporting on the Gallup Organization’s findings and recommendations for better management of people. Integrated Talent Management System So, what do we mean by talent management? In the broadest possible terms, it is the strategic and tactical management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic
  94. 94. Talent Management excellence essentials presented by HR.com | 01.2014 18 business objectives. The term “talent management” is often used to denote e-recruitment and automated applicant track- ing systems. This emphasis on staffing and recruiting is more appropriately called the talent acquisition phase of the talent management cycle (see Figure 1), an important but preliminary step in the overall process. Figure 1: CEE Talent Management Cycle Vision, Mission, Strategy and Values The Talent Management Cycle includes the proactive analysis and planning to assure long-term strategic development and deploy- ment of critical leadership and other resources through systematic identification, assessment, planning, and developmental action. Talent Management Cycle is composed of several essential elements: 1. Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding support for them to ac- celerate their assimilation into their roles. 2. Talent Development: Developing and executing learning and development programs, processes & assessment tools to grow current and future leaders 3. Performance Management: The process of creating a work environment in which people can perform to the best of their abilities. 4. Succession Planning: This is critical towards developing a leadership pipeline or assuring near-term leadership continuity by thoughtful consideration of the availability, readiness, and develop- ment of internal talent (including High Potentials) to assume critical “priority” leadership roles. 5. Organizational Results: Achieving favorable and desired results is obviously the ultimate outcome expected out of any effective inte- grated talent management system. However it is a lagging indicator and business leaders will have to focus on the organizational climate which will have an impact on the other elements of Talent Manage- ment Cycle as explained earlier. The flow of effective communication and the systems of recognition and rewards are integral part of the climate which influences the talent’s performance effecting productiv- ity, creativity and in driving results with the right impact. The climate is impacted by a values-driven leadership team. ITM Prof Sattar Bawany s the CEO of Centre for Executive Education (CEE Global), Managing Director of Executive Development Associates in Asia Pacific and Strategic Advisor of IPMA in Asia Pacific. Email attar.bawany@cee-global.com. Visit www.cee-global.com. There’s an old adage from business writer and former man- agement professor Michael LeBoeuf that, “what gets measured gets done.” Yet for many companies, the quest to measure em- ployee engagement isn’t reaping the expected outcomes. In fact, avast majority of North Americancompanies may find employees planning to pursue new job opportunities in 2014. According to a recent onlinepoll by Right Management,83% of 900 employees who responded indicated they intend to ac- tively seek a new position in the New Year.With an improving labor market and employee satisfaction continuing its down- ward trend, employee engagement should be a top concern for companies who want to keep their best talent. Do you plan to pursue new job opportunities in 2014? 2013 2012 2011 2010 2009 Yes, I intend to actively seek a new position. 83% 86% 84% 84% 60% Maybe, so I’m net- working. 9% 8% 9% 8% 21% Not likely, but I’ve updated my resume. 3% 1% 2% 3% 6% No, I intend to stay in current position. 5% 5% 5% 5% 13% High employee dissatisfaction has a ripple effect that can hurt the bottom line, disrupt productivity and damage morale. While many companies focus on measuring engagement, few have a true pulse on the significant value an engaged workforce provides. Even fewer are taking the necessary action for driving sustainable change and ensuring a return on their investment. In fact, results of a recent Right Management global survey on the effectiveness of employee engagement shows a majority (56%) of the human resources managers who responded con- cedingthat their organization’s employee engagement efforts fell short in driving bottom-line business objectives. At the same time, we are in a new Human Age where compa- nies continue to navigate the growth of emerging markets, the Optimize Employee Engagement to Retain Key Talent and Drive Higher Performance. By Robin Guarnieri Ask, Listen, Involve Interactive Winning The War For Talent 2.0

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