0
Case Study: Who is Your Talent?   A Radical New Approach to  Talent Identification in Organizations DR. GAVIN SYMANOWITZ 1...
QUESTION: WHAT DO THESE HAVE IN COMMON? A new look at TALENT IDENTIFICATION …
HOW DOES GOOGLE WORK? <ul><li>Principle 1: Website Content </li></ul>
HOW DOES GOOGLE WORK? <ul><li>Principle 2: Website Links </li></ul><ul><ul><li>Citing references in academic papers </li><...
HOW DOES GOOGLE WORK? <ul><li>Principle 3: Number of Links </li></ul>
HOW DOES GOOGLE WORK? <ul><li>Principle 4: Quality of Links </li></ul>
HOW DOES GOOGLE WORK? <ul><li>Principle 5: Reciprocal Links </li></ul>
WHY COMPANIES STRUGGLE TO IDENTIFY THEIR TALENT <ul><li>No clear definition of what talent is </li></ul><ul><ul><li>Origin...
SELECTING A SOCCER TEAM <ul><li>Arklow Town junior football club </li></ul>
BASIS OF OUR PHILOSOPHY <ul><li>Want to know who your talent is? </li></ul><ul><li>   ask your employees! </li></ul><ul><...
WHY TALENT IDENTIFICATION SHOULD BE LIKE A GOOGLE SEARCH <ul><ul><li>CHALLENGE = Identify the highest quality resources fr...
TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 1: Website Content </li></ul><ul><ul><li>Define the universe of p...
TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 2: Website Links </li></ul><ul><ul><li>Importance of peer selecti...
TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 3: Number of Links </li></ul><ul><ul><li>Number of peer selection...
TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 4: Quality of Links </li></ul><ul><ul><li>Quality of peer selecti...
TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 5: Reciprocal Links </li></ul><ul><ul><li>Reciprocal peer selecti...
RESULT OF TALENT IDENTIFICATION EXERCISE <ul><li>Nominations based on:  </li></ul>MANAGER COLLEAGUES DIRECT REPORTS GENERA...
WHO ARE THE RIGHT PEOPLE? <ul><li>Let’s play JENGA! </li></ul>
CASE STUDY <ul><li>Property Management Consultancy </li></ul><ul><li>Local affiliate of global company </li></ul><ul><li>B...
TALENT RANKINGS <ul><li>[SHOW LIST] </li></ul>NAMES CONCEALED
TALENT RANKINGS <ul><li>Look out for surprises:  </li></ul><ul><ul><li>Talent blind-spots   people you are surprised to s...
TALENT PROFILES CEO
TALENT PROFILES HR DIRECTOR
TALENT & KEY DEPENDENCIES
DEPEND ON OTHERS? company company
KEY DEPENDENCY SCORES <ul><li>Show people with low talent scores but high key dependency scores </li></ul>
DO TALENTED PEOPLE KNOW THEY’RE TALENTED?
HOW GOOD ARE MANAGERS AT IDENTIFYING TALENT?
USEFUL APPLICATIONS <ul><li>“ A different view of the mountain” </li></ul><ul><ul><li>   complements other views </li></u...
REVISTING OUR RIDDLE:  WHAT DO THESE HAVE IN COMMON?
CONTACT DETAILS 0861 243 237 [email_address] www.keepyourtalent.com [email_address] 082 896 2861
Upcoming SlideShare
Loading in...5
×

Who Is Your Talent Dr Gavin Symanowitz

573

Published on

Who is your talent ? A radical new approach to talent identification in organisations

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
573
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
19
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Transcript of "Who Is Your Talent Dr Gavin Symanowitz"

    1. 1. Case Study: Who is Your Talent? A Radical New Approach to Talent Identification in Organizations DR. GAVIN SYMANOWITZ 10 JUNE 2009
    2. 2. QUESTION: WHAT DO THESE HAVE IN COMMON? A new look at TALENT IDENTIFICATION …
    3. 3. HOW DOES GOOGLE WORK? <ul><li>Principle 1: Website Content </li></ul>
    4. 4. HOW DOES GOOGLE WORK? <ul><li>Principle 2: Website Links </li></ul><ul><ul><li>Citing references in academic papers </li></ul></ul>WATSON, J. D., CRICK, F. H. C. (1953), A structure for Deoxyribose Nucleic Acid. Nature , 171 (4356): 737–738.
    5. 5. HOW DOES GOOGLE WORK? <ul><li>Principle 3: Number of Links </li></ul>
    6. 6. HOW DOES GOOGLE WORK? <ul><li>Principle 4: Quality of Links </li></ul>
    7. 7. HOW DOES GOOGLE WORK? <ul><li>Principle 5: Reciprocal Links </li></ul>
    8. 8. WHY COMPANIES STRUGGLE TO IDENTIFY THEIR TALENT <ul><li>No clear definition of what talent is </li></ul><ul><ul><li>Original definition by McKinsey (1998) </li></ul></ul><ul><ul><ul><li>“ smart, sophisticated business people who are technologically literate, globally astute and operationally agile” </li></ul></ul></ul><ul><li>No performance assessments </li></ul><ul><li>Poorly done performance assessments </li></ul><ul><li>No performance management </li></ul><ul><li>Focus on weaknesses, not skills </li></ul><ul><li>Rely on biased view point of managers </li></ul><ul><ul><li>No training, favouritism, no performance management </li></ul></ul>
    9. 9. SELECTING A SOCCER TEAM <ul><li>Arklow Town junior football club </li></ul>
    10. 10. BASIS OF OUR PHILOSOPHY <ul><li>Want to know who your talent is? </li></ul><ul><li> ask your employees! </li></ul><ul><li>Peer-selected talent vs Manager-selected talent </li></ul><ul><li>~Google </li></ul>
    11. 11. WHY TALENT IDENTIFICATION SHOULD BE LIKE A GOOGLE SEARCH <ul><ul><li>CHALLENGE = Identify the highest quality resources from a pool of similar-looking ones </li></ul></ul><ul><ul><li>GOOGLE methodology = most successful search engine in the world </li></ul></ul><ul><ul><li>Why not apply the same principles in identifying your talent? </li></ul></ul>
    12. 12. TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 1: Website Content </li></ul><ul><ul><li>Define the universe of pages ~ employees in the organization </li></ul></ul>
    13. 13. TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 2: Website Links </li></ul><ul><ul><li>Importance of peer selections </li></ul></ul><ul><ul><li>Highly nominated employees </li></ul></ul><ul><ul><li>Same principle as soccer team selection </li></ul></ul><ul><li>Definition of ‘Talent’: </li></ul><ul><li>has excellent experience in his or her field </li></ul><ul><li>displays a high level of skills </li></ul><ul><li>is highly knowledgeable about the business and his or her role </li></ul><ul><li>is highly productive </li></ul><ul><li>This would include people who would leave a difficult hole to fill if they were to leave (ie. they would be difficult to replace). </li></ul>
    14. 14. TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 3: Number of Links </li></ul><ul><ul><li>Number of peer selections </li></ul></ul><ul><ul><li>Allow for number of contributions to be weighted inversely </li></ul></ul>
    15. 15. TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 4: Quality of Links </li></ul><ul><ul><li>Quality of peer selections </li></ul></ul><ul><ul><li>Weight their contributions higher </li></ul></ul>
    16. 16. TALENT IDENTIFICATION VS GOOGLE SEARCH <ul><li>Principle 5: Reciprocal Links </li></ul><ul><ul><li>Reciprocal peer selections </li></ul></ul><ul><ul><li>Allow for reciprocal links and possibly penalise </li></ul></ul>
    17. 17. RESULT OF TALENT IDENTIFICATION EXERCISE <ul><li>Nominations based on: </li></ul>MANAGER COLLEAGUES DIRECT REPORTS GENERAL TALENT CUSTOMER TALENT FUNCTIONAL CONNECTOR SOCIAL CONNECTOR KEY DEPENDENCIES <ul><li>TOP 10% OF TALENT </li></ul><ul><li>TOP 10-30% OF TALENT </li></ul><ul><li>OTHER EMPLOYEES </li></ul>TIER 1 TIER 2 TIER 3
    18. 18. WHO ARE THE RIGHT PEOPLE? <ul><li>Let’s play JENGA! </li></ul>
    19. 19. CASE STUDY <ul><li>Property Management Consultancy </li></ul><ul><li>Local affiliate of global company </li></ul><ul><li>Based in Sandton </li></ul><ul><li>189 professional employees </li></ul><ul><li>No performance management / assessment </li></ul><ul><li>Survey participation rate: </li></ul><ul><ul><li>80% accessed survey </li></ul></ul><ul><ul><li>72% completed every question </li></ul></ul>
    20. 20. TALENT RANKINGS <ul><li>[SHOW LIST] </li></ul>NAMES CONCEALED
    21. 21. TALENT RANKINGS <ul><li>Look out for surprises: </li></ul><ul><ul><li>Talent blind-spots  people you are surprised to see highly rated by their peers </li></ul></ul><ul><ul><li>people you are surprised are not highly rated by their peers </li></ul></ul><ul><ul><li>Identify surprises based on demographics and company-related variables (eg. age, length of service, etc.) </li></ul></ul><ul><li>Identify individuals who need to be developed, fast-tracked, etc. </li></ul><ul><li>Identify individuals who need special attention with respect to retention </li></ul><ul><li>Identify candidates for performance management training </li></ul><ul><li>Look for correlations with business outcomes: </li></ul><ul><ul><li>Eg. Managers who had requested higher budget vs those who don’t (since money only thing to keep people) </li></ul></ul>
    22. 22. TALENT PROFILES CEO
    23. 23. TALENT PROFILES HR DIRECTOR
    24. 24. TALENT & KEY DEPENDENCIES
    25. 25. DEPEND ON OTHERS? company company
    26. 26. KEY DEPENDENCY SCORES <ul><li>Show people with low talent scores but high key dependency scores </li></ul>
    27. 27. DO TALENTED PEOPLE KNOW THEY’RE TALENTED?
    28. 28. HOW GOOD ARE MANAGERS AT IDENTIFYING TALENT?
    29. 29. USEFUL APPLICATIONS <ul><li>“ A different view of the mountain” </li></ul><ul><ul><li> complements other views </li></ul></ul><ul><ul><li>Consistency / Differences </li></ul></ul><ul><li>Laying off / Retrenchment exercise </li></ul><ul><ul><li>Key dependencies, key talent, key productivity and social enablers </li></ul></ul><ul><li>New Managers </li></ul><ul><ul><li>Quickly up to speed </li></ul></ul><ul><li>Who is living the values? </li></ul>
    30. 30. REVISTING OUR RIDDLE: WHAT DO THESE HAVE IN COMMON?
    31. 31. CONTACT DETAILS 0861 243 237 [email_address] www.keepyourtalent.com [email_address] 082 896 2861
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×