0
© 2013 IPMA Asia Pacific
www.ipma.com.sg
INTELLECTUAL CAPITAL:
STRATEGIC DIFFERENCE
Winning the War for Talent
Prof Sattar...
2
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Every morning in Asia, a tiger
wakes up. It knows it must
outrun the slowest de...
3
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Knowing Yourself
4
© 2013 IPMA Asia Pacific
www.ipma.com.sg
The S.C.O.P.E. Approach
S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN TO IMPLEMENT
NJO...
5
© 2013 IPMA Asia Pacific
www.ipma.com.sg
 Strategic Advisor, IPMA Asia Pacific
 Managing Director & C-Suite Coach with...
6
© 2013 IPMA Asia Pacific
www.ipma.com.sg
 The International Professional Managers Association (IPMA) is a
global ‘not-f...
7
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Workshop Objectives
This workshop will provide you with a foundation of knowled...
© 2013 IPMA Asia Pacific
www.ipma.com.sg
TALENT MANAGEMENT
9
© 2013 IPMA Asia Pacific
www.ipma.com.sg
What is Talent Management (TM)?
The purpose of TM is to ensure that the right s...
10
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Talent Management
 TM introduced by Mc Kinsey consultants, late 1990’s
 TM i...
11
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Group Discussion: What is Talent?
In your own Table Groups:
a) develop a defin...
12
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Group Discussion: What is Talent?
According to McKinsey; talent is the sum of
...
13
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Who are Talented People?
 They regularly demonstrate exceptional
ability and ...
14
© 2013 IPMA Asia Pacific
www.ipma.com.sg
The Business Case for Talent Management
 To compete effectively in a complex ...
15
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Talent Management: Value Proposition
 Talent Management strategies help ensur...
16
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Talent Management Model
Vision, Mission, Strategy and Values
Talent Management...
17
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Talent Management fit within HR?
 Vision - Partner with the business to creat...
18
© 2013 IPMA Asia Pacific
www.ipma.com.sg
• Profitability/ROI
• Cost Optimisation
• Employee Turnover /
Retention
• Empl...
19
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Group Discussion
 One of the biggest challenges in Talent
Management from an ...
20
© 2013 IPMA Asia Pacific
www.ipma.com.sg
How great leaders inspire action - Simon Sinek has a simple but powerful
model...
© 2013 IPMA Asia Pacific
www.ipma.com.sg
SUCCESSION PLANNING
22
© 2013 IPMA Asia Pacific
www.ipma.com.sg
“Crisis may be an overused word, but it’s
a fair description of the state of
l...
23
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Get right
leaders in right
roles
Grow / Develop
Talent
Continuously
Develop an...
24
© 2013 IPMA Asia Pacific
www.ipma.com.sg
24
What is Succession Planning?
 Succession planning is the process of identi...
25
© 2013 IPMA Asia Pacific
www.ipma.com.sg
25
Steps Involved in Succession Planning
1. Identifying legal and diversity is...
26
© 2013 IPMA Asia Pacific
www.ipma.com.sg
The Talent Strategy
Describes what type of people the organization will invest...
27
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Assessing the Employees
 Superkeepers- greatly exceed expectations
(3-5%)
 K...
28
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Who are High Potentials?
 High Potentials consistently and significantly
outp...
29
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Growth Potential
Performance
Low Medium
High
Low
Medium
High
9 - Hi Potential ...
30
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Discussion of the role of Talent to GE's success including HR's role in
workin...
31
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Succession Plan
Organization Name, Department Name
___________________
Key Pos...
32
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Overall Performance Summary:
(Indicate recent performance including major acco...
33
© 2013 IPMA Asia Pacific
www.ipma.com.sg
2. Special Assignment: (What task force, projects or special assignments will ...
34
© 2013 IPMA Asia Pacific
www.ipma.com.sg
 Successful High Potential leaders
demonstrate a high degree of Emotional
Int...
35
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Coaching Methodology
Company
Expectations
Individual
Expectations
Transition
R...
© 2013 IPMA Asia Pacific
www.ipma.com.sg
COMPETENCY MODELLING
37
© 2013 IPMA Asia Pacific
www.ipma.com.sg
What is Competency?
Competencies are the core elements of talent
management pr...
38
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Examples of Competencies and Definitions
Action Orientation
Targets and achiev...
39
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Why Competencies?
The challenge is to identify which competencies the
organiza...
40
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Why Competencies?
The competency model serves as the foundation
upon which all...
41
© 2013 IPMA Asia Pacific
www.ipma.com.sg
The Competency Model
 The Competency Model identifies usually three
groups of...
42
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Developing a Competency Model
 Use commonly available “ready to use” models
w...
43
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Developing Organization’s Own
Competency Model
 Overview of current tasks and...
44
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Competencies & Talent Management
TALENT=COMPETENCE+COMMITMENT+CONTRIBUTION
 B...
45
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Group Exercise: Integrative Case Study on
Talent Management and Succession Pla...
46
© 2013 IPMA Asia Pacific
www.ipma.com.sg
 Succession Planning Process:
 Identify a critical position in the organizat...
47
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Organization
Analysis
-Job descriptions
-Job spesifications
Assessing the Emlo...
48
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Summary : Top Lessons Learnt
 For leading global organisations, both HR and b...
49
© 2013 IPMA Asia Pacific
www.ipma.com.sg
http://www.youtube.com/watch?v=03o1JZ7c7gI
Video: Make Makes a Great Leader?
50
© 2013 IPMA Asia Pacific
www.ipma.com.sg
If you do tomorrow what you did yesterday
Your Future is History……………
If you d...
51
© 2013 IPMA Asia Pacific
www.ipma.com.sg
Prof Sattar Bawany
Strategic Advisor, IPMA Asia Pacific &
Managing Director, E...
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  1. 1. © 2013 IPMA Asia Pacific www.ipma.com.sg INTELLECTUAL CAPITAL: STRATEGIC DIFFERENCE Winning the War for Talent Prof Sattar Bawany Strategic Advisor, IPMA Asia Pacific Managing Director, EDA Asia Pacific Tuesday, 8 January 2013 Cinnamon Grand, Colombo, Sri Lanka
  2. 2. 2 © 2013 IPMA Asia Pacific www.ipma.com.sg 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 Deer?
  3. 3. 3 © 2013 IPMA Asia Pacific www.ipma.com.sg Knowing Yourself
  4. 4. 4 © 2013 IPMA Asia Pacific www.ipma.com.sg The S.C.O.P.E. Approach S C O P E HARE HALLENGE PEN MINDED LAN TO IMPLEMENT NJOY OURSELVES
  5. 5. 5 © 2013 IPMA Asia Pacific www.ipma.com.sg  Strategic Advisor, IPMA Asia Pacific  Managing Director & C-Suite Coach with EDA Asia Pacific  Co-Chair of the Human Capital Committee of the American Chamber of Commerce in Singapore (AmCham Singapore).  Member of Frontier Strategy Group’s Expert Advisory Network (EAN) for Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organisations.  Over 25 years’ international business management in executive coaching, facilitation, leadership development and training  Adjunct Professor of Strategy at Paris Graduate School of Management teaching international business strategies, leadership development and human resource courses  Previously assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corp About Your Facilitator – Prof Bawany 5
  6. 6. 6 © 2013 IPMA Asia Pacific www.ipma.com.sg  The International Professional Managers Association (IPMA) is a global ‘not-for-profit’ (NPO) members organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific  IPMA mission as an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels  IPMA is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom- designed leadership development solutions to accelerate individual performance  EDA established in 1982 is a pioneer and leader in creating custom-designed learning and executive/leadership development strategies, programs and processes to help clients (many Fortune 500 companies) achieve their strategic objectives and win in the marketplace. Who We Are 6
  7. 7. 7 © 2013 IPMA Asia Pacific www.ipma.com.sg Workshop Objectives This workshop will provide you with a foundation of knowledge that will enable you to:  Gain an Understanding about the Context for Talent Management in today’s Global Economy  Develop the Business Case for Talent Management  Understand the Strategic Importance of Succession Planning for the Organisational’s Future Success  Leverage on a Proven Framework for Developing Future Leaders (including High Potentials)  Learn the Lessons from Leading Global Organisations in Talent Management & Succession Planning
  8. 8. © 2013 IPMA Asia Pacific www.ipma.com.sg TALENT MANAGEMENT
  9. 9. 9 © 2013 IPMA Asia Pacific www.ipma.com.sg What is Talent Management (TM)? The purpose of TM is to ensure that the right supply of talented workforce is ready to realize the strategic goals of the organization both today and in the future Organization’s efforts to attract, select, develop, and retain key talented employees in key strategic positions. Talent management includes a series of integrated systems of  recruiting,  performance management,  maximizing employee potential, managing their strengths and developing  retaining people with desired skills and aptitude
  10. 10. 10 © 2013 IPMA Asia Pacific www.ipma.com.sg Talent Management  TM introduced by Mc Kinsey consultants, late 1990’s  TM is identified as the critical success factor in corporate world  TM focuses on  differentiated performance: A, B, C players influencing company performance and success  identifying key positions in the organization  Research has consistently show that firms recognize the importance of talent management but they lack the competence required to manage it effectively
  11. 11. 11 © 2013 IPMA Asia Pacific www.ipma.com.sg Group Discussion: What is Talent? In your own Table Groups: a) develop a definition of what is Talent and b) who are the Talented People in your organisation? Duration: 10 mins.
  12. 12. 12 © 2013 IPMA Asia Pacific www.ipma.com.sg Group Discussion: 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.
  13. 13. 13 © 2013 IPMA Asia Pacific www.ipma.com.sg Who are Talented People?  They regularly demonstrate exceptional ability and achievement over a range of activities  They have transferable high competence  They are high impact people who can deal with complexity (Robertson, Abbey 2003)
  14. 14. 14 © 2013 IPMA Asia Pacific www.ipma.com.sg The Business Case for Talent Management  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 to train
  15. 15. 15 © 2013 IPMA Asia Pacific www.ipma.com.sg Talent Management: Value Proposition  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
  16. 16. 16 © 2013 IPMA Asia Pacific www.ipma.com.sg Talent Management Model Vision, Mission, Strategy and Values Talent Management Strategy Talent Acquisition Sourcing, Selection and Onboarding Talent Management Workforce Planning; Talent Planning, Leadership Pipeline and Succession Planning Talent Development Performance Management; Leadership Development; Accelerating High Potential; Executive Coaching
  17. 17. 17 © 2013 IPMA Asia Pacific www.ipma.com.sg Talent Management fit within HR?  Vision - Partner with the business to create organizational excellence through leadership and talent acquisition, management, development & engagement  Goal – Align & integrate core HR processes with business processes TALENT ACQUISITION Proactively recruiting world-class, diverse leadership talent TALENT MANAGEMENT Ensuring a strong leadership pipeline to drive growth for today and tomorrow. TALENT DEVELOPMENT Developing and executing programs, processes & tools to grow our current and future leaders TALENT ENGAGEMENT Identifying the level of engagement of employees to optimize contribution and reduce enhance retention Employee Satisfaction and Engagement Leadership Programs for High Potentials Executive Coaching Performance Management and 360 Feedback Development Planning Talent Planning Candidate Slating Global Talent Development Executive Recruiting New Leader On- Boarding Assessment
  18. 18. 18 © 2013 IPMA Asia Pacific www.ipma.com.sg • Profitability/ROI • Cost Optimisation • Employee Turnover / Retention • Employee Satisfaction • Employee Loyalty • Policy on CSR, Sabbatical • Rewards and Flexibility • Culture, Espirit De Corps • EQ Level & EI Competencies • Servant Leadership/Level 5 • Leadership Styles Organisational Results Talent Engagement Organisational Climate Leadership Effectiveness Customer Loyalty • Customer Satisfaction • Service Value/ Relationship Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0 ROI on Engaging Your Talent
  19. 19. 19 © 2013 IPMA Asia Pacific www.ipma.com.sg Group Discussion  One of the biggest challenges in Talent Management from an HR perspective is to obtain commitment from line management.  What is your experience on the above and also identify other potential obstacles or barriers to successful implementation of Talent Management?  Prepare your Group Response on Flipcharts and appoint a Spokesperson to Present to the larger Group  Duration: 15 mins (Discussion) 5 mins (Presentation)
  20. 20. 20 © 2013 IPMA Asia Pacific www.ipma.com.sg How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?”. Why should your Talent remain with your Organisation and as your Follower? 20 “If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek References: http://www.startwithwhy.com/ http://www.youtube.com/watch?v=qp0HIF3SfI4 http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html Video on Your Role as Chief Talent Officer (CTO)
  21. 21. © 2013 IPMA Asia Pacific www.ipma.com.sg SUCCESSION PLANNING
  22. 22. 22 © 2013 IPMA Asia Pacific www.ipma.com.sg “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
  23. 23. 23 © 2013 IPMA Asia Pacific www.ipma.com.sg Get right leaders in right roles Grow / Develop Talent Continuously Develop and Upgrade Manage Performance • Assessment & Selection • Leadership Expectations & Values • Recruiting & Sourcing • On-boarding • New Leader-Team Assimilation • Talent Management / Succession Planning • Assignment Management • HiPo Assessment & Executive Coaching • Executive Education Programs • Workplace Action- based Learning • Pay & Rewards • Performance Management • 360 feedback • Employee Satisfaction • Quarterly Business Reviews • Management Routines Building a Strong Leadership Bench …all delivered through a series of integrated programs & processes… • Business demands/strategy • Ongoing planning • Business Performance
  24. 24. 24 © 2013 IPMA Asia Pacific www.ipma.com.sg 24 What is Succession Planning?  Succession planning is the process of identifying 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.
  25. 25. 25 © 2013 IPMA Asia Pacific www.ipma.com.sg 25 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
  26. 26. 26 © 2013 IPMA Asia Pacific www.ipma.com.sg The Talent Strategy Describes what type of people the organization will invest in and how it will be done Besides the specific elements of their creed, the talent strategy of all high performing organizations should have these directives: 1) Identify key positions in the organization (not more than 20-30 %) 2) Assess your employees and identify the high performers (classify according to their current and future potential) 3) Retain key position backups 4) Make appropriate investments (select, train, develop, reward)
  27. 27. 27 © 2013 IPMA Asia Pacific www.ipma.com.sg Assessing the Employees  Superkeepers- greatly exceed expectations (3-5%)  Keepers – exceed expectations (20 %)  Solid citizens- meet expectations (75 %)  Misfits- below expectations (2-3 %) L. A. Berger, D. R. Berger. Talent Management Handbook: The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People, 2nd Edition McGraw-Hill, 2011
  28. 28. 28 © 2013 IPMA Asia Pacific www.ipma.com.sg 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
  29. 29. 29 © 2013 IPMA Asia Pacific www.ipma.com.sg Growth Potential Performance Low Medium High Low Medium High 9 - Hi Potential Future Leader Superior performer. Strong possibility of promotion to next level or beyond within 12 months. 8 - Hi Potential Future Leader Superior performer with moderate possibility of promotion to next level or expanded lateral move within organization within 1-3 years. 6 - Hi Potential Future Leader Solid performer with strong possibility of promotion to next level within 1-3 years based on increased job performance in current role. 5 - Hold for Development Solid performer in current role. May be relatively new in position and still growing into job. Promotion likely in 2-3 years. 2 - Watch List Performance not good. May be due to change in job scope or wrong job. Due to recent performance trend, potential may be questionable. 3 - Unusual Case Current performance is not good but past performance has been strong (could be short term issue or wrong job, etc.). 7 - Pro in Position Seasoned Professional. Consistently superior performer, difficult to replace but not likely to be promoted within 12 months. 4 - Solid Performer Performance has been solid. Unclear whether individual can grow with the job. Unlikely to be ready for promotion in foreseeable future. 1 - Watch List Performance is weak in current role. Individual is doing just enough to get by. Chances of fixing are remote. Consideration should be given to replacing the individual. Best Practice Succession Management Tool: GE* Nine Box Model *GE Crotonville’s Management Training Center
  30. 30. 30 © 2013 IPMA Asia Pacific www.ipma.com.sg Discussion of the role of Talent to GE's success including HR's role in working with the CEO's. http://www.youtube.com/watch?v=CCVy7OxThGo Video on Talent Managment@GE
  31. 31. 31 © 2013 IPMA Asia Pacific www.ipma.com.sg 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
  32. 32. 32 © 2013 IPMA Asia Pacific www.ipma.com.sg 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
  33. 33. 33 © 2013 IPMA Asia Pacific www.ipma.com.sg 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
  34. 34. 34 © 2013 IPMA Asia Pacific www.ipma.com.sg  Successful High Potential leaders demonstrate a high degree of Emotional Intelligence and create an environment of positive morale and higher productivity resulted in sustainable employee engagement  Critical EI competencies such as relationship management; cross cultural communication; effective negotiation and conflict management Reference: Sattar Bawany, Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ in ‘Coaching in Asia – The First Decade’. September 2010 Candid Creation Publishing LLP.; Singapore (Download from http://www.ipma.com.sg/publications.php) Competencies for Development of High Potentials
  35. 35. 35 © 2013 IPMA Asia Pacific www.ipma.com.sg Coaching Methodology Company Expectations Individual Expectations Transition Readiness Assessment Company Feedback Individual Feedback Gaps Action Plan Gaps Action Plan AchievementActionAnalysisAwareness Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42 Framework for Developing Future Leaders High Potentials
  36. 36. © 2013 IPMA Asia Pacific www.ipma.com.sg COMPETENCY MODELLING
  37. 37. 37 © 2013 IPMA Asia Pacific www.ipma.com.sg What is Competency? Competencies are the core elements of talent management practices They are the demonstrable and measurable knowledge, skills, behaviors, personal characteristics that are associated with or predictive of excellent job performance. Examples  Adaptability, teamwork, decision making, customer orientation, leadership, innovation etc.
  38. 38. 38 © 2013 IPMA Asia Pacific www.ipma.com.sg Examples of Competencies and Definitions Action Orientation Targets and achieve results,overcomes obstacles, accepts responsibility, creates a results-oriented environment..... Interpersonal Skill Effectively and productively engages with others and establishes trust, credibility, and confidence with them Creativity/Innovation Generates novel ideas and develops or improves existing and new systems that challenge the status quo, takes risks, and encourage innovation Teamwork Knows when and how to attract, develop, reward, be part of, and utilize teams to optimize results. Acts to build trust, inspire enthusiasm, encourage others, and help resolve conflicts and develop consensus in supporting higperformance teams L. A. Berger, D. R. Berger. Talent Management Handbook: The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People, 2nd Edition McGraw-Hill, 2011
  39. 39. 39 © 2013 IPMA Asia Pacific www.ipma.com.sg Why Competencies? The challenge is to identify which competencies the organization expects to see in their people The starting point of the model is the creed (values, principles, expectations) and the business strategies  Through a competency model the organization sends a consistent message to the workforce about “what it takes” to be successful in the job  Helps employees understand what helps drive successful performance  The Competency Model approach focuses on the “How” of the job.  Competency model is behavioral rather than functional, focuses on the people rather than jobs  Competency models are outcome driven rather than activities (Job descriptions focus on activities, competencies focus on outcomes)  Integrates HR strategy with business strategy –both focus on outcomes
  40. 40. 40 © 2013 IPMA Asia Pacific www.ipma.com.sg Why Competencies? The competency model serves as the foundation upon which all workforce processes are built. Competencies promote alignment of talent management systems by creating a common language that enables these systems to talk with each other! That is, results of one TM system is used as the input data for the following TM system.
  41. 41. 41 © 2013 IPMA Asia Pacific www.ipma.com.sg The Competency Model  The Competency Model identifies usually three groups of competencies:  Core competencies for the entire organization to shape the organizational capabilities and culture required to achieve the strategic goals (5 or 6)  Leadership competencies for the management teams of various levels for selection, career planning and development  Functional (technical) competencies (specific for each job family)
  42. 42. 42 © 2013 IPMA Asia Pacific www.ipma.com.sg Developing a Competency Model  Use commonly available “ready to use” models with small adjustments for your organization  Develop own competency model with help of external consultants where necessary  Behavioral Benchmarking compare superior performers with other best people in the organization and in other benchmark companies
  43. 43. 43 © 2013 IPMA Asia Pacific www.ipma.com.sg Developing Organization’s Own Competency Model  Overview of current tasks and responsibilities  Come to agreement about what successful “outcome driven” performance looks like  Review of competency library and selection of “must haves” for the position  Rank top competencies as demonstrated by exemplary (superior) performers  Identify of those competencies that align with the vision, mission and strategic plan of the organization  Verify the competencies with a larger sample of the organization
  44. 44. 44 © 2013 IPMA Asia Pacific www.ipma.com.sg Competencies & Talent Management TALENT=COMPETENCE+COMMITMENT+CONTRIBUTION  Being competent is not only enough to be a talent  The competent person should be committed to the causes and goals of the organization  And should be able and willing to contribute to the success of the organization  So, developing your talent is not enough, the organizations need to take all the measures to motivate, reward their talent pool to gain their commitment and contribution.  Retention is also essential to gaurantee future alignment of the talent with the right key positions
  45. 45. 45 © 2013 IPMA Asia Pacific www.ipma.com.sg Group Exercise: Integrative Case Study on Talent Management and Succession Planning
  46. 46. 46 © 2013 IPMA Asia Pacific www.ipma.com.sg  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 succession planning for Ann’s role as the CEO?  Prepare your Group Response on Flipcharts and appoint a Spokesperson to Present to the larger Group  Duration: 15 mins (Discussion) 5 mins (Presentation) Group Exercise: Integrative Case Study on Talent Management and Succession Planning
  47. 47. 47 © 2013 IPMA Asia Pacific www.ipma.com.sg Organization Analysis -Job descriptions -Job spesifications Assessing the Emloyees A B C D Potential Candidates Performance Evaluation Buss. 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
  48. 48. 48 © 2013 IPMA Asia Pacific www.ipma.com.sg Summary : Top Lessons Learnt  For leading global organisations, both HR and business leaders recognize that talent is a critical driver of business performance. It comes as no surprise then that talent management practices are often cited as a key strategic priority. No strategy can be effective without the support of senior leadership and talent management is certainly no exception. Achieving sustainable organizational performance through the development of a capable workforce lies at the very heart of talent management. The ability to develop next generation of leaders who can effectively face tomorrow’s global business challenges is critical to an organization’s success. But it won’t be easy. You need to invest in it!
  49. 49. 49 © 2013 IPMA Asia Pacific www.ipma.com.sg http://www.youtube.com/watch?v=03o1JZ7c7gI Video: Make Makes a Great Leader?
  50. 50. 50 © 2013 IPMA Asia Pacific www.ipma.com.sg 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
  51. 51. 51 © 2013 IPMA Asia Pacific www.ipma.com.sg Prof Sattar Bawany Strategic Advisor, IPMA Asia Pacific & Managing Director, EDA Asia Pacific Email: sattar.bawany@ipma.com.sg LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany Skype: sattar.bawany Keeping in Touch on Social Media
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