Talent Trends for the New Economy<br />Presented by<br /> Marion Stone<br />
Factors influencing the SA Economic Environment<br />
The SA Employment Environment<br />
The Impact on People<br /><ul><li>Pay
Promotion
Development & training
Uncertainty
Job security
Job more difficult
Increased work pressure</li></li></ul><li>Shift in ‘Psychological Contract’<br />Then – <br />Focus on Retention  and Empl...
Engaged		<br />Disengaged<br />Brims with enthusiasm, contributes ideas, is optimistic about the company and its future, i...
The Economics of Engagement<br />
Engagement Drivers – Hertzberg<br />
Engagement Drivers – Peter Cheese<br />Career		Where am I going?<br />Congruence	Do my values align? (Employer of Choice)<...
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Talent Trends For The New Economy

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The recession has had a profound impact on the environment in which we operate. The analysts tell us that it has impacted both consumer behaviour and the way that organisations operate. As we move beyond the recession, we as managers and business owners need to understand how these changes impact the people within our organisations so that we can realise both their potential and the potential of our business.

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  • Gary Hamel – a mere 16% come to work engaged
  • Talent Trends For The New Economy

    1. 1. Talent Trends for the New Economy<br />Presented by<br /> Marion Stone<br />
    2. 2. Factors influencing the SA Economic Environment<br />
    3. 3. The SA Employment Environment<br />
    4. 4. The Impact on People<br /><ul><li>Pay
    5. 5. Promotion
    6. 6. Development & training
    7. 7. Uncertainty
    8. 8. Job security
    9. 9. Job more difficult
    10. 10. Increased work pressure</li></li></ul><li>Shift in ‘Psychological Contract’<br />Then – <br />Focus on Retention and Employee Value Proposition (sometimes supported by gimmicks e.g. golden hellos etc)<br />Now – <br />‘Be grateful’<br />OR<br />Focus on Engagement and connecting employees to the business through values<br />
    11. 11. Engaged <br />Disengaged<br />Brims with enthusiasm, contributes ideas, is optimistic about the company and its future, is seldom absent from work, typically stays with the organisation longer and is among the organisation’s most valuable ambassadors.<br />Often absent (even when they are at work). They are disconnected and often pessimistic about change and new ideas. They have high rates of absenteeism and tend to negatively influence those around them, including potential customers and new hires.<br />
    12. 12. The Economics of Engagement<br />
    13. 13. Engagement Drivers – Hertzberg<br />
    14. 14. Engagement Drivers – Peter Cheese<br />Career Where am I going?<br />Congruence Do my values align? (Employer of Choice)<br />Community Is it socially rewarding?<br />Compensation Am I fairly rewarded and recognised?<br />Coping How am I supported?<br />Content Do I enjoy what I do (meaningful work)?<br />
    15. 15. High Commitment People Practices<br />Real & regular communication about the state of the business<br />Employees prefer to know than wonder<br />Involvement<br />Where you can involve employees in decision making<br />Internal promotions (in place of external hires) or broadening of responsibilities<br />
    16. 16. High Commitment People Practices<br />Strengthen the connections between employees and the organisation through a clear vision and objectives that support the business strategy<br />Regular feedback on performance<br />Invest in training (e.g. on feedback, managing change) to equip employees to handle the new reality - not only technical skills!<br />
    17. 17. Damage Control<br />Retrenchments<br />‘Measure twice and cut once’<br />Communicate, communicate, communicate!<br />Take care of those leaving to manage the motivation of those left behind<br />Benefits<br />Change rather than take away to preserve the psychological contract<br />
    18. 18. Opportunities<br />Examine your processes and introduce efficient practices<br />Acquire ‘hard to come by’ talent<br />Capture the learning on how to deal with a downturn<br />Prepare for the upturn<br />Understand your business environment<br />Evaluate the skills you will need to handle it<br />Equip your managers to handle the new environment<br />
    19. 19. What next?<br />Leave me your business card and I will send you the slides<br />Take my business card<br />Visit my website for more information www.cornerstoneconnections.co.za<br />Sign up for an informative, free monthly newsletter on my homepage or by leaving me your card.<br />
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