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Talent Management Process

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To understand the process and lessons learnt in implementing an integrated talent management process
• The perfect talent storm
• Business imperative for TM – top CEO agenda item
• TM Framework for finding, growing and keeping talent
• TM process and events – how does it work in reality, talent reviews
• TM tools – 9 box, leadership pipeline, criteria for talent (case studies)
• Developing and retaining talent
• Successes and Lessons learnt

Published in: Recruiting & HR

Talent Management Process

  1. 1. Talent Management Executing integrated talent processes Debbie Craig: MD Catalyst Consulting, Author: I am Talent & I am Alive
  2. 2. Experienced team CONSULTING SOLUTIONS Partners in customised solutions to people challenges LEARNING SOLUTIONS Break-through learning to build capacity REAL BUSINESS VALUE Thought Leadership Experienced Team Practical Tools Global & Local Track Record Catalysts in creating high performance, high engagement organisations through developing leaders, building capacity, and leveraging talent
  3. 3. Topics 1. The perfect talent storm 2. A holistic view of talent management – framework and process 3. Talent management – key tools 4. Critical success factors and lessons learnt 5. Evolution of talent management
  4. 4. The perfect talent storm Option 05 Skills shortage - Cost cutting vs. closing the skills gap Economic uncertainty Generation gap Making space Identify & develop talent early Restructuring, downsizing, cost management vs. retention Globalisation & access to information Employer of choice –EVP Manage succession risk Ageing workforce High turnover of key talent Employment equity & diversity Engagement – higher expectations The PERFECT TALENT STORM With organisations today operating under unprecedented conditions of competition and turbulence, it is increasingly difficult to attract and retain talented employees and scarce skills positions. It is therefore imperative that during these times, organisations develop a purposeful process for sourcing, attracting, engaging, managing, developing and retaining key talent. “People have become the key differentiator in today’s knowledge-based economy”.
  5. 5. The talent landscape is shifting • Traditional career paths • Work to earn a living • Be thankful for a job • Paternalistic career development • Limited access to career opportunities and learning • Previous generations – willing to work hard and make sacrifices • Wait and hope for opportunity • Portfolio lives • Work must be meaningful • Attraction & engagement is king • Individually driven career development • Global access to career opportunities and learning • Gen Y have different work and lifestyle expectations • Empower individuals to drive own career and development Power shift: from company talented individual
  6. 6. The drive toward High Performance Engagement PerformanceLeadership Culture +70% #1 reason +28% 3 x higher Clear Vision & Strategy Transformational Leadership High Performance Teams Talent Management Right Culture Quality of talent and engagement of talent = directly linked to ability to achieve growth and profitability targets Sources: CLC, Delloittes, Aon-Hewitt, Watson Wyatt, Towers Perrin, Gallup, DDI, Institute of Work Psychology, PWC
  7. 7. - 7 - Catalyst Talent Management Framework Effective Talent Management ensures operational continuity and sustainability by ensuring that the right people, with the right skills, are in the right job, at the right time to ensure successful business results.
  8. 8. - 8 - Catalyst Talent Management Framework Talent strategy Workforce planning Talent principles Segmentation & EVP (MCPs) Talent process & tools Strategy document Talent identification and succession planning Leadership pipeline 9 box matrix Career discussion Succession plans Succession risk mgt Talent resourcing Role profiles Recruitment practices Strategic sourcing On-boarding Talent attraction & retention Attraction strategy – EVP, marketing, visibility Retention strategy – co brand, culture, leaders, roles, rewards Talent development Competency profiles Role profiles & proficiency Career development plan Accelerated learning On-the-job learning & coaching
  9. 9. What we experience Not credible Not transparent
  10. 10. Talent Management Process Preparation Career Discussion Talent Review Outputs & Actions Feedback & Monitoring • Collect portfolio of evidence for: • Performance (review plus criteria) • Competence (gap analysis) • Potential – criteria • Career Discussion Template • Realistic aspirations • Development priorities & plans • Engagement & retention • Present direct reports: − 9-Box placements − Portfolio of evidence − Succession Plans − Talent action plans • Succession Plans & pools per MCP • Talent development and action plans • Collation of all outputs into master plan (HC) • Feedback to individuals • Quarterly reporting and monitoring of talent action plans and measures 30 mins per direct report 30-60 mins per direct report 60 mins consolidation 1 day participate 30 mins to present Per action item 15 mins feedback Anticipated effort
  11. 11. Talent Management Tools Preparation Career Discussion Talent Review Outputs & Actions Feedback & Monitoring # 1# 1 # 3# 3 # 5# 5 # 6# 6 # 4# 4 # 2# 2 Manage Self Manage Others Functional Manager Group Manager Manage Managers Enterprise Manager Business Manager # 1# 1 # 3# 3 # 5# 5 # 6# 6 # 4# 4 # 2# 2 Manage Self Manage Others Functional Manager Group Manager Manage Managers Enterprise Manager Business Manager Exceptional (4)Full (3)Not yet full (1/2) Performance Exceptional (4)Full (3)Not yet full (1/2) Performance Potential GrowthMasteryTurn Integrated Pipeline Performance Standards / Role Profiles 9-Box Matrix - 6 -© Catalyst Consulting 2009 Manage Self Professional Outputs by KRA Financial • Uses resources efficiently and effectively • Plans and sets own/team targets (products/services/volumes etc) • Contributes to budget setting & control of costs • Awareness of impact on business of financial decisions People • Coaches and mentors others in field of expertise • Communicates and collaborates effectively with others • Proactively builds professional relationships within and across teams Business Processes • Ensures professional activities meet HSEQ standards • Drives out own work in alignment with team objectives • Follows company policies and procedures efficiently and effectively • Leverages internal and external networks to identify optimisation opportunities Customers • Achieves results in a way that builds and maintains constructive working relationships with managers, peers, clients and other service providers • Demonstrates understanding of internal and external customer needs, expectations and delivers accordingly • Collaborates effectively with internal and external service providers Role Behaviours • Spends time delivering work within own area or area of professional expertise and proactively seeks out feedback • Lives organisation values • Displays professional conduct • Manages own time to ensure working relationships with peers and customers • Asks questions to clarify objectives and provides support to others seeking clarificationin area of expertise • Sustains high level of focus effort and energy • Approaches and resolves problems in a systematic way • Actively pursues own development • Communicates with others clearly and considerately • Recognises when issues need to be resolved and with whom • Manages delivery of medium/longterm goals effectively • Embraces change and implements it in own areas of work • Applies knowledge and expertise for results • Lives organisation values and brand when interacting with internal and external customers Warning signs of leading at the wrong level… • Fails to meet HSEQ standards • Does not meet objectives timeously • Fails to build effectiveworking relationships within the team • Poor professional discipline (e.g. time management) • Allows problems to fester rather than address them timeously and constructively • Fails to undertake preventative action in professional areas of responsibility Talent Action Plan Succession Plan Competency Profiles Portfolio of evidence Career Discussion Personal Profiles
  12. 12. Talent Forum Process Tier 1: Co X wide Talent Forum E xco reviews all BU heads and consolidated BU talent (levels 2&3) Tier 2: BU talent forums BU Excos review next levels and key talent in each BU Tier 3: Support area talent forums Support area Excos review next levels and key talent in each support Purpose Objectives Outcomes Agenda Frequency & Accountability Attendees Responsibilities Access to info Outputs Inputs Attendees
  13. 13. Achieving performance Performance Standards what level of performance is required to be successful in the role (Outputs) Tasks Activity Results Outputs Competency Standards what capabilities are required to achieve the required standard of performance (Inputs) Knowledge Skills Behaviours Values How do I know I am successful in the role
  14. 14. Leadership and technical pipeline criteria Leadership Level Criteria L 4 Executive Manage Business (Business leadership) Heads up an operation or a business comprising multiple operations E.g.. THS Managing Director, Financial Director, HR Director, Marketing Director L 3 Strategic Manage Function (Functional leadership) Heads up a function comprising multiple departments E.g.. , General Managers, DSM, SMM, Div procurement manager, Ops support manager L 2 Operational Manage Managers (Results leadership) Heads up a department. More than one layer of direct reports Eg. Senior Manager, Manager, Works manager L 1 Team Manage Others (Team- leadership) Heads up a team, only one layer of direct reports. e.g..Plant Coordinators & Supervisors, Eng./Materials/QC/Prod Manager, Supervisor Technical Level Criteria T 4 Deep specialist Functional advice No direct reports, experienced graduate and registered professional, deep specialist, many years industry experience E.g.. Senior Professional Engineer, Commodity Specialist, Maize Admin Manager T 3 Knowledge worker Technical/profe ssional advice No direct reports, graduate and registered i.t.o. codes of practice Eg. Engineer, Senior Buyer/QC T 2 Skilled worker Technical application No direct reports, some technical training required Eg. Technician, Artisan, junior buyer, exports sampler T 1 Operator/ Administrator Task delivery No direct reports, no formal training required E.g.. Secretaries, PA’s, administrators, driver,
  15. 15. 9 box matrix Performance (Track record and behaviors) Falls Short (1-2) Meets (3) Exceeds (4-5) Ready Later – coach and develop, need intensive support Ready now for additional responsibility e.g. short term assignment Ready now for new level job Develop skills or identify mismatch for release Stretch and test e.g. projects / new assignments Ready now for bigger job Correct or manage release Maximise productivity and upgrade skills or move Retain, recognise and utilise as coaches Underperformers: Rigorous performance management required High Flyers: Focus on accelerated development Key Players: Focus on performance to ensure continued value is added Potential (Stretchandpersonalorientation) Develop &Apply Consolidate& Contribute Move& retain
  16. 16. Defining Potential ABILITY Mental/cognitive ability Emotional intelligence Technical/functional skills, Interpersonal skills, ability to stretch and progress quickly TRACK RECORD Consistent history of good to exceptional performance and results Good relationships and reputation BEHAVIOUR Leadership behaviour Team player Relationship builder Contributor Values alignment Positive Attitude ASPIRATION Desire for advancement, influence, financial rewards Work-life balance Overall job satisfaction ENGAGEMENT Emotional commitment Rational commitment Intent to stay ATTRIBUTES Innate characteristics Energy, drive, passion Curiosity, willingness to learn & change, Resilience
  17. 17. Example: Functional Competency Gap Analysis Competency HR Manager – required proficiency level HR Manager- actual proficiency level Gap for development HR Strategy 4 4 0 HR legislation 5 4 1 HR Policies & Procedures 5 3 2 HR Measures 4 2 2 Organisational Design - structure 3 2 1 Organisational Development - culture 3 3 0 Diagnostics – data, analysis, reporting 3 3 0 Recruitment 4 4 0 Performance 4 5 0 Training and Development 3 4 0 Talent Management 5 3 2 HR information systems 3 2 1 Employee relations 5 4 1 Employee Wellness 3 3 0 Consulting skills 4 4 0 Project Management skills 4 3 1 IDP IDP WSP
  18. 18. Portfolio of Evidence Evidence of Performance Evidence of Potential RESULTS quantity, quality, cost, service, surveys, deadlines, project delivery, efficiencies, financial results (KPIs) ABILITY cognitive processing ability (CPP), emotional intelligence (EQi), technical competence ACCOMPLISHMENTS awards, special achievements, going the extra mile, customer feedback, management recognition, special assignments ATTRIBUTES energy, drive, positive attitude, passion, curiosity, fast learner, openness to change, resilience, willing to go the extra mile RELATIONSHIPS relationships built and maintained, networks, conflict resolution, teamwork LEADERSHIP COMPETENCIES self-leadership, leadership of others, team player, relationship builder, influencer, communicator, innovator, problem solver PROJECT/TEAM CONTRIBUTION ideas, commitment, delivery, support, accountability, ownership ASPIRATION desire for advancement and financial rewards, ambition, sense of purpose CULTURE leadership brand, values ENGAGEMENT intent to stay, discretionary effort, enthusiasm, loyalty, responsive to change
  19. 19. Example: Decision matrix results
  20. 20. Tool I – Talent Action Plan Individual Action Item By Who By When Stephanie Day Coaching and stretch assignments to build readiness for Senior Manager position or similar John 30/6/12 General Items Action Item By Who By When Retention Arrange market survey for all professional posts in Unit and pay market allowance as applicable in terms of Scarce Skills Policy. Stephen 30/7/12 Resourcing Build a graduate programme and pipeline for artisans and engineers to ensure supply. Jenny 30/10/12 Development Source project mgt course for managers Khosi 30/11/12 NB: give feedback to the candidates on the outcomes of the talent forum using the feedback guidelines. Ensure all action plans are integrated into management agendas, actions and tracking processes
  21. 21. Critical success factors • Joint design and implementation team (HC and line reps) • Committed Steering Committee (senior execs) • Training of HC and line managers (min 1 day with practical application) • Strong facilitation skills of forum – strategic debate with evidence and info • HC capacity to coach and influence to ensure quality preparation • Talent forum events diarised – strategic business process • Consequences – no prep = no present • Quarterly reviews with accountability • Master data collation and management (supported by technology) • Journey map - Project and change management • Transfer of learning – business as usual
  22. 22. Refinement of Talent Management Activities - 22 - Segmentation strategy Succession pool management Retention strategy Accelerated development (BDAL) EVP
  23. 23. Thank You Catalyst Consulting (Pty) Ltd Phone +27 11 465 6270 Email info@catalystconsulting.co.za Web www.catalystconsulting.co.za facebook.com/Catalyst Consulting Pty Ltd twitter.com/@CatalystSA linkedin.com/Catalyst Consulting South Africa
  24. 24. Talent segmentation strategies EXECUTIVE TALENT (GM+ global talent) EMERGING TALENT (Gen Y) NEXT GENERATION LEADERS (Level 2&3 successors) EXPERTS (MCP | technical specialists) HIGH POTENTIALS
  25. 25. Succession Pool for Regional Managers – Example Successors Ready 9 box Talent Actions (from TF) Candidate A 5 Ready in less than a year to move to the next level. Expand his railway knowledge. Understand dimensions of this business on a self learning basis. Has potential to take over GM level. Next 12 months to attend. Build his functional competence through ISRMI. Mission critical Position. Innovator Leadership development Programme. Manage Managers. Candidate B 5 Ready in more than two years to move to the next level. Innovator leadership development . Provide personal Coach. Manage manager. Candidate C 4 Ready in 1-2 years to move to the next level. Personal Coaching . Emotional Intelligence training. Personal mentoring. Navigator leadership programme. Sales Executive Council membership (UK based): implementing world best practise in industrial marketing training). Mission Critical Position. Manage Managers.
  26. 26. Engagement and Retention Pillars & EVP ENGAGEMENT AND RETENTION STRATEGY “The Pillars” Great Company Great Culture Great Career Great Leaders Great Rewards & Recognition Company Brand and reputation Company Values Culture and behaviours Long term opportunities for development and advancement Inspiring leadership and best people Motivating remuneration, benefits & recognition Engagement, Enablement, Empowerment
  27. 27. Attributes and Offerings for Engagement and Retention - illustrative Great Company Great Jobs Great Reward Great Leaders Great Culture Engagement, Enablement, Empowerment, • EVP awareness • Brand reputation • Corporate Social Responsibility • Performance mgt • Work-life balance • Role and goal alignment • Recognition programs • L/T Incentives • S/T incentives • Live the Leadership Brand • Hold people accountability • Purpose driven • Values Driven • Coaching and mentoring • Decision making • Social interaction • Bursary scheme • Sponsorships • Project work • Acting opportunities • Progression routes/technica l ladders • STIP • Leadership development programs • Coaching and mentoring • Values known and lived • Induction program • Talent Forums • Career discussions • IDP reviews • Flexible work hours • Virtual office • HIPO exposure to projects • Technical competencies defined • Share scheme equivalent • Recognition mechnisms • Leadership brand defined and measured • Accelerated development • Culture of dialogue and honest conversations • Social media strategy • HR Capacity building • Review decision rules for empowerment ) AttributesCurrentFuture
  28. 28. Current reality: Perceptions of “5 Greats” Great company Great leaders Great careers Great culture Project team – line & HR General managers
  29. 29. Yury Boshyk: Business Driven Action Learning
  30. 30. Accelerated Learning Program Session 1 (3 days) Session 2 (1 day) Session 3 (1 day) Session 4 (1 day) Session 5 (1 day) Session 6 (1 day) Aug Sept Nov Jan Feb Apr FINALPRESENTATION INTRODUCTORYSESSION Session 1 Project work Group coaching Indiv coaching Session 2 Project work Group coaching Indiv coaching Session 3 Project work Group coaching Indiv coaching Session 4 Project work Group coaching Indiv coaching Session 5 Project work Group coaching Indiv coaching Session 6 Project work Group coaching Indiv coaching • Project planning • Team building • Ensuring success • Crucial conversations • Project management • Diagnostics • Change management • Performance management • Talent Management • Recruitment & on-boarding • Competency management • Facilitation • Assessment • Culture • Engagement • OD practices • Business partnering • Business accumen • Strategy implementation • Roles of line vs HR Cognitive competencies • Strategic & systems thinking • Innovation Intra-personal competencies • Emotional intelligence • Meta- competencies for success • Drive for results Inter-personal competencies • Strategic relationships &networking • Collaboration • Effective teamwork Leadership competencies • Inspirational leadership • Engaging, enabling and empowering others Communication competencies • Presentations • Influencing • Intro to HR journey & competencies • Co X context • Intro to projects • Assessments • Intro to sponsors, mentors/coaches
  31. 31. “The ability to learn faster than your competitors may be the only sustainable competitive advantage.” Arie De Geus
  32. 32. Thank You Catalyst Consulting (Pty) Ltd Phone +27 11 465 6270 Email info@catalystconsulting.co.za Web www.catalystconsulting.co.za facebook.com/Catalyst Consulting Pty Ltd twitter.com/@CatalystSA linkedin.com/Catalyst Consulting South Africa

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