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Pillars of talent and engagement dr. lawrence ndombi


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Pillars of talent and engagement dr. lawrence ndombi

  1. 1. Talent Management<br />‘ PILLARS OF TALENT AND ENGAGEMENT”<br /> By Dr Lawrence Ndombi<br /> Regional Leader, BPC<br />
  2. 2. What is Talent Management<br />‘ Talent Management is the use of integrated set of activities to ensure that the organization attracts, retains, motivates and develops talented people it needs now and in the future. The aim is to ensure secure flow of talent as a corporate resource’ Armstrong, 2006<br />
  3. 3. Elements of Talent Management<br /><ul><li>The Resourcing strategy
  4. 4. Attraction and retention policies and programme
  5. 5. Talent Audit
  6. 6. Role development
  7. 7. Talent relationship management
  8. 8. Performance management
  9. 9. Total reward
  10. 10. Learning and Development
  11. 11. Career management</li></li></ul><li>1ST ORDER TALENT MANAGEMENT !<br />Culture<br />Performance Management<br />Organizational Capabilities<br />Highest Value areas to Help the Business Meet Its Objectives<br />People Development<br />Enabling Change<br />Knowledge Management<br />Leadership Development<br />Market-Driven Organizational Design<br />Induction<br />HR Information <br />Management<br />Benefits Design<br />Important Areas <br />to Make <br />More Effective/efficient<br />Internal Communication<br />Training<br />Compensation Design<br />Sourcing and Recruiting<br />Int. Trans. Services<br />Industrial Relations<br />Orientation<br />Essential to keep the Business Running<br />Personnel Records & Administration<br />Benefits Administration<br />Day to day<br />Employee Relations<br />Separations<br />
  12. 12. Drivers of emphasis on talent management<br />Demonstrated relationship between better talent and better business performance.<br />Talent is a rapidly increasing source of value creation.<br />The context in which we do business is more complex and dynamic.<br />Boards and financial markets are expecting more.<br />Employee expectations are changing<br />Workforce demographics are changing and employee expectations are also changing.<br />Organisations are waging new ‘war for talent<br />
  13. 13. War for Talent in Emerging MarketsNew Employee Reality<br />
  14. 14. … this is what it’s all about<br />
  15. 15. 1998<br />2008<br />2018<br />Executive and managerial<br />10.3<br />10.5<br />10.7<br />á<br />Professional<br />12.5<br />14.1<br />15.6<br />á<br />Services<br />15.5<br />16.0<br />16.4<br />á<br />Marketing / sales<br />10.3<br />10.9<br />11.0<br />á<br />Technicians<br />3.2<br />3.5<br />3.8<br />á<br />Administrative support<br />18.5<br />17.4<br />16.6<br />â<br />Operators, fabricators, labourers<br />14.2<br />13.2<br />12.7<br />â<br />Production, craft and repair<br />11.9<br />11.1<br />10.5<br />â<br />Agriculture<br />3.5<br />3.2<br />2.8<br />â<br />The war for talent hots up<br /><ul><li>Shifts in labour and talent will be far more profound than the migration of jobs to low-wage countries
  16. 16. Growth of knowledge-intensive industries highlights the importance and scarcity of well-trained talent
  17. 17. Integration of global labour markets, however, is opening up vast new talent sources
  18. 18. Ageing populations mean shrinking workforces, particularly in Europe and Japan
  19. 19. With rapid economic growth in D&E, there will be rising demand for top-end local managerial talent
  20. 20. For many industries, human capital will become the major source of competitive advantage</li></ul>Distribution of total employment, USby occupation, %<br />“Knowledge workers (professionals) represent a large and growing percentage of the employees of the world’s biggest corporations.”<br />McKinsey<br />Implications<br /><ul><li>For many companies and governments, global labour and talent strategies will become as important as global sourcing and manufacturing strategies
  21. 21. Competition for top local talent in D&E will be fierce
  22. 22. Recruiting and retaining the best will require new ways of working and rewarding
  23. 23. More partnering and outsourcing to fill skills gaps
  24. 24. Retirement-rethink required</li></ul>D&E supplying talent … <br />but competing for it too<br />Source: US Bureau of Labour Statistics / Economist<br />“The 33 million university-educated young professionals in developing countries are more than double the number in developed ones.” McKinsey<br />Possible discontinuities<br /><ul><li>Unlikely in the short term</li></ul>Society<br />
  25. 25. Talent <br />Planning<br />Measure and Report<br />Recruiting<br />Succession<br />Planning<br />Performance Management<br />Learning & Development<br />Compensation<br />Career Planning<br />Talent Life Cycle<br />
  26. 26. The business and what drivescompetitive advantage<br />It Starts Here<br />Superior Talent<br />Talent Management<br />Organisation Strategy, Structure<br />& Culture<br />Improved Business Performance<br />Recruitment & Selection System<br />Succession Management System<br />Talent Architecture<br />Differentiated Talent Strategy<br /><ul><li> Workforce planning
  27. 27. Key roles/key talent pools
  28. 28. career turns model
  29. 29. Skills & Competencies
  30. 30. performance standards
  31. 31. performance ratings</li></ul>Learning & Development System<br />Performance Management & Reward System<br />“4WD Talent System”<br />
  32. 32. Key components of a highly effective talent management process<br /><ul><li>A clear understanding of organisitions current and future business needs.
  33. 33. Identification of key gaps between the talent in place and talent required to drive business success.
  34. 34. A sound talent management plan designed to close the gaps.
  35. 35. Accurate hiring and promotion decisions
  36. 36. Connection of individual and team goals to corporate goals.
  37. 37. Development of talent to enhance performance in current position as well as readiness to transition to next level.
  38. 38. Business impact and workforce effectiveness measurement during and after implementaion</li></li></ul><li>Best practices in talent management<br />Talent strategy must be tightly aligned to business strategy.<br />Talent management professionals need to move from a seat at the table to setting the table- own parts of the process and serve as guides and trusted advisors when it comes to the talent talk.<br />You must know what you are – the role of success profiles or competencies<br />Do not confine to leadership succession but a broader population of employees- value creation does not come from senior management alone.<br />
  39. 39. Best practices in talent management<br />Potential, performance and readiness are not the same<br />Talent management is all about putting the right people in the right jobs.<br />Talent management is more about ‘hows’ than ‘whats’<br />Software does not equal talent management<br />
  40. 40. What drives Engagement ? <br /> Role of HR<br />
  41. 41. THE RADIO STATION<br />FM<br />AM<br />
  42. 42. Best practices in talent management<br /> MODELS<br />
  43. 43. Talent Development Models<br />
  44. 44. Talent review<br />
  45. 45. TALENT RESOURCE COMMITTEE (TRC)<br />PROCESS<br /><ul><li> HODS and selected managers
  46. 46. No discussion of self i.e. discussion the next higher level
  47. 47. Departmental discussions summarized
  48. 48. Company Confirmations ( CEO , HODs and HR)
  49. 49. Need for HR Planning calendar and commitment by the top
  50. 50. HR acts as the internal consultant on tools and process</li></li></ul><li>FUNCTIONS OF TALENT RESOURCE COMMITTEES<br /><ul><li> Deploy Departmental Strategy
  51. 51. Provide professional and Resource Leadership within JIC
  52. 52. Maintain attractiveness of the Department
  53. 53. Strategic Talent Flow Planning
  54. 54. Match Key People to Key Jobs
  55. 55. Prepare Leadership Differentiation Matrix for the Department
  56. 56. The TRC to provide career counselling input to the coach for career counselling</li></ul> including career path to target group<br /><ul><li> Conduct skill and Competency gap analysis and ensure right interventions are</li></ul> provided<br /><ul><li> Disseminate best practise within the Department</li></li></ul><li>TRC Process<br />Stage 4<br />Stage I<br />Stage 2<br />Stage 3<br />“Future Capability” <br />“Build Talent” <br />“Get to know the people”<br />“Review the people”<br /><ul><li> Leadership Agenda
  57. 57. Strategic Succession </li></ul> plans<br /><ul><li>Long-term </li></ul> departmental <br /> resourcing<br /><ul><li> Long term </li></ul> plan including <br /> options<br /><ul><li>Aligned Learning
  58. 58. Aligned Reward
  59. 59. LDT agreed (with clear</li></ul> facts & evidence), with <br /> appropriate action plans<br /><ul><li>High Potential
  60. 60. Key Manangers </li></ul> confirmations<br /><ul><li> HR plan review
  61. 61. Continue getting to know</li></ul> the people <br /><ul><li>TRC Set up - agenda, membership etc..…..
  62. 62. Start getting to know the people
  63. 63. Bench strength -1st view
  64. 64. Draft Leadership Supply Strategy
  65. 65. Identify Key Roles
  66. 66. Action plans for key capability hotspots
  67. 67. Human Resource</li></ul> Planning<br /><ul><li> Continue getting to know the people
  68. 68. HR plan for key </li></ul> jobs and key people<br /><ul><li>LDT </li></ul>Items in Green = main focus <br />
  70. 70. SKILLS, COMPETENCIES & EXPERIENCE<br /> Not the same<br /> Blend to match<br /> Measured against the Organisation objectives<br />Measured against the job/role<br />
  71. 71. OUTSTANDING PERFORMANCE<br />Functional Skills<br />Competencies<br /><ul><li>Transferable knowledge and abilities
  72. 72. What is required by the job
  73. 73. Measured by demonstrated capability
  74. 74. Personal characteristics
  75. 75. Shape how the job is undertaken
  76. 76. Measured by clearly observable behaviour</li></ul>Outstanding Performance<br />
  78. 78. Who’s in the Pipeline?<br />1st-lineSupervisors<br />All Employees?<br />High Potentials and Replacement Pool for Sr. Managers<br />Middle<br />Managers<br />Technical Specialists<br />Time<br />High Potential Leadership Program<br />
  79. 79. Retaining Talent -Global Talent Management Survey<br />
  80. 80. Some examples of Talent Management Metrics<br />Size of succession pipeline (number of potential successors per position)<br />Percentage of leadership positions filled from the succession pool<br />Quality of succession candidates (number of successful placements)<br />Quality of leadership appointed<br />Time to-take-charge<br />Attractiveness of Leadership Brand (retention of specific pools)<br />Diversity of pool<br />Percentage of cross-unit & cross-functional moves<br />Employee perceptions of the organisation<br />
  82. 82. THANK YOU<br />