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The Future of Talent Development

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(12th Nov 2017) BFBM စီးပြားေရးဆိုင္ရာ အခမဲ့ေဟာေျပာပြဲတြင္ ဆရာ ဦးတင္ဇံေက်ာ္ ေဟာေျပာခဲ့သည့္ Presentation File

Published in: Leadership & Management
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The Future of Talent Development

  1. 1. TALENT DEVELOPMENT role of HR Presented By: Tin Zan Kyaw President & Founder Device Consulting Group tzk.device@gmail.com +959 5111 758
  2. 2. Introduction How does that translate into best practices of Organizational Development? 1. Engage your employees in Training Programs 2. Nurture their Skills and Competencies 3. Focus on having a High Performance Organization 4. Implement a comprehensive Talent Development Program Talent Development is preparing your employees for current and future SUCCESS.
  3. 3. ”Talent hits a target no one else can hit. Genius hits a target no one else can see.” - Arthur Schopenhauer
  4. 4. Importance of Talent Development 1. Increased Competitive Advantage 2. Rewarding Culture and Brand 3. Improved operational Efficiency 4. Financial Rewards 5. High Performing Organization 6. Employee Retention Why is talent development important for organization?
  5. 5. Effective Talent Development • Establish Talent Development Plan • Make the most of what you have • Target a small number of KPIs in the business • Identify critical roles and critical talent • Develop talent pathways and succession plans • Focus time and energy on critical roles and people How do we achieve effective talent development?
  6. 6. Performance Standards What should I be doing? Execution Tracking How does the organization know what I’m doing? Performance Feedback How do I know if I’m doing it right? Answers the Salesman’s Question
  7. 7. The Company Way The Tools Performance Standards Execution Tracking Performance Feedback Salesman Supervisor •Performance Guides •Sales and Merchandising Handbook •Daily Performance Report •Record book •Sales Performance Board •Development Checklist •Sales Performance Board •Position Description •Standards •Weekly Performance Report •Record Book Analysis •Sales Performance Board •Daily Supervision •Team Meeting •Daily Supervision •Sales Performance Board
  8. 8. Development How are you dealing with your middle and bottom performers? Alignment Is everyone in the company 100% aligned with the business strategy? Retention Have you identified top performers and do you have a plan in place to keep them? Engagement Are the employees fully engaged and do they have the tools and resources to be 100% effective doing their jobs? TALENT DEVELOPMENT You have to maximize your employees’ value There are four main areas that need to be addressed for Talent Development
  9. 9. Performance Improvement Arena Development Planning Arena “Should” “Actual” “Actual” Time Performance IMPROVEMENT VS. DEVELOPMENT
  10. 10. THINKING DIFFERENTLY Small changes to small things a waste of time Is This Essential? Small changes to big things  necessary, but frustrating  good, but need many Big changes to big things  the key to growth Noâ Necessary VITALÂÂ
  11. 11. How do we do it? High Performance Leadership means ... Individual Practice and Mindset Transforming the organization and aligning the people in order to dramatically improve the business and sustain long- term momentum
  12. 12. HIGH PERFORMANCE BEHAVIORS 1. Provides a clear vision 2. Thinks outside the box 3. Creates an aligned team 4. Builds a strong, empowered organization 5. Set and maintains high standards 6. Demonstrates integrity High Performance Results (The Acid Test) 1. Dramatic change 2. Developed and empowered employees 3. Sustained momentum 4. improved competitive/financial position
  13. 13. What is Talent Development? • “Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
  14. 14. Five Levels of Talent Development POSITION PERMISSION PRODUCTION PEOPLE DEVELOPMENT PERSONHOOD
  15. 15. Production Permission People Development Position People Development Personhood Rights People follow because they have to. NOTE: Your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and the lower the morale. POSITION Five Levels of Talent Development
  16. 16. Production Permission People DevelopmentPeople Development Personhood Position Relationships People follow because they want to. NOTE: People will follow you beyond your stated authority. This level allows work to be fun. PERMISSION Five Levels of Talent Development
  17. 17. Production Permission People DevelopmentPeople Development Personhood Position Results People follow because of what you have done for the organization. NOTE: This is where success is sensed by most people. They like you and what you are doing. Problems are fixed with very little effort because of momentum. PRODUCTION Five Levels of Talent Development
  18. 18. Production Permission People DevelopmentPeople Development Personhood Position Reproduction People follow because of what you have done for them. NOTE: This is where long-range growth occurs. Your commitment to developing leaders will ensure ongoing growth to the organization and to people. Do whatever you can to achieve and stay on this level. PEOPLE DEVELOPMENT Five Levels of Talent Development
  19. 19. Production Permission People DevelopmentPeople Development Personhood Position Respect People follow because of who you are and what you represent. NOTE: This step is reserved for leaders who have spent years growing people and organizations. Few make it. Those who do are bigger than life. PERSONHOOD Five Levels of Talent Development
  20. 20. What is Talent? 1. A person’s abilities 2. Skills, knowledge, experience, intelligence 3. Judgment, attitude, character, drive 4. Person ability to learn and grow
  21. 21. Why is Talent Development Fundamental?
  22. 22. Improve in current role or reassign Improve in current role Bad hire/ replace Improve in current role reconsider Needs Development Meets Expectations Exceeds ExpectationsHigh Low High Limited Growth High P O T E N T I A L PERFORMANCE Prepare for future role Talent Metrics
  23. 23. • Underperformer • On an Action Contract • Exit if no improvement within 3-months • Typical “Joe Average” • Little ambition • Meets basic requirements • Same job, same role forever! • Over performer but not ambitions • At end of their “stretch” • Loves their job • Future holds same type of role, same type of team • Underperformer • Likely to be in wrong role • Crucial Conversation • Move out of role or manage out of business! • Meets all targets • Some potential for growth • Provide training & development opportunities • Exceeds targets • Needs greater challenge • Provide development • Give “stretch” targets • Underperformer but loads of potential • Definitely in wrong role • Crucial Conversation • Move out of role or your will lose this person • Meets all targets • Demonstrates lots of potential – likely candidate for promotion • Develop & coach • Top Talent • Strong candidate for promotion • Include in strategic initiatives • Provide special development 9 6 3 8 5 2 7 4 1 Lots Little / None Average Low (unacceptable) Med (acceptable) High (Exceeds objectives) POTENTIAL Talent Metrics
  24. 24. Talent Metrics 1. High-potential talent (HiPo) 2. Candidate reactions 3. Employee engagement and retention 4. External hiring versus internal 5. High-performer turnover rate
  25. 25. 1. Brand Reputation Brand Corporate responsibility 2. Leadership High Performance leadership Senior leadership 3. Performance Career opportunities Learning and development Performance management People management Rewards and recognition 4. The Work Collaboration Empowerment/autonomy Work tasks 5. The Basics Benefits Job security Safety Work environment Work/life balance 6. Company Practices Communication Customer focus Diversity and inclusion Enabling infrastructure Talent and staffing FoundationDifferentiators Leadership PerformanceBrand Company Practices The Work The Basics Engagement Drivers Engagement Outcomes Business Outcomes Say Stay Strive 1. Talent Retention Absenteeism Wellness 2. Operational Productivity Safety 3. Customer Satisfaction NPS Retention 4. Financial Revenue/sales growth Op. income/margin Total shareholder return Employee Engagement The Work Experience
  26. 26. Employee Engagement
  27. 27. Marry
  28. 28. Heart & Body Relationship
  29. 29. Heart & Love
  30. 30. Copy and Development Save Time, Money and Stress By Involving Us As You Shape Your Concepts, Creative and Claims So That Once Your Ad Is Ready, The Clearance Process Is As Smooth As Possible.
  31. 31. Benefits of Talent Development 1. Right person in the right Job 2. Retaining the top talent 3. Better hiring 4. Understanding employees better 5. Better professional development decisions
  32. 32. Doing easily what others find difficult is talent; doing what is impossible for talent is genius. - Henri Frederic Amiel
  33. 33. When it’s easy to make money, you have no incentive to think about development of talent. - Malcolm Gladwell
  34. 34. “ … companies define talent development largely as consisting of succession planning, high potential identification and development, assessment and feedback, and career planning/ development.” Harvard Business Review
  35. 35. Career Plan & Opportunity Assistant Mgr. Store Manager Asst. Area Mgr. Area Manager Dept. Manager Dept. Manager General Manager Salesman
  36. 36. Systematic Approach to Talent Development Talent Development Talent Development Talent Performance Management Succession Needs Analysis Succession Planning Successor Performance Management Talent Management Framework Succession Management Framework System Review and Improvement System Review and Improvement
  37. 37. Talent Development Cycle Company Talent
  38. 38. 3 Types of Employees Those who know what is happening – Educated, but not experience and skills Those who don’t know what is happening – No Education, experience and skills Those who makes things happen – Education, Experience and Skills
  39. 39. 7 Biggest Challenges for Talent Chief 1. Talent Acquisition 2. Career Planning 3. Employee Engagement 4. Talent Retention 5. Managing Critical Workforce 6. Compensation Package 7. Leadership Development
  40. 40. Top Workforce Challenges related to Talent Development 1. Attracting and retaining skilled professional workers 2. Developing manager capability 3. Retaining high performers 4. Developing succession pool depth 5. Addressing shortages of management or leadership talent
  41. 41. Critical Talent !!! 1. Experience 2. Knowledge 3. Education 4. Skills 5. Competency
  42. 42. Defines Talent as innate ability, aptitude, or faculty, especially when unspecified; above average ability Talent !!! talent is....... some combination of a sharp strategic mind, leadership ability, emotional maturity, communications skills, the ability to attract and inspire other talented people, entrepreneurial instincts, functional skills and the ability to deliver results
  43. 43. Talent Development Talent Development – Concerned with enhancing the attraction, long-term development, and retention of key human resources Effective Talent Development Right People Right Capabilities Right Time Right Place
  44. 44. “ Talent ” refers to • individuals who have the capability to make a significant difference to the current and future performance of the company
  45. 45. Persona  High Potential / Low Performance  High Potential / Medium Performance  High Potential / High Performance  Medium Potential / Low Performance  Medium Potential / Medium Performance  Medium Potential / High Performance  Low Potential / Low Performance  Low Potential / Medium Performance  Low Potential / High Performance
  46. 46. Talent Development Process 1. Workplace Planning 2. Talent Gap Analysis 3. Recruiting 4. Staffing 5. Education and Development 6. Retention 7. Talent review 8. Succession planning
  47. 47. ACQUISITION STEPS RESULTS • Recruiting • Selection • Training • Career planning • Succession planning • Development • Performance management • Management talent • Key job talent • Retention
  48. 48. Integrating the Four Key Elements of Talent Development – Plan  Attract  Recruit  Assess Perform – Develop  Retain
  49. 49. Challenges Facing Talent Person - Job - Fit Person - Organization - Fit
  50. 50. Leaders are “seemingly ordinary people quietly producing extra ordinary results.” - James C. Collins
  51. 51. • Credible • Respectful • Approachable • Team Player • Highly Professional
  52. 52. Leader of the Future 1. Character 2. Courage 3. Communication 4. Collaboration 5. Compassion 6. Contribution
  53. 53. Recruitment Coaching & Mentoring Human Asset Profiles Career Development Plans Core Values Core Competencies Performance Improvement Selection Human Capital Strategy Performance Management Revenue Per Employee Cost Per Employee Profit Per Employee
  54. 54. 10 Things That Require Zero Talent 1. Being on time 2. Work ethic 3. Effort 4. Body language 5. Energy 6. Attitude 7. Passion 8. Being Coachable 9. Doing Extra 10. Being prepared
  55. 55.  Zero Talent Outages.  Succession Not Replacement.  Becoming a Talent Machine.
  56. 56. Thank You Presented By: U Tin Zan Kyaw President & Founder Device Consulting Group tzk.device@gmail.com +959 5111 758

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