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The new talent wars – attracting and keeping stars


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The labour market is getting tight, wages are rising and staff are getting restless – the new war for talent is heating up. In the webinar, HR and recruitment expert Martin Nally of hranywhere and SmartCompany editor James Thomson will discuss the keys to attracting and retaining star performers in the current market.

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The new talent wars – attracting and keeping stars

  1. 1. The new talentwars – attractingand keeping starsJames Nallyhranywhere
  2. 2. James
  3. 3. Martin NallyFounder/MDhranywhere
  4. 4. 7/04/2011hranywhere © Copyright 2009
  5. 5. 7/04/2011 CHALLENGES WE FACE Employee Performance is declining Senior Leaders Challenges Disengaged effort is of GEC* are staying dropping Hipos will quithranywhere © Copyright 2009
  6. 6. 7/04/2011 MANAGING IN TURBULENT TIMES CLIMATE SURVEY# Retain Talent Provide Feedback on achievement of Stay & Grow Objectives Consider Flexibility Reward & and WLB Recognition Work & Playhranywhere © Copyright 2009
  7. 7. 7/04/2011 FORMULA Flexibility Retain Talent Recognition Feedbackhranywhere © Copyright 2009
  8. 8. hranywhere © Copyright 2009
  9. 9. 7/04/2011 CAN WE DO ANYTHING? Review Leave Management Be Creative Consider ways of Retaining Talent Long Term Mutually agree to change hours Consider Flexible Work Arrangements: Fair Work Acthranywhere © Copyright 2009
  10. 10. WHAT IS FLEXIBLE WORKING? Changed Unique Leave Alternative Working working Options arrangements Patterns patterns Time off in lieu or Shift working. banked hoursPart-time working V-time working Term-time working Shift swapping Working from Job sharing Annualised hours Flexi-time home Additional leave Staggered hours entitlement Self-rostering Career breaks Allow unpaid Leave Compressed by agreement working hours hranywhere © Copyright 2009
  11. 11. BENEFITS TO EMPLOYERS OF FLEXIBLE WORKING People Customers • Maximise labour • Improve customer • Reduce absenteeism, service sickness and stress • Create new • Attract a wider range opportunities of candidates • Retain valued employees Increase Cost Reductions productivity • Reduce Business Costs • Improve Morale • Reduce recruitment • Improve Engagement costs • Build Value • Reduce Induction Proposition costs • Reduce Churnhranywhere © Copyright 2009
  12. 12. BENEFITS TO EMPLOYEES OF FLEXIBLE WORKING? Balance Morale • Greater sense of • Better relations with responsibility management ownership • Increased loyalty and • Control of working life commitment • Pass the BBQ Test Well-being Career • Less stress • More opportunity to • More time to focus on continue to build life outside work career • Better able to cope with children and Elders care responsibilitieshranywhere © Copyright 2009
  13. 13. hranywhere © Copyright 2009
  14. 14. 7/04/2011 TALENT Retain Flexibility Talent Recognition Feedbackhranywhere © Copyright 2009
  15. 15. 7/04/2011 HIPOS High Potentials • 25% Hipos plan to quit in more likely to next 12 months* quit Overinvest in • Retain Hipos by addressingHipos by utilising their needs Retention & • Attract Key Competitors Attraction Talent using Attraction drivers * Drivers* hranywhere © Copyright 2009
  16. 16. 7/04/2011 HIPO’S AND LOW PERFORMERS Engaged Disengagedhranywhere © Copyright 2009
  17. 17. 7/04/2011 RETENTION Employees expect Changes to Organisation Strategy to increase in Turbulent times• Behave Ethically• Engage your Talent early• Be Bold• Be Open• Employee Commitment is criticalhranywhere © Copyright 2009
  18. 18. 7/04/2011 RETENTION REQUIRES EMPLOYEE COMMITMENT Team Focal Points Manager/Leader Role Clarity of Employee CEO Commitment Organisation & Culturehranywhere © Copyright 2009
  19. 19. 7/04/2011 RETENTION Outputs of Employee Commitment* Intent Discretionary Effort to Stay =Performance = Retention True desire Employee Belief in Volunteer to be on theWillingness Vision and Mindset Busto go ABCD Values hranywhere © Copyright 2009
  20. 20. 7/04/2011 LINE OF SIGHThranywhere © Copyright 2009
  21. 21. hranywhere © Copyright 2009
  22. 22. 7/04/2011 RECOGNITION Retain Flexibility Talent Feedback Recognitionhranywhere © Copyright 2009
  23. 23. hranywhere © Copyright 2009
  24. 24. 7/04/2011 RELATIONSHIPS BASED UPON RECOGNITION According to the largest study ever If you wait until a conducted on year-end annual Recognition workplace review, you aremeans most to an satisfaction waiting too longemployee when it (Gallup), to recognize and is sincere and recognition you probably are spontaneous. should occur at losing people you least every seven do not need to. days. hranywhere © Copyright 2009
  25. 25. 7/04/2011Strong relationships are vital in todays economy.As your workforce shrinks and you need to do more withless, keeping quality employees becomes even more critical.As a manager, it is your job to bond your best people to yourcompany through recognition.Help direct and motivate your "core" performers. hranywhere © Copyright 2009
  26. 26. Recognition Recognition Allow Employee Input One on Ones Regular Feedback Simple Recognition Act on Employee Suggestions Awards Celebrationshranywhere © Copyright 2009
  27. 27. hranywhere © Copyright 2009
  28. 28. RECOGNITION Differentiate Recognise Development Determine Recognition different opportunities Reinforce the what is rather than types of can be used right valued by Praise employee as behaviours employees everyone contribution recognitionhranywhere © Copyright 2009
  29. 29. 7/04/2011 Recognition can be achieved through Development Least MostEducation Mentors & Coaching Full On-the-job On job & Role & Job Experience Training Models Feedback Change Theoretical Copy a Boss/ Mentor Projects Stretchskill building & particular skill assignments Shadowing practice or behaviorhranywhere © Copyright 2009
  30. 30. 7/04/2011 FEEDBACK Retain Flexibility Talent Recognition Feedbackhranywhere © Copyright 2009
  31. 31. hranywhere © Copyright 2009
  32. 32. 7/04/2011MEDIUMS FOR COMMUNICATION EXCEPTIONAL COMMUNICATIONS Team Talks Tool Box Meetings Listening Sessions Focus Groups Replicate Customer Communications Huddleshranywhere © Copyright 2009
  33. 33. worldwide research The Gallop Organisation : “....irrespective of the culture, the most common reason for people leaving an organisation is dissatisfaction with their immediate manager.... ” @@hranywhere © Copyright 2009
  34. 34. hranywhere © Copyright 2009
  35. 35. 7/04/2011 GET A BETTER RESULT The aim is to achieve ‘BREAKTHROUGH’ levels of performance by grouping a diverse range of individuals together and capitalising on the synergy which results through clear roles and effective communication.Clear purpose Diverse Exceptional Role Clarity Team Communication / planhranywhere © Copyright 2009
  36. 36. hranywhere © Copyright 2009
  37. 37. What Great Managers do differently: 7/04/2011 SUMMARY Gain Employee Commitment Retain Talent Flexibility Ethical Be Courageous Behaviour Feedback Recognition Communicate Differentiate Communicate Communicatehranywhere © Copyright 2009
  38. 38. 7/04/2011Eight areas where organisations connect with its people: Our People Horizon hranywhere © Copyright 2009
  39. 39. Thank you