The war for talent

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The war for talent

  1. 1. The War For Talent
  2. 2. Why the war for talent? <ul><li>• Globalisation </li></ul><ul><li>The shift towards collaboration, humility and sharing rather than money </li></ul><ul><li>Pay & benefits systems are outdated </li></ul><ul><li>People are the competitive advantage not capital, strategy or R&D (McKinsey) </li></ul><ul><li>New generation/culture of expectations </li></ul>
  3. 3. What the research says? <ul><li>• 65% of executives report they have a high or very high concern about retaining high-potential talent </li></ul><ul><li>25% turnover of ‘talent’ in organisations </li></ul><ul><li>52% senior business leaders predict an increase in voluntary turnover at their companies at the end of the current recession. (Deloitte) </li></ul>
  4. 4. The biggest driver of satisfaction providing opportunities for people to what they do best! How many of us are doing the stuff we were hired to do?
  5. 5. What does a talented person look like? Actually few of us know……
  6. 6. People join companies but leave their managers <ul><li>• I need to know what’s expected of me </li></ul><ul><li>I need the right materials/equipment </li></ul><ul><li>I need to do what I do best everyday </li></ul><ul><li>I need to know my manager cares </li></ul><ul><li>I need to feel my team members are committed to quality </li></ul><ul><li>I need opportunities to learn & grow </li></ul>
  7. 7. Problems <ul><li>• How do you define stardom? </li></ul><ul><li>How do teams fit into talent? </li></ul><ul><li>Pay seems to be the reward yet its more sophisticated than that </li></ul><ul><li>Dealing with exceptional talent </li></ul><ul><li>Technical talent versus leadership talent </li></ul><ul><li>Technical versus the social shift </li></ul>
  8. 8. Dealing with exceptional talent?
  9. 9. The challenges <ul><li>Devise more imaginative hiring practices </li></ul><ul><li>Work harder to keep their best people </li></ul><ul><li>Have exceptional leaders as well as technically skilled people </li></ul><ul><li>More sophisticated techniques to attract, engage and retain talented individuals.” </li></ul>
  10. 10. Some possible solutions <ul><li>Reshape jobs </li></ul><ul><li>Help employees reshape life outside work </li></ul><ul><li>The individual equal to the brand </li></ul><ul><li>The balance of skills </li></ul>
  11. 11. Human capital to social capital <ul><li>• Old reality we focus on the ‘individual,’ new reality we focus on the ‘network.’ </li></ul><ul><li>Individuals who achieve consistent professional growth are already talented </li></ul><ul><li>Future; we need to evaluate talent from a network aware perspective </li></ul><ul><li>Social capital is the ability to mobilise the collaborative efforts of the network </li></ul>
  12. 12. Why? <ul><li>Human to social to innovation </li></ul><ul><li>Social breeds trust, transparency and credibility so missing in organisations </li></ul><ul><li>Relationships are the future, social engagement is critical </li></ul><ul><li>In an increasingly networked society that connects physically as well as virtually </li></ul>
  13. 13. The time has come to not just think, but see, beyond the individual
  14. 14. Questions…

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