Return on talent (Jan de Schepper)

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Return on talent (Jan de Schepper)

  1. 1. The future is not what it used to be Conventional thinking in an unconventional world… …is asking for problems Companies need special people…
  2. 2. What do we do wrong ? 2 1000 companies/month go bankrupt 12% unemployment > 100.000 jobs available 25% of high potentials looking for new challenge 45 percent of employees dislike their boss…
  3. 3. CEO in volatile times (1) 3 95% miss entrepreneurship in their company 80% miss talent 65% only did cost cutting in crisis 60% choose for “jobless growth”
  4. 4. CEO in volatile times (2) 4 45% looked for new markets 25% hired new people 60% admit not having a vision 65% still believe in their own capabilities
  5. 5. CEO’s Challenges during the crisis 5 Employee benefits Productivity Agile Absorption New Mgt Customer interaction Risk Optimize performance of company’s resources
  6. 6. Top management – Top priorities 6 1. Simplification 2. Low fixed cost 3. Deep focus on markets-customers 4. Focus on retention of talents 5. Agility Absorption (A+A) 6. Leadership 7. Cash Growing – Improving - Change…
  7. 7. How to achieve 7 Trends k ar M Vision Company Mission Goals ce te ra St gy te ur so Re ra St et People Strategy Organisation gy Methodology
  8. 8. We better be complete than perfect ! 7 messages Growth-Becoming better-Change
  9. 9. Message 1- Figure it out ! 30 PERCENT OF OUR EMPLOYEES WORK IN THE COMFORTZONE Responsive – adaptive - pro active
  10. 10. The Chief Executive Customer Who we are is even important than what we sell ! Values -> Climate -> Culture
  11. 11. MESSAGE 2COMPANIES NEED EVERY GRAM OF INTELLIGENCE 11 In Crises more leadership and more talent is needed Work with less people but more intelligence…
  12. 12. Passion for growth is essential 12 Those who lose themselves in passion lose less then those who lose their passion! Never a huge project has been realized without passion …
  13. 13. Increase self reliance and you will grow 13 The essence of a company is growth…
  14. 14. WHAT KIND OF PEOPLE DO COMPANIES NEED? 14 • Good managers and special people • IQ – EQ – SQ • Figure it out mentality How much intelligence does a company need to be successful ...
  15. 15. Message 3The role of HR is changing 15 Busines s t en al ess tt e s i ve n gh t Hi trac at t en al ess tt n es tive w Lo trac at s HR ort s p es up s i n s u B s HR ble s s na i n e e s Bu a n as ma HR lice po HR HR ves s i es dr s i n Bu ce en t pe d m n Co ma de on
  16. 16. How to keep your star talent 16 Issue: “One quarter of the highest-potential people in your company intend to jump ship within the year” What do we do wrong???...
  17. 17. Why people like to work for a company 17 Culture of candor Learn (leadership – development) Aspiration (talent balance) Strong company values Right rewarding (flexibility – opportunities) “The individual multinational”
  18. 18. Stop with only “if – can” rewarding 18 Purpose Autonomy Mastery Figure it out…
  19. 19. CEO needs to manage his talent balance 19 Employees Facts 1 in 4 believes he will be working for an other employer in a year 1 in 5 believes his/her personal aspirations are quite different from what the organization has planned for 2 in 5 internal job moves involving high potentials, end in failure What do we do wrong??…
  20. 20. What millenials want to learn 20 1. Technical skills in my area of expertise 2. Self-management and personal productivity 3. Leadership 4. Industry or functional knowledge 5. Creativity and innovation strategies If learning stops – growth stops…
  21. 21. Return on talent 21 High Job Engagement Low Organisational commitment High Pay the good guys with the salaries of the underperformers…
  22. 22. Message 4Don’t leave the market 22 From To Your reply Products Solutions Innovative Stories Place Access Mobile workers Digital Interactive Communicaton Price Value Sector Based Value Propostions Promotion Education Academy Who leaves who… market leaves supplier or supplier leaves the market… … It’ s more painful when YOU decide to leave the market
  23. 23. Keys for success remain the same 23 1. Topline 1. Quality 1. There is no N° 3 Success is never an accident…
  24. 24. Message 5Balance: tangible & intangible values 24 Tangible Intangible •Cash Position 1. Agile & Absorption •Customer Credit 2. Market & Positioning Strategy •Working Capital 3. Innovation •Financial Structure 4. Return on Talent •Reduce Cost – Increase Efficiency 5. Leadership •Top Line 6. Change Performance •Product Mix & Pricing Strategies 7. Communication The source of value has shifted from tangible to intangible assets. The % of value related to intangible assets is 85%...R. S. Kaplan
  25. 25. Balance: tangible & intangible values 25 1. Agile & Absorption(Speed/Cash) 2. Innovation Index (Talent – Toleration- Technology) 3. Talent Index (Education/ROT) 4. Leadership Index (Self Steering/Self Mgt, Motivation Index, HR) 5. Market Index (Positioning/Strategy) 6. Changeability Index(Continuous improvement) 7. Communication Index (Internal/External) Shift from tangible to intangible values…
  26. 26. Message 6Real leadership is more important than ever There is a need for a new management approach Only in difficult times , you can prove that you are a good leader
  27. 27. Coaching is a part of leadership 27 Everyone with responsibility must master coaching EARLIER: Central management Hierarchy-command structure Insourcing Top-Down Detached FUTURE: Self steering “Equality”- Even worthiness Outsourcing Inter-organisational networks Customer centric Coaching is a leadership style wherein free selfresponsible individuals build relations with each other in order to get the best results
  28. 28. The difference 28 Leader Manager Creates Risks Continuates Few risks Strong in interpersonal relations Strong in organisation – processes – procedures Innovation – renewing Strategy Excellent in volatile times Maintaining Operational Excellent in secure times 2D-Managers versus 3D-Leaders ... Jef Staes
  29. 29. MANAGER VERSUS LEADER 2D ≠ 3D… 29 Predictable Control Looks to the past Passion to manage Consensus Improve as a must Organize people Become tame Rigid balance Internally focussed Less predictable Less control View on future Passion to lead Conflict Continuous improvement Align people Remain sharp & competitive New balance Networking 2D reports to 3D…
  30. 30. MANAGER VERSUS LEADER 2D ≠ 3D… 30 Secure times Spreadsheet Compromises Top Down Coaching Rigid Discipline Formal Learning Set objectives Jobdescriptions Uniformity Permanent improvement Intelligence Turbulent times Intuition Original ideas Networked coaching Moving chaos Informal learning Create vision Casting Diversity Innovation Imagination 2D reports to 3D…
  31. 31. Message 7Focus on an a + a culture 31 Biological organizations Learning organizations IP/ Recurring Income Pressure on underperformers Natural hierarchy Focused on the right critical agility values Customer Centric Eliminate status symbols Clear communication Transparency Cash Value proposition based on lowest cost and highest value of ownership From an A+A climate to an A+A culture…
  32. 32. CEO’s New management style 32 Humbleness Simplicity Transparency Empowerment More leader than manager…
  33. 33. The right 7 steps to transforming 33 JDS/HBR
  34. 34. Change – renewal - progression 34 The greatest difficulty in the world is not for people to accept new ideas, but to make them forget old ones…
  35. 35. General conclusion 35 Grow – improve – change Talent is needed for progress and renewals New management / Spread leadership The new CEO has to manage his talent balance Selfsteering people /Figure it out mentality Transformation is the normal Culture of Candor
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