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Aligning talent management and strategy

Issues in aligning talent management and strategy

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Aligning
Talent Management & Strategy
Dr. Elijah Ezendu
FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
“Talent Development is the process of changing
an organisation, its employees, its stakeholders,
and groups of people within it, using planned
and unplanned learning, in order to achieve and
maintain a competitive advantage for the
organisation.”
Source: W.J. Rothwell and H.C. Kazanas, Strategic Development of Talent
Survey of 1,690 business and learning professionals showed the following:
• High performing organizations tend to integrate talent management components
more than low performing organizations.
• Learning executives play critical roles in major integrated talent management
components.
• Many of the most effective integrated talent management practices are not
widely used.
• Impediments to effective integrated talent management efforts include
conflicting priorities, limited resources, non-supportive corporate cultures,
incompatible organizational processes, and senior leaders who undervalue
integrated talent management.
The survey proved that strategies for effective talent management should include
the following:
• Using tools such as employee surveys and discussions to gain insights into
organizational culture. Focus on aspects of the culture that most affect talent
programs and take action.
• Scheduling regular reviews of organizational processes and policies that affect
talent management to ensure responsiveness and support for integration efforts.
Source: ASTD, Learning’s Critical Role in Integrated Talent Management
The New Realities of Talent Management
• The business environment is becoming more complicated
• The departure of baby boom generation creates problematic openings
• Unwillingness of top talents to become employees due to vista of
entrepreneurship for building personal business which ensures income security
and dignity
• Retention issues
• Talent Driven Competitiveness
• Leadership Development
• Business Survival
• Global Talent War
• Workplace Spirituality
• Information Versatility of Employees via Social Networks and multimedia
platforms
• Cannibalization of Employee-Employer Bond
• Trivialization of Employee Expectancy
• Employees’ Focus on Personal Goals Stimulates Talent Mobility
• Rise of Ethical Sensitivity Affects Choice of Workplace
• Employee Advocacy for Fair Share of Returns
Developmental Challenges and Barriers 1
• The psychological contract between employer
and employee has shifted from employment
security to lopsided employability
• Talent disconnect occasioned by corporate
governance jinx
• Employee tends to be more agile in
controlling the power of employee-employer
relationship
• Talent development based on outdated
business needs
• Talent war
Developmental Challenges and Barriers 2
• Perennial hiring freezes
• Absence of multifaceted development channels
• Top Management Disinterestedness
• Disregarding intangibles due to
disproportionate focus on financial capital
• Erroneous emphasis on top management
• Talent-pipeline dislocation
• Structural paralysis
• Cultural dilemma
• Rambling business model

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Aligning talent management and strategy

  • 1. Aligning Talent Management & Strategy Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  • 2. “Talent Development is the process of changing an organisation, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organisation.” Source: W.J. Rothwell and H.C. Kazanas, Strategic Development of Talent
  • 3. Survey of 1,690 business and learning professionals showed the following: • High performing organizations tend to integrate talent management components more than low performing organizations. • Learning executives play critical roles in major integrated talent management components. • Many of the most effective integrated talent management practices are not widely used. • Impediments to effective integrated talent management efforts include conflicting priorities, limited resources, non-supportive corporate cultures, incompatible organizational processes, and senior leaders who undervalue integrated talent management. The survey proved that strategies for effective talent management should include the following: • Using tools such as employee surveys and discussions to gain insights into organizational culture. Focus on aspects of the culture that most affect talent programs and take action. • Scheduling regular reviews of organizational processes and policies that affect talent management to ensure responsiveness and support for integration efforts. Source: ASTD, Learning’s Critical Role in Integrated Talent Management
  • 4. The New Realities of Talent Management • The business environment is becoming more complicated • The departure of baby boom generation creates problematic openings • Unwillingness of top talents to become employees due to vista of entrepreneurship for building personal business which ensures income security and dignity • Retention issues • Talent Driven Competitiveness • Leadership Development • Business Survival • Global Talent War • Workplace Spirituality • Information Versatility of Employees via Social Networks and multimedia platforms • Cannibalization of Employee-Employer Bond • Trivialization of Employee Expectancy • Employees’ Focus on Personal Goals Stimulates Talent Mobility • Rise of Ethical Sensitivity Affects Choice of Workplace • Employee Advocacy for Fair Share of Returns
  • 5. Developmental Challenges and Barriers 1 • The psychological contract between employer and employee has shifted from employment security to lopsided employability • Talent disconnect occasioned by corporate governance jinx • Employee tends to be more agile in controlling the power of employee-employer relationship • Talent development based on outdated business needs • Talent war
  • 6. Developmental Challenges and Barriers 2 • Perennial hiring freezes • Absence of multifaceted development channels • Top Management Disinterestedness • Disregarding intangibles due to disproportionate focus on financial capital • Erroneous emphasis on top management • Talent-pipeline dislocation • Structural paralysis • Cultural dilemma • Rambling business model
  • 7. "People development is receiving growing recognition as a strategic issue. Growing talent is much broader than just learning new skills. There is a more strategic perspective than when I started my career. Talent development is now integrated with strategy and business culture. The ability to develop talent is a prerequisite for any company’s success. It enriches the skills of employees and increases their commitment, and it provides a competitive advantage for the organisation as a whole.“ - Pat Crull, Vice President & Chief Learning Officer of Time Warner
  • 8. Developing a Framework for Talent Management  Define competency framework for the organisation  Articulate an employer brand  Design appropriate talent management process with respect to career and succession  Assess demand for managerial and leadership competencies  Design and implement a talent appreciation process, which is opportunity for managers to get talent check from credible people and processes  Monitor and implement on-going development plans  Designing tailor made leadership development programmes  Align all HR processes to support the leadership development initiative Source: Prasenjit Bhattacharya, Managing Talent
  • 10. The Imperative of Aligning Talent Management with Strategic Objectives Aligning talent development with strategic objectives yields a well-rounded value-chain piecing together which ensures resources injected into talents are in sync with talent requirements for generating business excellence consistent with established strategic intent.
  • 11. Alignment of Talent Development with Strategic Objectives can be achieved by applying Competency Framework for mapping Strategic Objectives to Performance Standards as well as the complete stream of Talent Development framework of an organisation.
  • 12. Questions During Alignment of Talent Development to Strategic Objectives • What business goals and strategies are we pursuing? • What will these changes mean for out talent requirements? • Who do we currently have on board that fits this profile? • Can we grow some of our talents to support our strategy? • Do we need to recruit from outside? • What will the selected leaders collectively and individually need to support their growth and on-going development? Source: M. Butteriss and C. Salloway, Talent Planning, A Systematic and Integrated Approach
  • 13. Four Dimensions of Talent Development Pipeline Architecture • A clear articulated picture of your talent needs over several years. • Developmental pathways that you can use to get raw potential developed into polished performer. • Key HR Systems and Processes that can enable potential to be realized as performance • Programmes that enable both talent to develop and talent managers to do a great job of ensuring that the organisation becomes a talent rich enterprise Source: Jeffrey Gandz, Talent Development, The Architecture of a Talent Pipeline That Works
  • 14. Succession not Replacement Zero talent-outage Magnet for Talent In-Depth Talent Pool at All Levels Leadership Brand (Vision - Results – Behaviours – Competencies – Character – Values) Pathways A clear set of developmental moves designed to get people the essential experiences, coaching and mentoring necessary to develop their potential into outstanding performance Programmes Various development programmes: Some focus on knowledge, some on skills and others on developing the judgment to operate in ambiguous and uncertain situations Processes The seven fundamental HRM processes that together constitute the leadership talent development process Talent Development Architecture Source: Jeffrey Gandz, Talent Development, The Architecture of a Talent Pipeline That Works
  • 15. Jeffrey Gandz Talent-Specific Development  Each type of talent requires its own developmental P3 - Technical talent - Creative talent - Sales talent - Leadership talent  Talent development does NOT imply hierarchical movement in the organization.  Talent development is essential for no other reason than the bar is constantly being raised
  • 16. Talent Development Pipeline Source: Jeffrey Gandz, Talent Development, The Architecture of a Talent Pipeline That Works
  • 17. A Community of Practice (COP) is a group of individuals sharing a common working practice over a period of time, though not a part of a formally constituted work team. They generally cut across traditional organizational boundaries and enable individuals to acquire new knowledge faster. Source: NAVSEA Community of Practice Practitioner's Guide, U.S. Department of the Navy
  • 18. Every organisation should establish, nurture and boost communities of practice by setting up COP charter, pinpointing roles and developing its systems and operational capability with the aim of accelerating knowledge transfer at all levels.
  • 19. On-The-Job Developmental Activities • Job Shadowing • Active Listening • Individual Coaching • Group Coaching • Feedback • Job Rotation • Technical and Leadership Internship • Mentoring • Informational Interviews • Storytelling • Self-Paced Experiential Learning
  • 21. Individual Development Plan IDPs are individually tailored and describe objectives and activities for the employee's career development. IDPs can be a win/win strategy because they benefit both the employee and the organization. Employees benefit, because implementing an IDP helps them enhance their knowledge, skills and experiences. Improved competencies help them achieve personal and career goals both inside of and external to the organization. Source: US Defence Individual Development Plan
  • 22. Key Alignment Questions • Does your organisation have IDP framework? • Were subject matter experts involved in structuring the IDP? • Is the IDP in sync with corporate objectives? • Is the IDP focused only on competence, leaving aside strategic development of commitment?
  • 23. Human Talent Source: Elijah Ezendu, Talent Management
  • 24. Characteristics of Idiosyncrasy as Constituent of Talent • It drives and steers both competence and commitment towards attainments. • It can inhibit or accelerate competence development. • It influences commitment. • It represents core talent strength. • It’s the superseding feature of talent identity.
  • 25. Operability of Alignment • Individual Development Plan can be used to align competence and commitment. • Operating Culture in the organisation can be used to align commitment and idiosyncrasy.
  • 26. Talent Misplacement Talent Strategy Talent Strategy Talent Placement Divergence Effect Convergence Effect
  • 27. Consequence of Talent Misplacement • Waste • Corporate Failure • Systemic Inefficiency • Internal Service Downfall • Dislocation of Business Model • Deteriorating Value Chain • Structural Paralysis
  • 28. Result of Talent Placement • …………………………………………….. • …………………………………………….. • …………………………………………….. • …………………………………………….. • …………………………………………….. • …………………………………………….. • ……………………………………………..
  • 29. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e- Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting intangible contributions of host communities and ecological environment: A model celebrated globally as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to Professional Institutes and Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.