2008 Global Talent Management Program for SHRM Chicago


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The presentation highlights all core areas to focus and build upon when making a Strategic HR Function.

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2008 Global Talent Management Program for SHRM Chicago

  1. 1. GLOBAL TALENT MANAGEMENT PROGRAM Annual SHRM Conference Chicago, USA June 16, 2008 Developed by: MAZHAR SYED
  2. 2. Talent Management Overview > An effective Talent Management approach unites HR functions that build, retain, develop, and manage a competent workforce, capable of taking the organization into the future. > Talent Management strategically incorporates several HR activities: > Recruiting talent and planning for future workforce needs > Developing talent, consistently managing their performance > Retaining talent, creating a positive and supportive work culture > TM initiatives retain and groom talented employees at one of these levels: - Narrow view focuses on management level (high-potential talent) Eg: High-Potential Employees (HiPos) are retained for Leadership Positions - Broader view focuses on talented individuals at all levels Eg: Retention of employees from the Front-Line to the Board Room.
  3. 3. Talent Management Talent Management Recruitment & Workforce Talent Development, Retention & Creation of Positive Planning Performance Management Work Culture Strategic Workforce Planning Talent Development Talent Retention Strategies Staffing Programs Performance Management Positive Work Culture Staffing Metrics & Results TD Metrics & Results TR Metrics Global Staffing Approaches Global TD Challenges Global TR Challenges
  4. 4. Recruitment & Workforce Planning > Strategic Workforce Planning The goal of strategic workforce planning is to ensure the availability of qualified employees when they are needed to achieve organization goals. > Staffing Programs Candidates are sourced and recruited either globally or locally, efficient selection and screening tools are utilized to hire competent individuals. > Staffing Metrics, Measuring Results Workforce Planning & Employment is an HR function that lends itself more readily to measurement than other functions. > Global Staffing Approaches A globally competitive organization considers several factors to build a reliable international workforce, beginning with targeting of suitable labor markets to recruit its employees. It requires strategy and research.
  5. 5. Strategic Workforce Planning > Workforce Goals & Objectives: Forecasting future workforce needs  Organization leaders make decisions about how to achieve business goals and objectives that attain a competitive advantage  Staffing needs analysis translates strategic workforce goals and objectives into a tactical action plan  Organizational design decisions occur as part of the strategic planning process - Eg: Reengineering, Corporate Restructuring, Mergers & Acquisitions etc. > Job Analysis & Job Description: Job Analysis process provides the foundation for identifying the knowledge, skills, and abilities (KSAs) needed to achieve specific results in an organization. Such information is compiled into a Job Description to locate individuals with relevant KSAs.  Job Competencies: Core job competencies must be developed for traits the organization values and would like to see in all employees. - Eg: Teamwork, Communication, Customer Focus etc.  Job Specifications: Efficient job specifications define outcomes and expectations for performance. Continued……
  6. 6. Strategic Workforce Planning > Identification of Qualified Employees: Organizations have following three options for locating the talent  Internal Talent: The first place to look for qualified employees to fill future needs is among top performers who already work for the firm. - Advantage: High levels of performance, employee retention - Disadvantage: Breakdown of teamwork, jockeying for political position  External Talent: Organizations need to look for new employees of highly specialized skills under time and business needs. - Advantage: Diversity, new ideas /skills, revitalized operations - Disadvantage: Lower morale of existing top performers  Alternative Staffing Methods: Wide range of alternatives provide varying levels of flexibility to the organization - Eg: Job sharing, part-time employees, internships, on-call workers.
  7. 7. Staffing Programs > Sourcing & Recruiting Candidates: The sourcing and recruiting of qualified candidates to fill open positions is critical to the success of every organization.  Recruiting Strategies - Employer Brand - Total Reward Packages - Relationship Management with Candidates, Universities, Search Firms etc.  Recruiting Methods - Internal Recruiting - Succession Planning - External Recruiting - Eg: Walk-ins, Job Fairs, Internet Job Boards, Company Website  Candidate Selection Tools - Screening Tools - Eg: Resumes, CVs, Application forms - Selection Tools - Eg: Behavioral / Structured / Panel Interviews - Candidate Testing Programs - Eg: Aptitude / EQ / Personality / Technical Tests
  8. 8. Staffing Metrics & Measuring Results > Business Impact Measures:  Return on Investment (ROI): [Benefits] / [Total Related Direct & Indirect Costs]  Employee Productivity Metrics: [Total Output] / [Number of Employees] > HR’s Tactical Accountability in Staffing:  Accession Rate: [Total No. of New Employees] / [Total No. of Employees]  Quality-of-Hire: It is measured by assessing the performance of new hire.  Cost-per-Hire: [Total Costs of Hiring Employees] / [Number of New Hires]  Time-to-Hire: The time lapse between date of job posting to the date of hiring.  Replacement Cost: A sum of cost-per-hire and costs of training, lost productivity, temporary replacements. On an average, the replacement cost of each employee reaches 300% of his or her total annual salary.  Turnover: [Average number of Total Employees] / [Employees who exited]
  9. 9. Global Staffing Approaches More organizations are going global more than ever before. Intelligent organizations utilize one of the following International Staffing Strategies in building a global workforce and competitive edge. > Ethnocentric Approach: All of the key management positions, irrespective of organization locations, are filled by expatriates. > Polycentric Approach: Corporate positions in the home country are filled with expatriates, while management positions in the host country are filled by home country nationals. > Regiocentric Approach: Managers are moved between business units in different countries of the region. > Geocentric Approach: The most competitive approach is to source and place the best-qualified person into each position, regardless of their country of region.
  10. 10. Talent Development, Performance Management > Talent Development Organizations develop promoted employees with new KSAs which are required to move forward and take on additional responsibilities. > Performance Management A successful performance management system provides for an employee’s professional development within the context of organizational needs. > TD Metrics, Measuring Results The most important measure for talent development is how (or whether) a talent development intervention directly affected business results. > Global TD Challenges Global organizations face challenges of maintaining teamwork across countries and regions, and understanding cultural differences for relevant motivation techniques.
  11. 11. Talent Development > Employee Development: Development of front-line employees is crucial as they are more visible to customers and end-users; add greater impact on organization success.  Customizable Job Design: When an employee shows potential to grow, new responsibilities, tasks, and goals could be assigned to groom new KSAs.  Skills Training: Skills training could be either job-specific like learning a new software, or soft skills training like improving verbal communication skills.  Supervisory Training: Supervisory training usually involves topics related to interactions with employees such as interviewing, performance appraisals.  High-potential Employees: High-potential employees are identified as future organization leaders. They are provided with a broad view of organizational needs by job rotations.  Mentoring Programs: Mentors in formal programs receive training to develop skills in mentoring, and both mentors and mentees set expectations from the relationship.  Coaching Programs: Specialized coaches are brought on-board to develop an employee in a specific skill; for example leadership, goal setting etc. > Management Development: Management development programs include exposure to financial and technology management, internal controls, basic managerial skills. > Leadership Development: LD programs could be a combination of classroom training in specific areas, sponsorship of an MBA, hands-on training with mentor.
  12. 12. Performance Management Effective performance management system is based on an agreement between the manager and employee about what the job requires. > Performance Appraisal: The process of reviewing how well employees perform their duties during a specified period of time. > Elements of Performance Appraisal: Elements of a complete performance review.  Supervisor assessment  Employee self-assessment  Assessment from others  Goal setting  Development goals > Appraisal Methods: Elements of a complete performance review.  Comparison methods. Eg: Ranking, Paired Comparison.  Rating methods. Eg: Rating scales, Checklists.  Narrative methods. Eg: Critical incident, Essay.  Behavioral methods. Eg: Continuous feedback.
  13. 13. Talent Development Metrics & Global Challenges > Business Impact Measures: Impact of development programs on results  Production Measures: Measures taken prior and after several months of training  Return on Investment (ROI): [Benefits] / [Total Related Direct & Indirect Costs] > HR’s Tactical Accountability in Talent Development:  Training cost per employee: [Total Cost] / [Total No. of Full-time Employees]  Employee Satisfaction Surveys: Effectiveness of HRD programs is calibrated > Global Talent Development Challenges: An international organization faces following challenges in development and implementation of TD programs.  Logistical: Scheduling the delivery of an organization-wide TD intervention so that all employees simultaneously have access to the same information, and read or listen to it in their native languages.  Cultural Sensitivity: Presenting of business initiatives in a way that is sensitive to the cultures of different regions and nations where the organization is located, and how societal norms will affect the interpretation of presentations.
  14. 14. Talent Retention, Creation of Positive Work Culture > Talent Retention Strategies Employers retain top-talent by developing ‘employee- friendly’ policies and programs that provide flexibility and recognize personal obligations of employees. > Creation of Positive Work Culture A positive work culture and organization climate is based on mutual respect, open and honest communication, fair and equitable treatment, and mutual trust. > Talent Retention Metrics While talent retention or employee relations is a difficult concept to measure; two indicators of employee satisfaction can be measured – absenteeism and turnover. > Global Challenges An intelligent global organization clearly understands the differences between the employment laws and practices of those countries where its facilities are located. To avoid costly errors, a driven HR provides this information to Senior Executives.
  15. 15. Talent Retention Strategies Advances in technology have made non-traditional work arrangements feasible that were not possible in the past. Organizations in return are able to retain talent, maintain invested KSAs, save costs, energy, commute etc.  Telecommuting: It provides employees an added advantage in connecting to the company network via Internet and communicating with co-workers and managers via email, telephone, and fax, all from home or a remote location.  Flextime: Organizations set ‘core hours’ during which all employees are required to be at work, while the remaining hours of work week could be tailored by the employee according to work and personal obligations.  Compressed work weeks: Several organizations allow employees to work four 10-hour work days in a week, thus providing longer weekends to performers.  Part-time work: Employees may wish to reduce their full-time working hours for a variety of reasons such as undertaking an educational curriculum, or caring for parents or young children. Thus, employers provide part-time schedules.  Job sharing: When two part-time employees share one job, they enhance results with their complimentary skills thus adding creativity. The employer can benefit from this practice in several ways.
  16. 16. Creation of Positive Work Culture The work culture of an organization has a long-lasting impact on internal/external business goals. Business leaders increase productivity by implementing the following fair employee treatment practices.  Leading: When the executive team supports employees in making decisions and taking risks, it demonstrates trust in the competence of its employees. Employees who are empowered to take ownership of deliverables are more productive.  Analyzing: When management listens to employee ideas and concerns and acts on them, mutual respect is built. It helps them to listen and understand differing points of view and in equally supporting decisions that are made together.  Communicating: The role of open and honest communication in an organization is significant. It should be both top-down and bottom-up, and management must be willing to act on information that may be contrary to its decisions.  Relationship Building: Relationship and trust are built over time, when management continuously demonstrates that its actions are based on fairness and equity. And in return provides quick input to employees regarding decisions which affect them. The win-win relationship is strengthened when organizational problems and challenges are honestly shared with employees.
  17. 17. Talent Retention Metrics & Global Challenges > HR’s Tactical Accountability in Talent Retention:  Absenteeism: Excessive unplanned absences can be an indication of employee stress, dissatisfaction with job requirements, supervisory conflicts, and feeling undervalued by the employer.  Turnover: [Average number of Total Employees] / [Employees who exited] > Global Talent Retention Challenges: International organizations face challenges due to differing and conflicting labor, immigration, and employment regulations between host and home countries where the facilities are located. Following, and other questions specific to particular countries must be answered:  Does the host country restrict the number of expatriates (as per their citizenship, religion, cultural background) allowed to gain employment in the country?  How does the local/national legal system view the international organization’s employee handbook? And is it allowed or not allowed in the host country?  Does the legal system recognize at-will employment? Or is an employment contract required?
  18. 18. Brainstorming Benefits of Talent Management > Many business leaders might ask “Why should we build Talent Management capabilities, when we already have an HR function?” > A well designed and implemented Talent Management program answers the following questions and strategically solves internal and external - global business challenges:  What makes a successful global HR function?  How do we globally compete and win the war for talent?  How do we facilitate organizational and individual learning?  Which HR competencies have the most impact on performance?  How could we define and measure HR’s effect on the bottom-line?  Which are the best tools to measure and improve employee performance?  How could we create value and grow business in new regions and countries?
  19. 19. Questions ?
  20. 20. Thanks for the courtesy.