By Dhananjay Bansod

1. Managing Talent in Today’s Times
Dhananjay Bansod

2. Discussions for the day..
• Talent Management – Conceptual Understanding
• Strategic Approach to Talent Acquisition
• Talent Management through Employee Engagement
• Technology and Talent Management
2

3. I think our company is well-prepared for the future. We have great talent.
If you take a look at it, we're a hot place to work, which means we're
getting more great talent.
Steve Ballmer, CEO - Microsoft
TALENT MANAGEMENT
3

4. Talent Management – Top Issues in the Field
Economic market changes are driving talent requirements
 Merger and Acquisition  Market Expansion (established and emerging)
 Enterprise Cost Reduction  Global Work Distribution
 Product/Service Launch  Enhanced Talent Management
 Growth Strategy
Talent Management is eclipsing traditional HR
 Protectionist; fragmented; skill set; management information
 Fact-based
 Infrastructure enabled (process; service delivery; technology; structure; roles and measurement)
Innovative solutions are emerging to further differentiate leading organizations
 Fact-based: Business priorities; plan; solution(s)
 Solutions broader than talent management focused
 A significant trend is the changing nature of work
– What the work is Mobility
– How the work gets done Flexibility/Customization
– Where the work gets done Workplace Transformation
– When the work gets done
 Other emerging trends include: Global Sourcing; Accelerated Development
4

5. The Realities
The Old Reality The New Reality
People need companies Companies need people
Machine capital, and geography are the Talented people are the competitive
competitive age advantage
Better talent makes some difference Better talent makes a huge difference
Jobs are scarce Talented people are scarce
Employees are loyal and jobs are secure People are mobile and their commitment
is short term
People accept the standard package they People demand much more
are offered
5

6. What are the options?
Old Strategies New Strategies
Grow all your own talent Bring in talents at all levels
Recruit only when there is a vacancy Hunt all the time
Use traditional sources Tap many diverse pools of talent
Advertise to job hunters Reach passive candidates in their
comfortable workplace
Stay within compensation range
Break the compensation rules if needed
Recruitment is a filtering process be
Hire as needed or instructed Recruitment is about marketing and
screening
Develop a sourcing strategy for the
business
6

7. Talent Management
• The term "talent management" is usually associated with competency-based
management.
• Talent management decisions are often driven by a set of organizational core
competencies as well as position-specific competencies.
– The competency set may include knowledge, skills, experience, and personal traits
(demonstrated through defined behaviors).
– Older competency models might also contain attributes that rarely predict success
– New techniques involve creating a Competency architecture for the organization that includes
a Competency dictionary to hold the competencies in order to build job descriptions.
• Employee evaluations concern two major areas of measurement: performance and
potential.
– Current employee performance within a specific job has always been a standard evaluation
measurement tool of the profitability of an employee.
– Talent management also seeks to focus on an employee’s potential, meaning an employee’s
future performance, if given the proper development of skills and increased responsibility.
7

8. What is a vision? Attributes and types of visions
Attributes of a Good Vision Statement
• Conveys a crisp image of the future to your stakeholders
(i.e. employees, partners, clients, board of directors, community, government representatives, etc.)
• Clear and concise
• So compelling that it motivates others to action
• Results-oriented
• A stretch while still being achievable
• Makes sense throughout the organization
Types of vision statements
Target Visions Internal Transformation Visions
Focus on achieving a specific Focus on desirable internal attributes and/or
financial or non-financial target. requirements for change.
Common Enemy Visions Role Model Visions
Focus on attacking/winning Focus on modeling the organization after a specific best-in-
against the competition. class organization in the same industry or a different one.
8

9. What is a vision? Example HR-visions
Global
We want to maximize organizational effectiveness through unique HR solutions that
pharmaceutical continuously improve our people, process and structure.
firm
Global We seek to be leaders in the “people dimension of business”, helping our clients achieve
professional exceptional performance by providing services and solutions that address the people and
functional HR issues integral to business operations and performance.
service firm
US-based We want to partner with business leaders, fostering a safe, engaged workforce by
energy building global leadership and organizational capability, cultivating a high performance
culture and enabling employees to fulfill their potential
company
The HR Department will be an irreplaceable strategic partner and trusted advisor to our
Municipality employees and departments, seeking opportunity for collaboration and consensus
building while supporting each other when taking risks and pursuing innovation.
9

10. Develop the vision: Guidelines
• Start the statement with an intention like e.g. “we want to become”, “we
envision to evolve to”, “we believe that”.
• Envision something even better than what you consider to be the best possible
outcome.
• Try to summarize your vision using a powerful phrase (e.g. Microsoft's vision of
"A personal computer in every home running Microsoft software”).
• The purpose of the vision statement is to inspire, energize, motivate, and
stimulate your creativity, not to serve as a measuring stick for success; that is
the job of your objectives and goals.
10

11. Vision versus mission statement
Vision and mission statements are two separate entities that answer two different questions about the business.
Questions that are complementary in nature.
A vision statement answers the question, "Where do I see my business going?"
A mission statement answers the question, "Why does my business exist?”
Vision statements are future-focused and written with the end result in mind.
Mission statements are focused in the present and state the fundamental purpose of your business.
Sample mission statements
HR We provide quality HR services to attract, develop, motivate and retain a diverse
workforce within a supportive work environment. We do this with an emphasis on
department customer service based on consultation and communication with the campus
of university community.
Global
To improve our clients’ performance, productivity and profitability through better use of
professional their human capital.
service firm
11

12. How to win the Talent War
Embrace a
Talent Mindset
Differentiate,
Craft Employee
incentivize and
Value
affirm your Strategy
Framework for
Proposition
people
Talent
Development
Integrate Rebuild and
Development Align
into the Recruitment
organization Strategy
The 5 imperatives by McKinsey
12 12

13. “No matter how good or how successful you are, or how clever or crafty
you are, your business and its future are in the hands of the people you
hire.”
Akio Morito, Late Chairman of Sony
TALENT ACQUISITION
13

14. Recent Survey…
• Two 2008 global studies rank acquisition of top talent # 1 perceived value
service provided by HR
14

15. Talent Acquisition
15

16. Recruiting Challenges
• Wide access to data
• Expectations of hiring managers
– Quality, Time, Cost
• Expertise of hiring manager
• Demotivating pressures on recruiters
– Feedback only when things go wrong
– Formal training often lacking
• So…
– Recruiting is difficult.
– Hiring manager’s don’t get it.
• How do we get it right?
16

17. Planning & Execution
• Workforce Planning
• Service level agreement (SLA)
• Brand Building initiatives / Value Proposition
• Relationships with institutes / colleges / educational centers
• Contact events
17

18. Project Management
• Be proactive; call before questions come
• Make follow up a priority project
• Share good and bad news
• Keep all stakeholders posted with latest information pertaining to likely
outcome
• Partner with stakeholders
• Regular contact important
18

19. Measuring Talent Acquisition…
Quality of Hire Percentage of new hires that were the organization’s top
choice
Quality of Candidates The ability of the organization to define the knowledge, skills
and abilities needed to succeed in the job and work
environment and to source candidates that meet the
competencies
Program Satisfaction Hiring manager satisfaction with the recruitment and hiring
process and quality of candidates
Time-to-Hire The time it takes to hire a candidate to fill a position from job
open until the position is offered and accepted
New Hire Retention Rate The number of new hires who remain on the job for the first
12 to 18 months
New Hire Failure Rate The percentage of new hires in key jobs that were terminated
or asked to leave
New Hire Retention Rate The number of new hires who remain on the job for the first
12 to 18 months
Performance Ratings of “Contributor” or Whether top candidates meet or exceed expectations on
“Extraordinary Contributor” performance reviews
19

20. Some Talent Acquisition Strategies
• Proactively build and expand the pool of candidates.
• Seek to fill positions internally, if applicable.
• Improve candidates’ pre-screening process.
• Enhance employer brand and reputation in the recruiting market place.
• Explore new marketing outlets using Internet-based technologies (i.e., social
networking sites) to reach passive candidates and targeted groups.
• Create efficiencies in recruitment processes and workflows.
• Obtain input from hiring managers.
• Solicit new hire feedback.
• Emphasize strategic workforce planning beyond 18-months.
• Scale back or freeze talent acquisition efforts, when the need arises.
20

21. “Turned on” people figure out how to beat the competition,
“Turned off” people only complain about being beaten by the competition.
Ben Simonton, Author Of Leading People…
TALENT ENGAGEMENT
21

22. Accepted Wisdom about Employees
• Everyone can excel if they try hard enough
• People will work harder if they get paid more money
• Focus employee development on fixing weaknesses
• Organization’s outcomes are dictated by hard financial realities
• Key to growth is increasing demand
• Superior performance is due to improved technology
• Competencies, skills, and knowledge are more important than talent
• Superior performance is the consequence of rational thinking—don’t let
emotions get in the way
• “People” are an organization’s most valuable asset
22

23. The Real-World
• Employees who use natural talents produce significantly more than average
workers
• Emotionally committed employees form teams that deliver exceptional
outcomes
• Customers recognize the passion and commitment employees feel toward
them and respond emotionally
• Emotionally driven reactions build bridges between employees and customers
that create engagement
• Engagement is the key factor that drives growth
• Sustainable growth is the route to profits
23

24. Emotional Engagement
When the best performers are doing
what they are best at
24

25. The Gallup Path
Stock
Higher Profit
Increase
Sustainable
Growth
Engaged
Engaged
Customers
Employees
Great Managers
Id Strengths The Right Fit
Enter
here
25

26. Some facts…
Employee Engagement Outcomes
• 38% higher customer satisfaction
• 22% higher productivity
• 27% higher profits
Engaged Employees
• Perform 20% better
• Are 87% less likely to leave the organization
26

27. The Q 12
1. I know what’s expected
2. I have what I need
3. I do what I do best
4. I am recognized
5. Someone cares
6. Someone develops me
7. My opinion counts
8. My job is important
9. My colleagues are committed
10. I have a friend at work
11. Someone talks about my progress with me
12. I learn and grow 27

28. How do you know who’s engaged?
• Clear about purpose—seek ways to improve
• Bring full selves to work
• Highly skilled
• High need for achievement
• High energy
• Committed to team
• Upbeat and proud to work for you
28

29. Typical Employee Village
10%
15%
High Potential
High Achievers
Not Yet Engaged
55% 20% CAVE Dwellers
* Citizens Against Virtually Everything 29

30. Strategy
Not Yet Engaged: 55% High Potentials: 15%
• Average, Under-motivated • Talent + Aspiration + Engagement
• Uncommitted to talents • High confidence
• Mismatch between talents and job / • Keys to Engagement:
career • Leadership opportunities
• Keys to Engagement • New challenges
• Discovering talents • Development & Growth
• Finding a fit
• Partnership
• Support, coaching, development
CAVE Dwellers: 10% Hi Achievers: 20%
• Poor attitude • Steady performers with Depth
• Poor performance • Individual contributors and managers
• Toxic • Productive
• Keys to Engagement • Keys to Engagement
• Direct Feedback • Appreciation
• Help them leave • Expertise
• Recognition
30

31. Tactics
Employees Managers Leaders
Know self (talents, Be Active—Visibly
Assess talent
values, contributions) champion the effort
Create business
Prioritize Coach employees strategy that includes
Engagement strategy
Set Goals/Take Action Provide feedback Align vision, mission,
strategy, procedures
Communicate
Explore (feedback and organizational/depart Provide resources and
information seeking) ment needs active support
Balance talent with
needs Reward talent
31

32. “It’s as much about the act of
conversations, as it is about the
outcome of those conversations”
32

33. Top Ten Global Engagement Drivers
1. Senior management’s sincere interest in employee well-being.
2. The opportunity an employee has to improve skills.
3. The organization’s reputation for social responsibility.
4. Opportunity to provide input into decision making .
5. An organization’s ability to quickly resolve customer concerns.
6. An employee’s readiness to set high personal standards.
7. Excellent career advancement opportunities.
8. An employee’s interest in challenging work.
9. An employee’s relationship with her supervisor.
10. The organization’s encouragement of innovative thinking.
33

34. “Turned on” people figure out how to beat the competition,
“Turned off” people only complain about being beaten by the competition.
Ben Simonton, Author Of Leading People…
HR AS BUSINESS PARTNER
34

35. HR’s Role – a survey output…
• A recruiting/staffing function
• A control function, saying “no”
Today’s HR’s role • Business Partner function as pass-through channel
• HR is often used as “excuse” for defaults within the business
• Get basics right (payroll, personnel administration, compensation & benefits)
• Proactive and qualitative guidance on personal development, recruitment, talent
HR’s desired role management, etc
• Teaming-up with/making joint-decisions with the business (also more communication)
• Facilitate change and integration
Desired • Listening to the business (what are their needs?)
• Understanding what the business is about / what makes the business specifics
Competencies for (no one-size-fits-all)
HR • Knowledge of social regulations and company legacy
• Line management needs more coaching to execute their manager role
Line Manager’s • HR is expected to set the boundaries within which managers can decide on
HR-matters
participation • Line management is often uncertain to take up HR-responsibilities because they are
afraid of / not well informed of the implied consequences
Three • Find the weak spots in HR-operations and realize quick-wins / fix the basics
• Close a new pact with the groups / redefine the collaboration (e.g. consultation cycle)
Recommendations • Improve business partnership: understanding needs, stronger mandate, clear role split
for HR BP, experts and operations
35

36. HR Business Partner’s Capabilities and Competencies
Key competencies
Business HR Capabilities
Grounded Expert
• Business Insight
• Client Relationship
We are BUSINESS
Management
CATALYSTS by
Change We are
developing and Trusted • Business Planning & Strategy
implementing HR strategies,
Leader AMBASSADORS Advisor
ensuring the voice
policies, processes and tools • Influencing, Coaching &
related to the Human element
of the employee is
of our business and acting as
heard
COACHES to the relevant Mentoring
Business Leadership Group on
all people related matters • Business Consulting
• Service Management
We are the CUSTODIANS of the
consistent application of the • Leading Others
We are SERVICE corporate principles, policies,
PROVIDERS to the business guidelines, processes and tools
on specific areas of HR as well as ensuring compliance
Engaged expertise and to employees with all labor regulations
Business
Partner Driver
Insightful
Observer
36
36

37. HR of tomorrow - The four roles of HR
HR must evaluate how it is performing today and how it wants to perform in the future.
Manage change and Provide leadership in
maximize workforce workforce and talent
performance to assist in Leading Edge strategies, and leadership
business strategy development, ensuring
implementation. (e.g. Assist alignment with and input to
business leaders with the the business strategy. (e.g.
planning for the people Threshold
Partner with the business
implications of change, such Performance leaders to understand
as identifying relevant forward-looking talent
training) requirements)
HR
CFO
Focus
Triangle
Create and implement relevant Focus on HR service
HR policies and procedures delivery to drive
that: foster adherence to efficiency and
defined corporate values; effectiveness. (e.g.
ensure regulatory compliance; Optimize the use of
and enable workforce risk recruiting technology)
management.
(e.g. Provide training and
education on what it means to
live Client X’s corporate values) 37

38. Steward:
staying ahead of the curve on ethics, compliance, risk and governance
Roles and competencies
Leading Edge
• Focus : Develop, manage and govern HR policies and compliance;
manage international HR compliance; manage workforce risks;
build culture of performance out of compliance
Threshold
Performance • Role: Compliance and Governance Regulator (Corporate
governance advisory and workforce risk management)
• Competencies: Reporting, compliance and guidance, good
HR
CFO judgment, organizational awareness
Focus
Triangle • Critical Issues : Workforce risk management and broader guidance
on controls to address workforce issues; establishing clear
accountability and internal controls; developing appropriate tone at
the top; finding ways to use compliance projects as a catalyst for
performance improvement
What leading organizations are doing
• Manage labour related risks – regularly auditing HR processes and
developing a formal strategy for mitigating workforce-related risks
• Play important role in larger challenge of building an ethical and
informed workforce (employees who know, understand and believe
in what they need to do)
• Strengthening HR’s reporting lines to ensure effective service
delivery (client focused)
• Develop controls (policies and procedures) and metrics to embed a
culture of performance
38

39. Operator:
efficiently and effectively executing the core HR transactions
Roles and competencies
Leading Edge
• Focus : Efficiently deliver HR services; design and foster the optimal
connection between HR and the company; quality service level
definition
Threshold
Performance • Role : HR service delivery owner (HR service delivery & vendor
manager, and performance and reward program architect)
• Competencies: Leverage system capabilities, program/project
HR
CFO management, problem solving, and communication
Focus
Triangle • Critical Issues : Operating model development and its continual
evolution with the needs of the business; service delivery; shared
services and outsourcing
What leading organizations are doing
• Developing a vision for assessing current programs against that
vision to identify improvement opportunities
• Designing performance management programs to measure and
evaluate performance of HR employees
• Focused on improving efficiency and effectiveness
• Administrator and functional/technical expert
• Aspires to be a strategic business partner, but most not there yet
• Significant emphasis on creating shared services organizations, with
HR generalists in the field
• Service is provided efficiently in-house or is outsourced to ensure a
premium isn’t paid for basic HR transactions
• Understand their function to anticipate their HR operating
requirements 39

40. Catalyst:
creating a work environment that helps people perform their best
Roles and competencies
Leading Edge
• Focus: Provide organizational design and performance optimization
services; change organization behavior and establishing a value
attitude; assist the business with change management associated
Threshold
Performance with strategy implementation
• Role: Organizational/performance/change / Location al
• Competencies: Business perspective, organizational agility and
HR
CFO facilitation, conflict management; Strong communication and
Focus
Triangle change management skills
• Critical Issues : Maximize performance of the workforce; org.
structures that promote collaboration and innovation; creating a
work environment that helps people perform their best
What leading organizations are doing
• Take a lead role in helping the executive team and workforce deal
with change
• Flexible and scalable for change
• Constantly improving capabilities
• Driving accountability through personal leadership, measurement,
and commitment
• Embedding the value of strong people management throughout
the organization
40

41. Strategist:
moving from supporting strategy implementation
Leading Edge
Roles and competencies
• Focus: Coach and leadership developer; forward-looking talent
management (contribute to business strategy, translate enterprise
Threshold
strategy into global workforce requirements, forecast talent needs,
Performance address talent gaps; orchestrate learning, skills and career
development)
• Role : Workforce and talent management strategist
HR
CFO
Focus
• Competencies: Critical thinking, global perspective, strategic agility,
Triangle dealing with ambiguity,
• Critical Issues : Steering and informing the direction, helping the
CEO and other leaders craft strategies that make sense in light of
the labour trends and available talent
What leading organizations are doing
• Focused on driving business value, not just meeting internal
customer needs
• Easily accessible expertise and tools to solve business challenges
• Partnering with business in creating strategies, not just reacting to
outputs
• Tracks key people metrics for the business to help clarify impact of
people on business value
41

42. Dhananjay Bansod on behalf of NHRD
THANK YOU
42