Hrinz Change Management Sig

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I've done this workshop for the Change Management SIG of th Human Resources Institute New Zealand.

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  • TM strategy is directed by the availability of specific skills in the market place.Skill surplus  Recruitment is Talent ManagerSkill shortage  L&D is Talent ManagerMost companies deal with a mix of skill shortages and surpluses, therefore differentiated TM strategy is needed.
  • The entire TM process is aimed at creating bench strengthThe power of integration is that it increases the effectiveness of people management.
  • Also marketing / commercial plan, ICT infrastructure, financial plan, market distribution plan
  • Hrinz Change Management Sig

    1. 1. Talent Management as the key instrument to adapt to changing demands<br />By Maik Beekmans<br />HRINZ Change Management<br />9 March 2010<br />
    2. 2. Programme<br />Introduce myself<br />What is Talent Management?<br />Where to start with Talent Management?<br />How to use Talent Management for driving change<br />
    3. 3. My name<br />MAIK <br />Same pronunciation as<br />MIKE <br />
    4. 4. My background<br />Business Consultant – Beekmans Consultancy (national and local government, banking, hospitality, healthcare, chemical logistics) <br />HR Project Manager – Hospital Group NL<br />HR Manager – Bosch Automotive<br />HR Director & Acting Site Director – Sitel Netherlands<br />Currently:<br />BD Director – Centranum Systems Ltd.<br />Talent Management New Zealand on LinkedIn.com<br />
    5. 5. What is Talent Management?<br />Are we as HR professionals on the same page?<br />
    6. 6. What is talent management?<br />Lots of confusion: different definitions and perceptions.<br />In NZ most commonly claimed by the recruitment industry.<br />Or a (set of) measure(s) to retain top performers/top talents. <br />Otherwise associated with Learning and development<br />
    7. 7. What is TM according to…<br />HR Managers on LinkedIn Talent Management Groups:<br />“… development of potential by facilitating, directing and optimizing of the individual learning process”.<br />“… to recognise, acknowledge and utilise talents in the organisation”.<br />“… identifying and developing of top talent”.<br />US Society of Human Rescources: <br />“… to align human capital and business strategies to support organisational and financial goals, resulting in positive impact on shareholder value”.<br />
    8. 8. Global Research <br />Dr. Nicky Dries, University of Brussels points out<br />that the limited academic literature on Talent<br />Management reveals three distinct theoretical<br />perspectives: <br />talent management as acollection of HRM practices;<br />talent management as apipeline process; <br />talent management as a general focus on talent in any organisation or function. <br />Peter Cappelli, Harvard Business 2008:<br />Talent management is the process through which employers anticipate and meet their needs for human capital. Getting the right people with the right skills into the right jobs” <br />
    9. 9. Aberdeen Research Group, Dec-’09<br />“The key to organic organizational growth in 2010 <br />will be the proper alignment of the workforce with a <br />company's near- and longer-term goals. As a result, <br />2010 will be a year in which nearly three-quarters of <br />organizations will increase emphasis on talent <br />management. To achieve this desired alignment, <br />organizations are integrating formerly disparate <br />talent management processes, systems, and data. <br />While our research shows the vast majority of <br />organizations have only achieved integration across <br />two elements of talent management, those <br />that have are reporting superior performance gains.”<br />
    10. 10. So what is it? Commonalities!<br />Sourcing strategy is dominant: Make or buy<br />TM gets it direction from the business strategy. Be prepared for today And tomorrow!<br />TM is a process of HR activities, rather than a disparate singular activity, and it incorporates HR processes for sourcing, deployment, development and retention.<br />It has the feel of doing HRM in a smart way.<br />
    11. 11. Working definition Talent Management<br />Strategically aligned and integrated people processes and activities targeted at attracting, recruiting, deploying, developing and retaining skills and talents for current and future business needs.<br />This is a very big challenge!!! What does this mean? Where do we start?<br />
    12. 12. Start your Talent Management journey<br />WHERE TO START? <br />
    13. 13. Starting with Talent Management:Make or buy strategy<br />
    14. 14. Talent Management Process<br />
    15. 15. Hey, wait a minute!!<br />Is that not just what you are doing right now????<br />Yes and no.<br />Separate processes usually are in place, however they are rarely linked. Mostly forms / paper based. Information is hard to ‘transport’ to a next stage. <br />Therefore qualitative management information needed to direct and adjust TM strategy is not being generated.<br />
    16. 16. Where do we start?<br />A couple of simple principles have to be in place:<br />Invest in strong expectation management<br />Understanding of your outside and inside employment market.<br />Convert separate HR processes to one overall TM process<br />Collect performance and development data in a way that you can consolidate it later on.<br />Information is the key component for aligning your TM efforts<br />
    17. 17. TM is not complicated!<br />Simple principles; but a lot of work.<br />Overall goal is creating bench strength<br />Integrate the ingredients (HR tools and processes) you already have!<br />Fast pay off (better 1st line management skills, more engaged staff, faster response times in changing environments, less attrition, less replacement costs)<br />
    18. 18. 1. Create a solid base for TM<br />Define expectations in detail:<br />♦Job description♦Capability profile♦ Values ♦<br />♦(Technical) competencies♦Objectives♦<br />
    19. 19. 2. Map individual capabilities<br />Map actual capabilities in personal portfolios<br />♦Education ♦ Training ♦ Certification ♦<br />♦Experience ♦ Competency ♦ Knowledge ♦<br />♦Attributes ♦ Perceptual ♦ Physical ♦ Etc. ♦<br />
    20. 20. 3. Assessment of performance<br />Track performance throughout the year. It is an ongoing discussion.Have formal performance processes in place.<br />Performance management has three distinct purposes:<br />♦Performance♦Development ♦Talent identification♦<br />
    21. 21. 4. L&D Strategies<br />L&D has a strategic impact. It is directed from the need for bench strength for particular positions. ♦Training needs analysis♦Learning Management♦♦ Development Planning ♦ Training effectiveness Evaluation ♦<br />
    22. 22. 5. Develop towards succession<br />Starting from a make or buy strategy, you create bench strength:♦Talent pool management♦Career planning♦Succession planning♦<br />
    23. 23. 6. Generate Talent Intelligence <br />♦ Integrate TM process through database ♦ <br />♦ No business improvement without information ♦ ♦ Regularly review in-, through- and output information to evaluate effectiveness of TM strategy and its individual tools ♦<br />
    24. 24. How to use Talent Management to drive change?<br />
    25. 25. Formal Change Management<br />
    26. 26. How to integrate these 3 models?<br />Directed by: <br />♦ Business Needs<br />♦ Employment Market<br />♦ HR Expertise<br />
    27. 27. Make or buy strategy<br />
    28. 28. Integrated Talent Management<br />
    29. 29. Integrated Talent Management<br />
    30. 30. Integrated and aligned Talent Management<br />
    31. 31. Integrated and aligned Talent Management<br />
    32. 32. Integrated and aligned Talent Management<br />
    33. 33. That’s all folks!!<br />Want to continue the discussion? Interested in <br />hand-outs for this presentation?<br />maik.beekmans@centranum.com<br />027 668 0012<br />www.centranum.com<br />

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