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Developing Managers as Talent Leaders

Published in: Career, Business, Technology
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  1. 1. Developing Managers as Talent Leaders Catherine J. Rezak, Chairman and founder Paradigm Learning Southwest Florida Chapter ASTD and FTM-HRMA
  2. 2. The war for talent is on! External pressures • Retiring baby boomers • Decreasing number of young people • Increasing job opportunities Internal pressures • Limited resources • Disengaged employees • Unwanted turnover
  3. 3. 1 in 3 new employees  begin job hunting  on the first day.   — Aberdeen Group Did you know…
  4. 4. 87% of new hires decide  to stay or leave within six  months. — Kaye & Joran-Evans,      workplace satisfaction experts Did you know…
  5. 5. It costs $5,000 to hire one  employee and $10,000 to replace him or her. — Did you know…
  6. 6. In your company, whose job is it to… • Source candidates • Interview • Hire • Orientation • Retain employees • Transition employees
  7. 7. Is it HR or management? • The balance of retaining and  developing employees falls  considerably on HR • Managers at all levels often abdicate  their own accountability for these critical  responsibilities to HR and/or the training  department
  8. 8. HR’s roles … • Guide strategy • Identify knowledge and skill requirements • Develop job descriptions • Create interview Guidelines • Onboarding • Post jobs • Track employees HR can and should guide the organization’s overall talent development and management strategy.
  9. 9. HR’s Roles… HR departments must support  all of these efforts. However, managers who rely  too heavily on support departments  can undermine all the best sourcing systems,  tools or company procedures.
  10. 10. To truly be successful in an organization today, the ultimate  accountability for attracting and  retaining employees must rest  with your managers. Talent management success
  11. 11. Paradigm Learning’s 2007 Talent Leadership Survey We conducted a recent survey with a group  of HR executives at Fortune 500 companies  to learn more about how managers – especially  mid-to lower-level managers – view  their talent leadership accountability.
  12. 12. Paradigm Learning’s 2007 Talent Leadership Survey 8.39%  30.93% 50.41%  10.26% Strongly agree Somewhat agree Disagree Try to find talented people Recently, it has become easier for my company to find the right people to place in jobs. It isn’t easier to find employees.
  13. 13. Paradigm Learning’s 2007 Talent Leadership Survey 31.60%  42.42% 14.77%  11.2% Very well So-so Not well at all Not a chance In my organization, managers partner with HR to source candidates for open positions. Managers are not partnering with HR as much as HR people would like to see.
  14. 14. Paradigm Learning’s 2007 Talent Leadership Survey 8.04%  16.11% 49.29%  13.71% Very well Pretty good Need some help Only if the employee asks Managers in my organization do a great job making sure they give regular and specific feedback on their performance. Managers should give regular and specific feedback about employee’s performance.
  15. 15. Paradigm Learning’s 2007 Talent Leadership Survey 5.42%  41.42% 36.72% 16.59% Great job OK Not very well Don’t know they’re supposed to Managers recognize and reward employees while keeping them engaged with the organization’s vision and strategies. Managers need support in employee recognition and engagement.
  16. 16. Paradigm Learning’s 2007 Talent Leadership Survey • Managers involved in lower levels  of work due to – Corporate downsizing – Increased productivity demand – Employee turnover • Time is a scarce resource. • Managers as talent leaders, benefit the  organization.
  17. 17. Beyond talent development … managers as talent leaders What does it take to be a successful talent leader?
  18. 18. The A-R-T of talent • Attracting • Retaining • Transitioning Talent leadership is more A-R-T than Science
  19. 19. Attracting • Sourcing • Hiring • Onboarding Managers as talent leaders
  20. 20. Sourcing Managers as talent leaders • Finding or creating a  qualified pool of candidates  for current and future  positions
  21. 21. Hiring •  Making decisions to      get the right people into      the right job Managers as talent leaders
  22. 22. Onboarding •   Getting new       employees       comfortable,       connected       and productive Managers as talent leaders
  23. 23. With the right people aboard, the battle shifts to retention.
  24. 24. Retaining talent How can companies improve retention  in the face of these challenges? – It is the managers throughout the  organization that will make the difference. That brings us to retaining talent.
  25. 25. 6 in 10 workers plan to  leave their current job in  the next two years. — In today’s job market, employees are more selective about whether to stay or go. As a result…
  26. 26. 1 in 4 workers is dissatisfied  with his or her job. —
  27. 27. Employee Engagement Index 29% 54%  17% Truly engaged –work with a passion and feel  a profound connection to the company Not engaged – putting in time, not energy or passion Actively disengaged – unhappy and act out unhappiness at work — Gallup Survey
  28. 28. Retaining • Managing • Engaging • Developing What do effective talent leaders do in the area of retaining employees?
  29. 29. Managing • Providing effective  day-to-day supervision,  feedback and  reinforcement Managers as talent leaders
  30. 30. Engaging • Keeping employees  connected and enthused  about the organization Managers as talent leaders
  31. 31. Developing • Providing opportunities to  increase employees’ skills  and abilities Managers as talent leaders
  32. 32. Transitioning • Expanding • Transferring • Letting go Managers as talent leaders
  33. 33. Expanding • Seeking or  creating new  roles and  responsibilities Managers as talent leaders
  34. 34. Transferring • Networking to  export or import  talent for the  good of the  organization. Managers as talent leaders
  35. 35. Letting go • Ending a working  relationship  with an  employee Managers as talent leaders
  36. 36. Senior leaders’ roles in talent leadership • Model best practices • Provide resources • Give ongoing support • Communicate vision and strategy Big picture: How do you communicate this strategy
  37. 37. Discovery learning Research has demonstrated that people learn  best when they are actively involved in the  learning process.  How can Discovery Learning be used in my organization? Over the years, “discovery learning” has been  proven to appeal to all types of  learners, as it accelerates knowledge  and skill acquisition and ensures  long-term retention.
  38. 38. Discovery learning techniques • Stories – Create a story that engages  learners from the very start and helps the  retention over time.  • Simulated situations – Replicate a slice of  reality from your workplace that is time  compressed and safe, so learners can make  mistakes and learn from them without real- world consequences.
  39. 39. Discovery learning techniques • Engaging visuals – Maps and models  help imprint critical content during your  learner’s experience and  provide a take-away reinforcement  tool for ongoing retention. 
  40. 40. Discovery learning techniques • Gaming techniques – Chips, cards, game  pieces, dice, timers and more… there is  nothing like a little fun and gamesmanship to  increase the impact of the learning. • Self-reflection – Your learners will be able to  bring the lessons learned back to their  everyday workplace and situations through  experiential based connections. 
  41. 41. The Discovery learning benefits are clear. • Training is condensed. • Programs are fun, fast paced and  energizing. • Participants absorb course content via  active participation. • Sessions are highly customizable. • Retention is high.
  42. 42. A challenge to HR professionals • Consider the attitudes, motivations and skills of  your own managers. – Do they understand their critical role  as talent leaders? – Do they have the knowledge and skills they need  to be successful?
  43. 43. The bottom line Organizations must make talent management a  top priority. They must source and develop talent  carefully, keeping employees engaged and  committed while removing underperformers. They also must ensure that every manager in the  company understands the rules of engagement  and embraces a leadership role in talent  management.
  44. 44. The war for talent is on … are your managers ready? For more information, visit