This document discusses the importance of talent management and people strategy in organizations. It emphasizes that people are the prime source of competitive advantage and organizations must focus on hiring, developing, and retaining top talent. It also stresses that leadership plays a key role in creating an engaging work environment where employees feel valued and understand their contributions. Finally, it highlights that fundamental principles like trust, honesty, and communication are timeless aspects of an effective people strategy.

1. Why don’t they listen? Bob Sullivan Principal, Career-Forward www.career-forward.com

2. People Strategy “ The toughest decisions in organizations are people decisions-hiring, promoting, firing, etc. The ability to make good decisions regarding people represents one of the last reliable sources of competitive advantage since very few organizations are very good at it.” - Peter Drucker

3. People Strategy

4. Human Resources

5. Employee Life-cycle

6. Human Resource Practices How do we keep the “A” players Loyalty, Energy and Engagement Leveraging the tenured talent Motivating generation X and Millennials “ Zoo Theory” Managing the Talent Pool…keeping the good and getting rid of the bad

7. What Do Employees Want? Not to Feel Anonymous Not be Irrelevant Have Measurement All interactions cause a reaction

8. Anonymity Direct correlation to self-esteem Impact Demeanor Impact Family and Friends Impact their performance or production Solution: Make them feel special…get to know them Take responsibility for influence as a leader Ensure your managers are aware of their impact

9. Irrelevance People need to see their contribution to the cause Teachers, Firefighters, Priests, Military (Save Lives) Solution: Saving or Producing…its important Impact on the bottom-line

10. Immeasurement Ambiguity creates Chaos Sales folks are typically satisfied Southwest Airlines folks understand their contribution Difficult in sole roles…be creative Solution: Individual scoreboard Always know…how am I doing Ruler of success

11. EMPLOYEE ACTIONS MATTER. You represent the company at all times. Your actions have consequences for yourself, your co-workers, our customers, and our business. Take pride in your work and strive to provide our customers with friendly, knowledgeable, efficient service that sets the company apart from our competitors. Strive to exceed stated goals and expectations. Know and abide by Company Rules of Conduct and procedures. Treat co-workers and direct reports with the same high degree of courtesy and responsiveness that we provide our customers. Embrace change and accept challenges and new opportunities with an open, positive attitude. Employees Responsibility

12. Talent Management

13. Talent Management Talent acquisition…who’s job is it? The three “R’s” recruitment, recognition and retention Hire the best…Be the best Do not compromise on talent Are you looking at the farm teams? Nurturing your next generation leaders Cohesive Persuasion

14. Talent Management People are prime sources of competitive advantage. “An Employer of Choice” Is finding, hiring and promoting better people at all levels While sensitively but systematically dealing with chronic under performers

15. Leadership Development

16. Leadership Development To develop the management skills of leaders to achieve improved levels of effectiveness and business performance

17. Leadership Development

18. Create and support a positive, open work environment that encourages open communication, sharing information, giving feedback, learning and meaningful participation in the business. Managers must encourage employee development and guide employees to maximize their potential and achieve their career goals. Managers must encourage, recognize, and reward positive performance. Managers must also provide frequent, accurate, and specific feedback that keeps people on track in their performance and encourage them to achieve at the highest levels. Managers have the responsibility to recruit, hire, train and promote a highly talented, diverse workforce in contributing to the attainment of the company business goals and objectives. Ask questions and bring concerns or problems for resolution. Leaders Responsibility

19. People Strategy Organizational Culture Communication, Communication, Communication Fundamental Principles Non-negotiable Trust Honesty Sacrifice Relationships Passion about what you do Sincerity Enthusiasm Willing to answer the tough questions

20. Why do most fail? People Strategy Lose sight of the fact that people accomplish the task/results Taught during training…Don’t get Personal, takes a life of its own We don’t recognize the impact leadership requires We don’t take responsibility for that role

21. Summary In the end People are the company’s highest valued asset Mentoring is your job as a leader Fundamental Principles are timeless Learn from your experiences What you do today…does not have to define what you do tomorrow

22. Bob Sullivan Principal, Career-Forward 1272 Gold Crest Dr. Medina, OH 44256 P: 330.722.2515 F:330.241.4037 www.career-forward.com [email_address]