#TFT12 Breed Lewis

Planting the seeds
Overcoming talent shortage today
and tomorrow

Breed lewis

Planting the seeds

Overcoming talent shortage today and tomorrow

Topics

1. Workforce across the generations
2. Employee Engagement
3. Talent Management
4. Retention Myths
5. Capabilities
6. High Potentials
7. Career Paths

Macanta Consulting 2012

“Take our 20 best people and
virtually overnight, Microsoft
becomes a mediocre company”
Bill Gates


Talking ‘bout Generations
Who they are Silent Gen Baby Boomers Gen X Gen Y
1925 – 1945 1945 - 1964 1965 - 1977 1978 - 1995
When in Live to work Work to live Like Xers on steroids
Motto command, take
charge

Values Work itself, and Respect, Work/life balance, Immediate feedback &
colleagues empowerment, individualism, payoff
challenge & growth entrepreneurial Hard work pays off
Technology Technology

Preferences Work with strong Results oriented work Harmonious work Challenging meaningful
leaders environment, environment. flexibility work, high expectations
stability of success

Relationship to Willing to learn Be included in Not intimidated by Little loyalty to employer
employer new skills decision making authority

Ramon Costa, Business Productivity Advisor at Microsoft Innovation Center


Generation Y?

“The problem with today’s youth
is that they think they know
everything, they are impatient to
make their mark and change the
world and just want the older
generation to step aside and let
them take over before they have
even learned what needs
changing”
Anonymous

© Macanta Consulting 2011

Introducing the “C” Generation

• Connected
• Communicating
• Content-centric
• Computerised
• Community-oriented
• Always Clicking!


What are they looking for?

• Workplace flexibility

• To be technology enabled

• Relationship based interactions


Employee Engagement
• Buy-in, support.
• Employees have a real voice, not a token
voice.
• Ideas from many sources, action from
many sources
• Values are embodied throughout the
organization.
• Is not about programs, perks, or pay.


A Model for Employee Engagement
High
Credible Supportive Job & Career
Performing
Leadership Co-workers Satisfaction
Organization

Engaged Workforce

High Productive & Satisfied &
Committed
Performing Profitable Loyal
Employees
Workforce Organisation Customers


The Challenge

“A relatively small group of people at the top can hold the
organization’s capacity to change hostage …….to their own
personal willingness to adapt and to change”

Gary Hamel, world leading expert on business strategy.


Talent Management: What is it?
• Alignment of employees with business priorities to deliver
greater performance and results

• Keeping “the end in mind”: performance management,
competency, leadership development, and succession
planning

• As organisations strive to meet strategic goals, they must
ensure that they have a continuous process for recruiting,
training, managing, supporting, and compensating their
employees


Why Talent Management?

• The context in which we do business is more
complex and more competitive
• Employee expectations are changing with a
desire for work-life balance and meaningful jobs
• “The War on Talent”: workforce demographics
are evolving as large numbers retirees leave
• Emerging technologies are changing the
employee competencies needed in
organizations


Evolution of Talent Management

• Personnel Department

• Strategic HR

• Talent Management


Old Mindset about New Talent Mindset
Employees
A vague notion that “people are our A deep conviction that better talent
most important asset” leads to better corporate performance

HR is responsible for people All managers are accountable for
management strengthening their talent pool

We have a two-day succession Talent management is a central part of
planning exercise once a year how we run the company

I work with the people I inherit I take bold actions to build the talent
pool I need

Ed Michaels, Helen Handfield – Jones, Beth Axelrod, The War for Talent, 2001.


What are you looking for?
A service culture?
• Customer first – internally & externally
• Collaboration & teamwork
• Proactive – not reactive
• Learning organization
• Creativity & empowerment
“Culture is one of the softer elements of an organization’s identity but it’s
extremely important when you want your organization to improve its service
delivery system.”
Glenn Remoreras


Obstacles to good Talent Management
1. Senior managers don’t spend enough quality time on talent
management;
2. Organisation is ‘siloed’ and does not encourage constructive
collaboration, sharing of resources;
3. Senior leaders are not sufficiently involved in shaping talent
management strategy;
4. Senior leaders do not align talent management strategy with
business strategy;
5. Line managers do not address underperformance effectively,
even when chronic.


5 Retention Myths

1. HR should have fixed it!
2. She left for more money
3. We can fix it by packaging salaries effectively
4. We got it wrong at recruitment stage
5. We can fix all of the turnover issues


Passion & zeal
Value and engagement

Creativity

Initiative

Intellect

Diligence

Obedience

Commodities

"The important thing is to be able at any moment
to sacrifice what we are for what we could
become.“

Charles du Bos


Managers and Leaders

• Define the culture of your workplace.
• Seek advice from on-the-ground leaders.
• Test your assumptions and messaging with
these leaders before taking anything
company-wide.
• If you are restructuring say why.
• Describe everything ‘workplace’ in terms
that relate to employees..


Recognition & Empowerment

• Provide employees with the tools, resources, training, and
information they need to be successful.
• Give ongoing performance feedback — both positive and
corrective.
• Foster a collaborative working environment.
• Demonstrate faith and belief in your employees’ skills,
abilities, and decisions.
• Thank employees and acknowledge their contributions on a
regular basis.


Work-life Balance


Build an Atmosphere of Trust

• Behavior of leader/manager speaks
louder than words
• Communicate constantly with
employees
• Encourage people to express their
ideas and opinions
• Hold people accountable for adhering
to the organizational values

“The art of communication is the language of leadership” James Humes


What Drives High Potentials?

• Challenges
• Problem solving
• Creativity
• Curiosity
• Seeing results of efforts
• Making things happen
• Opportunity to make a difference
• Influence


Investment in High Potentials
• Education (10% of development)
– Workshops/Courses
– Recommended reading
– In house training
• Exposure (20% of development)
– Networking events
– Forums
– Mentoring/Coaching
– Feedback from Management
• Experience (70% of development)
– Rotation
– Role shadowing
– “Breakthrough” goals
– On the job experiences (structured for
development)
– Initiatives

The Process

• Identify high potential candidates
• Nominate them
• Participate in round table discussion
• The number will be based on the succession
plan for key staff members
• Engage with HR to devise a talent
development plan
• Ensure that you have mentors for high
potential candidates


Discuss Career Path

Technical

Architect
Programmer
Business Support
Incident Analyst

Service Desk
Administrator
Personal Assistant
Management
DBA Operations Manager IT Director
Business Relationship
Analyst Manager Facilities Manager Chief Information Officer
Operator Service Owner Continuity Manager
Super User


Pathways

Professional Technical
Manager Specialist
Consultant Expert


Expected Outcomes for Organisation

• Early identification of ‘talent pool”
potential;

• Recognition in the industry for
developing talent;

• Improved attraction and retention.


In a downturn, Talent is all you have!

• Continue to maintain and invest in your talent programs

• Do not sacrifice your values, principles, or people

• “Only when the tide goes out do you know who has been
swimming without a bathing suit.” (Warren Buffet.)

• Your loyal people are, in effect, your bathing suit!

• Many great people are on the market. Use it as an opportunity
to build your talent.


5 Affordable Ways to Retain Talent

• Offer professional development
• Provide work-life balance
• Leave without pay for travel
• Variety of projects
• Tuition reimbursement
• Quality and timely feedback


Integration of Programs

Knowledge
Management


Best Practice Talent Management

Business Priorities
Talent Management Organizational Capability

Attract, develop Ensure maximum
and retain ROI from Talent

Thank you.

breed.lewis@macanta.com.au


WITH THANKS TO OUR SPONSOR
bmc FOOTPRINTS

#TFT returns may 2013

#TFT12 Breed Lewis

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