Kathy Kraus has over 15 years of experience in human capital and talent management. She will be presenting at an upcoming talent management conference on developing future leaders. The presentation will discuss redefining how organizations identify talent, developing a framework for accelerating leadership development, and assessing leadership and talent gaps to ensure organizations are prepared for the future. It will also explore how the nature of work and leadership is changing, with a focus on building skills like critical thinking, creativity, and collaboration to enable future success.

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C A T A L Y S T
C O N S U L T I N G
KNOWLEDGE RESOURCES: TALENT MANAGEMENT CONFERENCE
2 2 n d – 2 3 r d M a y 2 0 1 9
FAST TRACKING HIGH
POTENTIAL LEADERS

2. 2
Kathy Kraus
Background and Experience
▪ Kathy has over 15 years’ experience in integrated Human Capital and Talent
Management designing and implementing business and people strategies,
Human Capital frameworks, processes, systems and tools across SA and
Africa, with HR and business leadership teams and executive committees.
▪ Kathy has significant consulting, facilitation and engagement experience with
diverse stakeholders, and has lead Talent Management across a global
business in Banking (Business, Function and Geography).
▪ Kathy’s core skills include;-
▪ Building capability across HC (frameworks, competencies, organisation
design).
▪ Defining integrated talent strategies (alignment to business strategy across
talent, learning and development, assessments, graduate development,
resourcing, performance management and transformation).
▪ Designing talent and leadership development approaches and frameworks
(coaching and mentoring, mobility, stretch assignments, promotions).
▪ Leading and supporting talent reviews and the implementation of talent
management frameworks through facilitating individual and business unit,
country and exco-level conversations (talent strategy, organisation capability,
talent identification, critical roles and succession, strategic career and
development planning, engagement and retention).
▪ Supporting Group Executive Committees and Board talent reports and
analytics, including internal and market trend analysis.
▪ Designing and implementing of Integrated Talent System, including Metrics,
Reporting and Analytics Framework.
▪ Enabling the integration of Talent Management value chain (i.e. recruitment,
talent sourcing, transformation, leadership development programmes and
psychometric assessments).
▪ Consulting on best practise and thought leadership.
▪ Designing and implementing transformation dashboards to support and
enable the achievement of BBBEE objectives.
Kathy is currently Deputy Managing Director and a
Principle Consultant for Catalyst Consulting
working across strategic human capital, organisation
development talent management, leadership and
learning and change management.
Qualifications
▪ Bachelors Degree in Business Administration (HR,
Strategy and Change Management)
▪ Certified Change Management Practitioner
▪ Project Management

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Contents
▪ The business case for developing future leaders
▪ Redefining how we identify talent
▪ Framework for developing our future leaders
▪ Unpacking current leadership gaps – asking the
right questions

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Video Links
The Workforce of the Future
https://www.youtube.com/watch?v=dO5SKYF3iWE
Just Imagine
https://www.youtube.com/watch?v=jHNetehfW9w

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Just Imagine

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Megatrends
Source: PwC’s Global Megatrends, 2019

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Organisational Drivers are Shifting

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Organisational Processes are Shifting
Source: Bersin, Deloitte 2018

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New Rules for Leaders and HR

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Leadership is Evolving
Manager
Industrial Age
Leader
Information Age
Ideas = Power
Creator
Brain Focused
Vulnerable
Who knows?
Every direction
feedback
Control = Power
Systematic
Task Focused
Measured
I know
No feedback
Neuroleader
Imagination Age
Knowledge = Power
Visionary
People Focused
Courageous
We know
One-way feedback

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Future Skills for Success
Source: “Future of jobs report 2018” (World Economic Forum)
▪ Analytical thinking and innovation
▪ Active learning and learning strategies
▪ Critical thinking and analysis
▪ Creativity, originality and initiative
▪ Leadership and social influence
▪ Complex problem-solving
▪ Emotional intelligence
▪ Reasoning, problem-solving and ideation
▪ Systems analysis and evaluation
▪ Technology design and programming

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Talent Management

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Traditional Talent Management
Levels of work
Competency standards
Identification of potential
Segmentation
Talent pools
Identification
Strategic sourcing
(Alumni, gig economy /
outsource)
Proactive talent mapping
Attraction and EVP
Candidate relationship
management
Social sourcing
Attraction
Employee experience
Leadership & culture
Roles & careers
Reward & recognition
Alumni catch & release
Retention
Talent pool management
Accelerated journeys
Deployment/mobility
Self-driven learning
Coaching/mentoring
Succession management /
development
Development
Employee experience
Leadership & culture
Roles & careers
Reward & recognition
Alumni catch & release
Engagement
Talent principles
Organisation development
Workforce planning and
segmentation
Succession planning
Planning
STR STR

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Talent Management Today
Development
Engagement
Retention
Talent
Reviews
Identification
Planning
Succession
Attraction
Talent
Supply
Talent
Demand
January

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Traditional Tools for Identifying Talent
Aspiration
Attitude
Ability
Performance
Potential

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Multi-Dimensional Model of Potential
Curiosity
Self-awareness, flexibility, adaptability
Creativity
Creative thinking, innovation, ambiguity
Critical thinking
Courage, connection,
Change
Influence, direction, agility
Collaboration
Communication, trust, empathy
Consciousness
Global awareness, responsibility,
contribution
Self-directed learner
Active professionalConcerned citizen
Confident contributor
Agility
AdaptabilityAgency
Humanity

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Maturing our Talent Practices
Future-fit
orientation
Technology, metrics,
dashboards
Strategy, integration
& alignment
TM Frameworks,
tools, practices,
principles
Level 1
Fragmented
Level 2
Traditional
Level 3
Integrated
Level 4
Optimised
Using historic people and
work trends and current
industry trends
Manual processes, isolated
reporting, immature talent
analytics, compliance driven
Talent strategy immature,
fragmented, not integrated
No talent framework,
processes, practices,
principles and tools
Using current people and work
trends and current industry
context, no integration
Inconsistent automated talent
systems, no integration of
data, proactive multi-
dimensional dashboards
Talent strategy siloed,
not integrated and
inconsistently applied
Defined common practices,
inconsistent integration &
implementation
Using current and future
work trends and industry
context, integrated
Technology enabled,
integrated, mature analytics,
segmented approach to
risks and trends
Talent strategy defined,
common practices with
some HR integration
Operational framework
defined, integrated with HR
process
Using multi-generation,
segmented, future world of
work and Industry context
Mature technology enables
optimisation of business and
talent trends, risks, scenarios,
predictable models
Mature, integrated, talent
strategy optimises business
priorities
Mature robust practices,
entrenched, leader-led,
rhythmic roadmap
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desired text here.
(Low) (Medium) (High)
Capability and Readiness
Risk&PrioritytoBusiness

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Traditional Development Model

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New Learning Mechanisms
Alignment
and
feedback
Simulations
Learning in an
artificial or
augmented
environment
Immersions
On-the-job training to
shape behaviour and
change mindsets
Social learning
Change behaviour
with physical
connections
Self-driven
curation
Personalised access
to learning content
Virtual classrooms
Instructor-led virtual
learning delivered online
Gamification
Overt use of digital
and real-world game
mechanics to drive
engagement
Integrated learning
Learning and developing
through experiences with
others online or face-to-face

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Accelerated Leadership Development Model
Leadership
DNA
Organisation
Capabilities
Critical thinking,
creativity, problem
solving, change,
innovation

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Assessing our Talent Gaps
• Do we know what our future organisation looks like?
• What is the criteria for potential in a world of such high change?
• Are we assessing for potential in a way that is fast, friendly, fun (mobile,
gamified) AND credible?
• Which attributes or skills will enable our success regardless of the
environment or role?
• Are the traditional levels of work, performance standards, roles and jobs
architecture still relevant for us?
• Is our structure an enabler of consistency and equity or a constraint to
flexibility and unique skills and talent?
• Are we attracting the talent of the contractors in the gig economy?
• Are we looking broader and deeper to find the talent gems that have
been overlooked before through poor education or opportunity but that
have the potential to shine?

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Assessing our Leadership Development Gaps
• Are we accelerating leadership development for succession, impact,
decisions and results?
• Are we manage the transformation diversity and inclusion dynamic?
• Are we building foundational capabilities i.e. personal mastery,
emotional resilience, curiosity, agility, collaboration?
• Are we building future skills?
• Are we building a continuous self driven learning culture?
• Are we integrating learning into work for immediate performance and
results?
• Are we building our future pipelines of critical skills?

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Contact Us
Kathy Kraus
Mobile +27 73 201 2024
Email Kathy@catalystconsulting.co.za
Web www.catalystconsulting.co.za
Follow us
Catalyst Consulting South Africa
Catalyst Consulting Pty Ltd
CatalystSA
Proudly a B-BBEE Level 2 Contributor