The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.

1. Operational
support
Structure
& Performance
Succession management
Human
Resources Capability
Information &
System Development
Engagement
People Strategy
Fundamental components for the development of a Talent
Strategy 1

2. Engagement
*See presentation Employee Engagement
BUSINESS
CONFIDENCE
WORKING
COMMUNICATION
CONDITIONS
engaged
somewhat rarely
REWARD AND Not WORK
engaged engaged
RECOGNITION engaged/ ENVIRONMENT
disengaged
disengaged
PERFORMANCE CAPABILITY AND
MANAGEMENT DEVELOPMENT
MANAGEMENT
AND LEADERSHIP
2

3. Performance management
POSITION DESCRIPTION
WITH CLEARLY DEFINED
RESPONSIBILTIES
ACCOUTABILITY ACCEPTANCE
INDIVIDUAL DISCUSSION
ORGANISATION MEASUREMET
RECOGNITION
STRUCTURE SYSTEM
FEEDBACK
OUTPUTS
REWARD
WITH
ACTION
OPERATIONAL DAILY
GAOLS AND WEEKLY
DELIVERABLES
MONTHLY
OUTPUTS
WHAT
WHEN
HOW MUCH
INPUTS MEASUREMENT METHOD OUTPUTS
Process based on measureable outputs and not tasks or responsibilities
3

4. Human Resources Information System
CORE FOCUS
• Automation of routine administration
• Employee Self Service
• Real-time metrics and data
• Cost reduction of administration
4

5. Organisation structure & succession
IMMEDIATE >6 MONTHS
TO 6 MONTHS <24 MONTHS
TOP 50 KEY POSITIONS
READINESS R
INDIVIDUAL DEVELOPMENT PLAN
ABILITY A • Linked to Performance Management System
• Management/Technical output focussed training
WILLINGNESS W • Experience focussed objectives and outputs
• 6 monthly progress evaluation through PMS
READINESS
5Ma
nag
eme

6. Talent capability & development
Operasionele beplanning en span
Linked to delivery and task
ontwikkeling waar nodid.
outputs from Performance
Management
Linked to managerial
TASK DEVELOPMENTAL & performance in the
ORIENTED TEAM ORIENTED Performance Management
TRAINING TRAINING system
[DELIVERY] [CULTURE &
SUCCESSION]
Outpot focussed
Devevelopment to meet development for
PROCESS managers and leaders at
operational delivery and
ORIENTED MANAGEMENT & all levels providing
organisational systems
DEVELOPMENT LEADERSHIP capability for
capability
[OPERATIONAL]Systems DEVELOPMENT techicaland managerial
skills..
6

7. Operational support
OPERATIONAL
FINANCE TECHNOLOGY
VALUE DRIVEN HR FOCUS
People Costs
Client Service
Productivity
Talent availability RESEARCH
RISK
Motivation & Engagement &
MANAGEMENT
Coaching & Mentoring DEVELOPMENT
Internal Communication
MARKETING SALES VALUE DRIVEN FOCUS MEANS
• If it cant be measured,
It’s probably not worth doing!
7

8. Any further information or support required, please contact me on:
cecilvniekerk@hotmail.com
8