The document discusses several people management issues faced by organizations: 1. A lack of skilled talent due to longer hiring times and increased need for internal development and recruitment services. This creates competitive advantages for those with better talent management. 2. A need for diversity beyond just numbers, requiring a change in organizational culture. 3. Challenges with attraction and retention of talent as candidates consider more than just compensation, looking also at leadership and company culture. Technology is changing recruitment processes. 4. The importance of leadership in creating a high-performance climate and culture, which contributes significantly to organizational success.

1. HR Scorecard and Metrics Session 2- The People Management Issues

2. 1. LACK OF SKILLED PEOPLE

3. Business Performance Management (BPM) Forum’s 2007 Performance and Talent Management Trend Survey

5. Global Rank Job Category 1 Sales Representatives 2 Skilled Manual Trades *Skilled manual trades’ refers to a broad range of job titles that require workers to possess specialised skills, traditionally learned over a period of time as an apprentice. Examples of skilled trades include electricians, bricklayers, carpenters, cabinetmakers, masons, plumbers and welders. 3 Technicians (primarily production/operations, engineering or maintenance) 4 Engineers 5 Accounting and finance staff

6. 2. NEED FOR DIVERSITY

8. 3. ATTRACTION AND RETENTION

12. ...... Paper Web based Enhanced Web Based Professional Community Specialised Social Net General Social Net WHO DRIVES THE PROCESS?

27. OUTPUT OF COMMITMENT FOCAL POINT OF COMMITMENT COMMITMENT TYPE Rational Commitment – What's in it for me and us Day to day work Going above and beyond the call of duty Team

28. COMMITMENT TYPE FOCAL POINT OF COMMITMENT OUTPUT OF COMMITMENT Emotional Commitment – Do I enjoy my work, my team, my manager, my organization Direct Manager Intention to Stay Organization

29. COMMITMENT TYPE FOCAL POINT OF COMMITMENT OUTPUT OF COMMITMENT Emotional Commitment – Do I enjoy my work, my team, my manager, my organization Direct Manager Intention to Stay Organization

31. 4. PERFORMANCE CLIMATE (HIGH)

34. OUTPUT OF COMMITMENT FOCAL POINT OF COMMITMENT COMMITMENT TYPE Rational Commitment – What's in it for me and us Day to day work Going above and beyond the call of duty Team

35. COMMITMENT TYPE FOCAL POINT OF COMMITMENT OUTPUT OF COMMITMENT Emotional Commitment – Do I enjoy my work, my team, my manager, my organization Direct Manager Intention to Stay Organization

36. OUTPUT OF COMMITMENT FOCAL POINT OF COMMITMENT COMMITMENT TYPE Rational Commitment – What's in it for me and us Day to day work Going above and beyond the call of duty Team

39. 30% OF DIFFERENTIATION ATTRIBUTABLE TO HIGH PERFORMANCE CLIMATE

40. LEADERSHIP CONTRIBUTES NO LESS THAN 70% TO CLIMATE (THE MOOD OF THE ORGANIZATION) WHICH AGAIN CONTRIBUTES TO THE CREATION OF A HIGH PERFORMANCE CLIMATE

41. The classic success causal relationship

42. Modern success causal relationship

43. Modern success causal relationship is however driven by leadership

49. Inter and intrapersonal Intra and interpersonal Intrapersonal

50. “ The good and the bad news is that it all starts with you” Domien van Gool

51. Inter and intrapersonal Intra and interpersonal Intrapersonal To be successful here

52. Inter and intrapersonal Intra and interpersonal Intrapersonal First be successful here

53. The most admired characteristics of the leader

55. 21% Ambitious 40% Broad-minded 20% Caring 66% Competent 28% Cooperative 20% Courageous 33% Dependable 24% Determined 42% Fair-minded 71% Forward-looking 88% Honest 23% Imaginative 6% Independent 65% Inspiring 47% Intelligent 14% Loyal 17% Mature 8% Self-controlled 34% Straightforward 35% Supportive

56. The Leadership Core Honest Forward-looking Inspiring-Influencing Competent

67. To be competent you need to learn and un-learn

69. Life – and the University of the World

70. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

76. One on one and team leadership

77. Clarity of purpose; Strong individuals; Focus; Roles and role flexibility; Training and competence; Trust; Commitment; Communication; Line of sight between performance and reward.

79. Communication between leader and constituent is at the heart of everything. John W. Gardner

80. Ninety percent of executives rate themselves as effective communicators. Only thirty percent of their subordinates agree.

81. The biggest problem with leadership communication is the illusion that it has occurred.

84. “ Every year since 1950, the number of American children gunned down has doubled.”

85. “ Every year since 1950, the number of American children gunned down has doubled.”

86. The facts may not be boring… but you might be.

87. Neurologists agree that facts, emotions and symbols must be created as “images” in order for the brain to order them , process them and produce thought. Creating images is essential. And “images” include sights, sounds, smells and feelings.

88. How big is an acre of land..

89. How big is an acre of land.. The size of a football field

90. “ Telling stories…is probably a brain obsession and probably begins relatively early both in terms of evolution and in terms of the complexity. Telling stories precedes language, since it is, in fact, a condition for language , and it is based not just in the cerebral cortex but elsewhere in the brain and in the right hemisphere as well as the left.” Antonio Damasio

92. Harley executive, quoted in Results-based Leadership “ What we sell is the opportunity for a 43 year-old accountant to dress up in black leather, ride through small towns and have people be afraid of him.”

93. “ When leaders fail to communicate in facts, emotions, and symbols, constituents will fill in the blanks”

94. Not only what you say Also what you do – non verbal communication

95. Emotional Intelligence: “ The capacity to handle your own emotions and your relationships with others.” U.S. News & World Report “The Secret Skill of Leaders” 1/14/2002

98. The distance between the heart and the head is very short – but it is the longest journey in the world!

99. Individual and team Leadership – leading people

100. Organization leadership- building an enduring enterprise

107. 5. NEED FOR WLB

110. 7. NEED FOR ENABLING SYSTEMS

112. 7. NEED FOR BUILDING HR CAPACITY