After the seminal works on 'The War for Talent' there have been many debates and a lot of monetary spend by HR departments to ensure that Talent is managed, retained and attracted across a range of businesses and sectors. Over five years there have been numerous courses, strategies and papers written on how best to approach this.
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An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
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Find out more about Shane and what value he brings to organisations. You will also find key note talks and workshops that you and your people can use for immediate impact.
The nature of careers appears to be constantly changing. Waldemar Schmidt provides a unique take on your career reality.
This was first published in Business Strategy Review, Volume 25, Issue 1 - 2014. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
20 Mistakes that Kill Startups (According to Experts)Vitaliy Verbenko
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Overview of Business Strategy:
- What is a Strategy?
- Where does the word Strategy come from? - What is the origin of Strategy ?
- What are the Business Components in an organization ?
- What are the Strategy Drivers ?
- Why is important to communicate the Strategy to the organization employees?
- What is Value ?
- What is a Business Model ?
- Why Companies Fail in Defining Strategy ?
- The Strategy Trap
- Strategy Key Points
NEW This presentation is a beginner's guide for individuals looking to gain a business acumen and a basic knowledge in corporate business strategy.
Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Connect with me on Twitter @donadosays
Strategy / Strategic Planning / SWOT / Business /
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Small business owners and HR leaders often recognize that employees are the most valuable asset but taking the first step towards identifying and executing an effective talent management strategy that can lead to engaged employees and small business success is often not top priority.
Systems and strategies are equally important when attempting to ensure results in small companies as they are in large organizations. Statics show that organizations that implement effective talent management solutions outperform like companies by in excess of 22%.
10 out of 10 Associations and Non-Profits said they are experiencing moderate to severe disruption in this session at the Digital Now 2014 Association Leadership Conference in Nashville.
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If you fail to create and execute a workforce plan, you plan to fail in your business.
The good news is that it doesn’t have to be a difficult task. You can start planning your workforce right now with our guide.
Find out more about Shane and what value he brings to organisations. You will also find key note talks and workshops that you and your people can use for immediate impact.
The nature of careers appears to be constantly changing. Waldemar Schmidt provides a unique take on your career reality.
This was first published in Business Strategy Review, Volume 25, Issue 1 - 2014. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
20 Mistakes that Kill Startups (According to Experts)Vitaliy Verbenko
No matter what anyone says, there is no secret recipe for success. Over half of startups out there can’t make it past their fifth year on the market. Why is that? Simply put, they make a number of mistakes which we’ll try to dissect in this post.
Overview of Business Strategy:
- What is a Strategy?
- Where does the word Strategy come from? - What is the origin of Strategy ?
- What are the Business Components in an organization ?
- What are the Strategy Drivers ?
- Why is important to communicate the Strategy to the organization employees?
- What is Value ?
- What is a Business Model ?
- Why Companies Fail in Defining Strategy ?
- The Strategy Trap
- Strategy Key Points
NEW This presentation is a beginner's guide for individuals looking to gain a business acumen and a basic knowledge in corporate business strategy.
Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Connect with me on Twitter @donadosays
Strategy / Strategic Planning / SWOT / Business /
Top tips for job seekers and fresh graduates by Lee Yat ThongMui Han Koh
Every Friday Evening, a group of Experienced Malaysian Business Professionals & Corporate Managers host a class of Fresh Graduates, Undergraduates & Young Professionals (with less than 3 years of working experience) on Zoom for an hour-long virtual mentoring session, better known as #primedforsuccess.
These tips are advices given by the Lee Yat Thong to the Mentees in his group and reproduced in an engaging way to read and to share. He combines his strong business acumen with more than 20 years of working and business experience to provide succinct inputs to those in their early careers or just embarking on a job.
He has done various leadership and business appointments from an Army Commander to fashion retailing, to running a SME business, to heading project management and operational management for a leading global MNC.
Whether you’re still an undergraduate, or some recently graduated or even you have a few years of working experience, Top Tips for Job Seekers and Fresh Graduates Vol. 1 will help you to get ready for your next job interview and take you to the next level!
Small businesses have been at a competitive disadvantage compared with larger companies when it comes to access to affordable and effective tools and resources. Thanks to improvements in HR technology and the resulting lower costs, as well as social media, small businesses now have access to peers as well as cost effective high functioning talent management systems.
Small business owners and HR leaders often recognize that employees are the most valuable asset but taking the first step towards identifying and executing an effective talent management strategy that can lead to engaged employees and small business success is often not top priority.
Systems and strategies are equally important when attempting to ensure results in small companies as they are in large organizations. Statics show that organizations that implement effective talent management solutions outperform like companies by in excess of 22%.
10 out of 10 Associations and Non-Profits said they are experiencing moderate to severe disruption in this session at the Digital Now 2014 Association Leadership Conference in Nashville.
This panel discussed how to deal with disruption using Rita McGrath's book, The End of Competitive Advantage as a starting point. Rita s one of only two speakers who keynoted twice in the fourteen years of the Digital Now Conference.
This special panel featured several leading association executives - Mary Lynn Fayoumi, CAE, GPHR - President & CEO of Management Association; Greg Fine, CAE - Global CEO - Turnaround Management Association; R. Norris Orms, CAE, FACHE - EVP & COO - HIMSS
Moderator - Tom Hood, CPA, CITP, CGMA - CEO of the Maryland Association of CPAs and the Business Learning Institute.
We all know masterpieces rarely happen without some creative risk-taking, but how empowered do creative teams feel when it comes to breaking the mold? The Creative Group and AIGA surveyed more than 750 creative professionals, and the results may surprise you.
If you fail to create and execute a workforce plan, you plan to fail in your business.
The good news is that it doesn’t have to be a difficult task. You can start planning your workforce right now with our guide.
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
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Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
This is an overview of Judith Germain's 6 point plan on how to make HR more credible to the business.
Further information on how to do this or implement a Business Partner Approach can be requested by contacting jude@dynamic-transitions.co.uk
Canny Bites Book 4 - successfully scale up or exit your business - A BLUEPR...The Pathway Group
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Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
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Talent Management: Effective Habits of Talent Managers
1. Six Habits of Highly Effective
Talent Managers
A Keith Stopforth Consultancy Limited White Paper, brought to you by Webanywhere
2. A Keith Stopforth Consultancy Limited White Paper, brought to you by Webanywhere
Six Habits of Highly Effective Talent Managers
Telephone: 01535 604026 marketing@webanywhere.co.uk / www.webanywhere.co.uk
After the seminal works on “The War for Talent” there have been many debates and a lot of
monetary spend by HR departments to ensure that Talent is managed, retained and
attracted across a range of businesses and sectors. Over five years there have been
numerous courses, strategies and papers written on how best to approach this.
It now seems that “The War for Talent” is entering a different phase, which has been
manifested by organisations trying to retain and attract only the highest performers, whilst
cutting budgets for “the average”. With this in mind, it seems only right to take a hard look
at Talent Management implementation, to ensure it is kept simple but effective.
This paper is designed to help you and your organisation. By proposing six simple habits, it
will provide you with the most effective route to get return on your Talent Management
investment. It will focus on an implementation strategy that will give you maximum
advantage in signing off investment and getting the Senior Managers on board. This will be
based upon 11 years experience within the HR sector; five of these being directly involved in
Talent Management at the UK’s No1 Health Insurer.
Introduction
The starting point for any HR Strategy, let alone that of Talent Management is to look at the
business need. Unless this can be identified and a clear link made to the strategy of your
business, then you may struggle to get it by senior level. It needs to be made very clear that
Talent Management will be an enabler rather than a costly distraction from the business.
Ideally you need to be able to frame the approach as being an opportunity, a cost saver or
one which will manage risk for the business. At present, the final point mentioned, appears
to be more critical in regards to a company’s most talented people. Even with a recession
organisations are even more focused on getting the best talent.
Additionally consider how long it will take to implement your approach and get everyone on
board. Make sure it is fit for purpose, relative to need and in turn be realistic about time.
Research and personal experience has suggested that large corporates may take 3 years
before Talent Management becomes an integral part of the business. With this in mind
think about what you are asking the company to invest in and if it can wait for the results?
Habit One:
Start with the End in Mind
3. Telephone: 01535 604026 marketing@webanywhere.co.uk / www.webanywhere.co.uk
A Keith Stopforth Consultancy Limited White Paper, brought to you by Webanywhere
Six Habits of Highly Effective Talent Managers
Implementing Talent Management successfully requires a change of management
approach. You need to decide what you are aiming for, communicate it effectively, support
people through the transition and then work hard to embed what you have started.
All aspects of the company culture need to be considered. What about mobility and
aspiration? Are they openly discussed in your business-what if people joined you on the
basis of working in one location with little movement of role?
From personal experience, part of the implementation process must be to work on the
Talent Management “story”. Educating people about change is key. This includes managers,
as they will need to be upskilled to have career conversations, as they often deal with
changes to long standing employee propositions.
One route to failure is for an HR department to introduce a process and then just assume
that managers have the skill to implement it.
It would be ideal to look at the performance and feedback aspects of your business culture.
If you are beginning to look for higher levels of performance, mobility or ability, how will this
sit in your culture?
From experience, it is hard to think of how many people never get accurate and helpful
feedback on their performance.
Habit Two:
Your Culture is Critical
When people first take a look at Talent Management the majority want to define what
potential and/or talent is. This is an important factor to consider and define, as employees
will also want to know what the company believe these definitions to be.
Experience suggests the best starting point is to look at performance through ‘round table’
discussions with Senior Teams. This is to identify those who are considered as performers
and to discuss actions for those who are not. Whilst past performance is not an absolute
guide to the future it is one of a series of indicators of potential.
Habit Three:
Work on Performance first rather than potential
4. Telephone: 01535 604026 marketing@webanywhere.co.uk / www.webanywhere.co.uk
A Keith Stopforth Consultancy Limited White Paper, brought to you by Webanywhere
Six Habits of Highly Effective Talent Managers
Boxes, from personal experience, are essential in bringing structure and rigour to the
mapping process. However, do not become too hung up on their fundamentals and lose the
art of open conversation in regards to Talent.
Initially from personal experience, a four box model was used within an organisation that did
not have a feedback culture,but did have performance issues. Whilst a Talent Map had to be
produced, the best result was to get Senior Teams openly discussing people, their
performance and ultimately career opportunities. As this required a whole new skill set, it
was sometimes very challenging having to talk about employees in front of the MD. In some
cases, it was too easy to keep discussing “ the right box “ whilst avoiding the issue of
performance.
That said, as skills and knowledge became more developed and the company came to a
common ground in regards to the boxes, it was best felt that a nine box model would be
more ideal. This journey took a year of mapping experiences to shape, but once affirmed,
Talent Management was better established through dialogue, discussion and action.
Habit Four:
Talent Mapping is not always about the boxes
Examples of Talent Management Box Models
Consistent Performers Future Star
Under Performers Talent In Waiting
Potential
Performance
If someone is performing highly they may display some of the attributes you need for future
growth in your business. It won't be an absolute indicator, however it is a good starting
point. The one thing you don’t want, is someone who performs poorly, taking management
time or development spend from those who you would get a greater return on.
5. Telephone: 01535 604026 marketing@webanywhere.co.uk / www.webanywhere.co.uk
A Keith Stopforth Consultancy Limited White Paper, brought to you by Webanywhere
Six Habits of Highly Effective Talent Managers
The need for a ‘story’ is crucial and this is the time when it needs to be reviewed.
Organisations need to consider what they are trying to achieve by implementing Talent
Management. Is it because everyone else is using it or can it really further the business and
help to achieve the company’s strategic goals?
Transparency may work in different ways. Some organisations choose to keep the whole
approach under wraps for fear of putting the wrong message out, others choose to be very
open and specific about box positions and the views of Senior Management.
What you do should be specific to your organisation, but consider the questions below:
Habit Five:
Transparency- Think Carefully!
Potential
Performance
ENIGMA
High potential to advance further
although underperforming
Maybe in wrong job/wrong
manager; needs intervention
GROWTH EMPLOYEE
Demonstrates high potential
to advance further
Valued talent, challenge,
reward, recognize and develop
FUTURE LEADER
Highest potential-best for
senior succession
Top talent, reward, recognize,
promote, develop
DILEMMA
Likely to have scope to move
one level/chellenge is
necessary as underperforming
Provide coaching
CORE EMPLOYEE
Motivate, engage and reward
HIGH IMPACT PERFORMER
Strong contributor, chalange,
reward, grow and motivate
UNDER PERFORMER
Has reached job potential and
is underperforming
Performance manage or exit
EFFECTIVE
Specialized or expert talent
reached career potential
Engage, focus, motivate
TRUSTED PROFESSIONAL
Specialized or expert talent
reached career potential
Retain, reward, help with
developing others
LowMediumHigh
Low Medium High
Is there a risk in me not being/being specific with certain individuals
- would they choose to leave if our views did not meet theirs?1
How can you really know if your views on the talented are matched
by their aspiration and mobility?3
What is the risk of not having key roles covered- by not telling
someone will they choose to leave- thinking that they are not going anywhere?
Do you have a plan to manage this- what is your Plan B?
2
6. Telephone: 01535 604026 marketing@webanywhere.co.uk / www.webanywhere.co.uk
A Keith Stopforth Consultancy Limited White Paper, brought to you by Webanywhere
Six Habits of Highly Effective Talent Managers
The key is to always consider what the outcomes might be and what impact they have on
the organisation.
Usually, the highest star performers in an organisation crave feedback and they want to
know their position. It is key to talk to these people and find out their plans, as they could
potentially be lost if they don’t feel valued.
The final habit is dependent upon what you do with the first five. A well thought out Talent
Management approach based on the first five habits will provide the best chance of getting
Senior Leadership on board. To maximize the opportunity for Talent Management
implementation, think about the language used when discussing this topic with your
MD/CEO and the Board. The best approach, from personal experience is to speak their
language, rather than that of HR.
Instead of Talent Management, talk capability, performance and achieving goals. Always
relate what you want to do in relation to strategy and deliverables. This is the only thing that
matters to the MD and his/her team. Build numbers around the conversations such as
people moving, lower recruitment costs, lower attrition metrics and increases in
profitability. If you have access to this data use it, if not, produce it or get access to it as you
may be judged on it one day.
Habit Six:
Getting the Senior Team on Board