Human resources departments are increasingly tasked with ensuring their companies have a strong pipeline of black talent to drive transformation and address inequality. This requires HR to play a leading role in recruiting top executives and developing succession plans. As the current generation of white male managers retires, companies need candidates with 10-15 years of experience, which South Africa is still developing due to its apartheid history. To build this pipeline, HR must form partnerships with schools and colleges to proactively develop skills for the future workforce, benefiting both companies and the country. A recent report found that 42% of global business leaders believe their HR teams are underperforming at moving companies' talent forward.
Key highlights from the Aon Hewitt Saudi Arabia launch event 'from HR Strategy to Implementation' where we welcomed approximately 80 Senior HR Professionals to discuss how they can drive human capability within the region, going beyond strategy to successful implementation.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
www.hrleaderssaudi.com/report
This report provides insights on outlook for remuneration and employee benefits, areas of critical development for national entry-level candidates, Saudi specific drivers of employee engagement and what current challenges mean for HR
Key highlights from the Aon Hewitt Saudi Arabia launch event 'from HR Strategy to Implementation' where we welcomed approximately 80 Senior HR Professionals to discuss how they can drive human capability within the region, going beyond strategy to successful implementation.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
www.hrleaderssaudi.com/report
This report provides insights on outlook for remuneration and employee benefits, areas of critical development for national entry-level candidates, Saudi specific drivers of employee engagement and what current challenges mean for HR
Understand the complexities of human behaviour at workplace -Rahul NamjoshiAnil Kaushik
The biggest challenge for any HR professional in media/Radio industry in the near future will centre how they leverage the evolving world of technology and countless systems designed to improve efficiency and productivity, without losing sight of the humanity that enables people to thrive in their role.
Here is an overview of the most important elements which make a difference at “Top Companies for Leaders.”
Strategy - There is a clear link between the strategy of the company and the strategy of leadership development. Successful organizations closely examine which talent programs are needed and which interventions are necessary to realize their company strategy.
Involvement - The responsibility of talent development lies at the top of the organization, and top management is also actively involved in the development of future management. The top managers themselves are frequently active as mentors, coaches or trainers, and frequently share their experiences and insights. Often the CEO plays a prominent, active role in training or action learning, i.e., using high potentials coupled with experienced leaders on essential questions. Also, CEO’s are involved in the programs by means of internal communication.
Talent Pipeline – Talent development is considered as a “mission-critical” company process. The best performing companies see the filling of the talent pipeline organization-wide as a necessity. They use sharp definitions of talent (high potentials), measurable criteria and a rigorous process for to determine who belongs in the talent pool and who does not. The outcomes of this are measured with KPIs.
Ongoing Processes – The Top Companies for Leaders have incorporated management development in their business cycles. The companies think about ongoing, recurring development processes instead of one-time initiatives. Talent management has a high priority in these organizations. Much attention is given to identifying high potentials, determination of specific career paths for these high potentials, coaching and their active contribution to training and development programs. High potentials are assisted in their development by means of training, e-learning, coaching and job rotation, as well as action learning. Thanks to this approach, leadership and company development evolve continuously together.
Behavior – In these Top Companies, leaders are significantly more aware of which behavior is expected of them. This also becomes apparent in all aspects of the organization: performance management (leaders are rewarded for the degree desired behaviors are demonstrated), promotion decisions (people are only promoted when the desired behaviors are shown), recruitment and selection (leadership behavior is an essential selection criterion) and communication from the top of the organization.
Critical Objective - High potential talent is considered as a strategic advantage and the development of this talent is and the development of a robust talent pipeline is considered a critical objective for the organization’s top management.
Leadership Programs – Only leadership programs with high added value for talent development are organized.
CMI is strongly supportive of the further education (FE) sector and welcomes Government’s proposals to give it more autonomy and flexibility, and to open up access for a greater number of people. We therefore welcome the widening of FE provision, especially in response to local demand and in collaboration with local and regional employers, but underline the importance of maintaining standards.
CMI and other professional bodies have an important role to play in collaborating with the FE sector and employers to ensure qualifications reflect employers’ needs, meet professional standards, provide professional recognition and provide continuing professional development (CPD) for learners.
Optimise and benchmark your L&D interventions from 22-25th March @ Address Ho...Renuka Bhardwaj
Join Learning and Talent Development thought leaders at the forum with expert insights including:
• Linda Sharkey, Founding Member, The Marshall Goldsmith Group presenting a keynote address on how to attract and retain the best and brightest with a winning talent proposition.
• Waleed El Helw, Director, Human Resources, The Coca Cola Company on how to successfully engage business leadership with learning and development
• Brendan Noonan, Senior Vice President, Learning & Development, Emirates Airlines sharing a case-study on strategies on justifying the existence of learning and development
• Wissam Hachem, Vice President, Learning & Development, Etihad Airways discussing how to manage the shift from blended learning to experiential learning
In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
Understand the complexities of human behaviour at workplace -Rahul NamjoshiAnil Kaushik
The biggest challenge for any HR professional in media/Radio industry in the near future will centre how they leverage the evolving world of technology and countless systems designed to improve efficiency and productivity, without losing sight of the humanity that enables people to thrive in their role.
Here is an overview of the most important elements which make a difference at “Top Companies for Leaders.”
Strategy - There is a clear link between the strategy of the company and the strategy of leadership development. Successful organizations closely examine which talent programs are needed and which interventions are necessary to realize their company strategy.
Involvement - The responsibility of talent development lies at the top of the organization, and top management is also actively involved in the development of future management. The top managers themselves are frequently active as mentors, coaches or trainers, and frequently share their experiences and insights. Often the CEO plays a prominent, active role in training or action learning, i.e., using high potentials coupled with experienced leaders on essential questions. Also, CEO’s are involved in the programs by means of internal communication.
Talent Pipeline – Talent development is considered as a “mission-critical” company process. The best performing companies see the filling of the talent pipeline organization-wide as a necessity. They use sharp definitions of talent (high potentials), measurable criteria and a rigorous process for to determine who belongs in the talent pool and who does not. The outcomes of this are measured with KPIs.
Ongoing Processes – The Top Companies for Leaders have incorporated management development in their business cycles. The companies think about ongoing, recurring development processes instead of one-time initiatives. Talent management has a high priority in these organizations. Much attention is given to identifying high potentials, determination of specific career paths for these high potentials, coaching and their active contribution to training and development programs. High potentials are assisted in their development by means of training, e-learning, coaching and job rotation, as well as action learning. Thanks to this approach, leadership and company development evolve continuously together.
Behavior – In these Top Companies, leaders are significantly more aware of which behavior is expected of them. This also becomes apparent in all aspects of the organization: performance management (leaders are rewarded for the degree desired behaviors are demonstrated), promotion decisions (people are only promoted when the desired behaviors are shown), recruitment and selection (leadership behavior is an essential selection criterion) and communication from the top of the organization.
Critical Objective - High potential talent is considered as a strategic advantage and the development of this talent is and the development of a robust talent pipeline is considered a critical objective for the organization’s top management.
Leadership Programs – Only leadership programs with high added value for talent development are organized.
CMI is strongly supportive of the further education (FE) sector and welcomes Government’s proposals to give it more autonomy and flexibility, and to open up access for a greater number of people. We therefore welcome the widening of FE provision, especially in response to local demand and in collaboration with local and regional employers, but underline the importance of maintaining standards.
CMI and other professional bodies have an important role to play in collaborating with the FE sector and employers to ensure qualifications reflect employers’ needs, meet professional standards, provide professional recognition and provide continuing professional development (CPD) for learners.
Optimise and benchmark your L&D interventions from 22-25th March @ Address Ho...Renuka Bhardwaj
Join Learning and Talent Development thought leaders at the forum with expert insights including:
• Linda Sharkey, Founding Member, The Marshall Goldsmith Group presenting a keynote address on how to attract and retain the best and brightest with a winning talent proposition.
• Waleed El Helw, Director, Human Resources, The Coca Cola Company on how to successfully engage business leadership with learning and development
• Brendan Noonan, Senior Vice President, Learning & Development, Emirates Airlines sharing a case-study on strategies on justifying the existence of learning and development
• Wissam Hachem, Vice President, Learning & Development, Etihad Airways discussing how to manage the shift from blended learning to experiential learning
In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
The Impact of Learning & Development on Talent Management - Article - CEO Mid...Suhail Shamieh, MBA, PMP
The Impact of Learning & Development on Talent Management. This Article explains howe important Learning & Development is for companies who looking to retain their best employees.
Reinvent your skill strategy to create a future-ready and future-proof workforce!
Based on the real case scenarios from a range of organizations, this guide drives home the importance of designing and implementing comprehensive skills development strategies for creating future-proof businesses and a sustainable future of work.
This Guide also includes a Self Assessment Questionnaire for Skill Initiatives with an aim to assess the skill strategies that are being implemented, or are being planned to implement, to arrive at the perfect strategy suited to the needs of the organization.
Here’s to making India the skill capital of the world!
How to Build and Maintain a Premier OrganizationLucas Group
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.
55 Experts discuss simple methods to overcome skill shortagesmaziarforoudian1
In this episode of let's talk, 55 Australia's leading executives share ideas on how we can alleviate the pressures of the skills shortage.
Helpful tips were shared across the board, touching on areas of culture, secondments, a clear vision, outsourcing, upskilling and many more insights that can help when talent is scarce.
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
Insights Success Magazine, we have introduced The 10 Most Admired Corporate Recruitment Companies, in order to assist businesses to choose their right Corporate Recruitment Companies
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
Employers will be challenged to attract, retain and develop people in 2014. Organizations will need bold, innovative talent and human resources strategies to compete for skills amidst a global economy recovery. As retention concerns mount, organizations will focus on building a passionate, highly-engaged workforce.
Josh Bersin will expand on these challenges and more in Predictions for 2014: Building a Strong Talent Pipeline for the Global Economic Recovery. Available now to Bersin WhatWorks® members and on a complimentary basis to non-members, this annual report provides a preview of business, training and talent management developments in 2014.
VISIT HR BLOG -> cake.hr/blog
Explore the must-have HR competencies that will shape the future workplace in 2030. Stay ahead, adapt, and lead with the evolving standards in the coming year.
1. HUMAN RESOURCES
H
uman resources professionals
are increasingly being tasked
with driving the national
transformation agenda by
ensuring that their companies
have a pipeline of strong black talent, both
to change the complexion of their businesses
and to help to eradicate societal inequalities.
It’s a big job, but the fact of the matter is that
boardroom promises can become a reality
only if HR departments lead the change.
HR must, therefore, influence the long-term
success of a company by being involved in recruiting
top executives and building a strong succession of
talent, says John Brodie, MD of recruitment company
Mindcor. “The succession issue is reaching a critical
point, because the top male, white managers
are getting to retirement point and you need
black candidates. But we are still building
that post-apartheid pipeline of good people
with 10 to 15 years of experience who are
executive material. So you need someone
who really understands where
that talent is coming from.”
As well as honing their
skills in recruiting
and retaining talent,
HR practitioners
must form creative
external partnerships
to skill up the
next generation
of workers – not only to feed the company,
but to benefit the country as a whole.
Brodie suggests that business forge partnerships
with schools, colleges and trade associations
to proactively drive the amount and depth of
talent being produced. “Thinking you can just
hire from a pool of people and not contribute to
that pool of skills is short-sighted. So having the
right strategic HR thinking is crucial. You need
to build partnerships with other organisations
in your space to develop skills, and that
requires someone at the top table who
can build a business case for investing
more in skills development.”
An engineering company, for
example, could partner with local
schools to encourage more emphasis on
maths and science, he suggests, or work
with trade associations on skills-
development initiatives. They
can also help to develop the
skills of unemployed people
to create a talent pool for
the future, while alleviating
poverty and unemployment.
That could be done
through knowledge-
building programmes
TIME TO TAKE
THE WHEEL
Human resources departments across South Africa can no longer
afford to focus on pushing paper, suggests LESLEY STONES
Mathieu
du Plooy
68 SK ILLS DE VELOPMENT
2. HUMAN RESOURCES
to help individuals to achieve certification.
“You are looking at a 10 to 15-year journey
to build a pipeline of talent, and that requires
a very different mindset from HR,” says
Brodie. “Building up the next tier to ensure
the longevity of the company is very different
from just hiring people. It’s also critical for our
transformation agenda and skills development.”
What about HR skills?
Often, the skills HR should be improving are their
own, however. Brodie believes HR practices in
South Africa are five years behind international
trends in ramping up their own skills. That is
worrying, since a global survey recently found
that, even in developed countries, very few
bosses think the HR team is doing a good job
of moving the company’s talent forwards.
A recent report by Deloitte University Press
found that 42% of global business leaders
believe their HR teams are underperforming
or just getting by. Tellingly, less than 8% of
HR leaders themselves are confident that their
teams have the skills to deliver innovative
programmes that impact on the business.
Legal requirements driving the change in
South Africa are the amended B-BBEE Codes
of Good Practice introduced by the Department
of Trade and Industry (DTI), which came into
effect in May 2015. The codes require companies
to meet specific racial demographics throughout
the organisation, making it the duty of HR to
come up with practical solutions to fill the gaps.
Methods could include creating a matrix of
desired competences for higher management
levels, and assessing junior managers against
that matrix to identify candidates for promotion.
The matrix will show where skills gaps exist, so
a targeted competency-building programme can
be created. Mentors from senior management can
be matched with juniors to help with everyday
problem-solving, to gain skills on the job. Once
HR begins to tackle talent-building in this way,
organisations will become more self-sufficient.
HR in action
Thuli Masuku, transformation manager at Servest
Landscaping and Turf, agrees that HR has a
new role to play in transforming organisations.
To overcome the lack of black talent in
middle and senior management, and meet the
demographic requirements set out in the amended
codes, companies must establish mentorship
and training programmes, and expose some
chosen staff to all areas of the business, in
order to develop their skills, Masuku says.
HR must become better at analysing the
skills and competencies needed to support
the company’s strategic imperatives, and,
with limited talent pools available, they must
implement a “grow or buy” strategy to boost
their ranks. They must also develop more
successful reward and retention programmes.
“Servest’s internal staff development
programmes will bring a different way of
motivating and managing people. It’s absolutely
proven that there is a direct link between how
motivated people are and their productivity. HR
management will need to leverage this to move
employees into the right places,” Masuku says.
Another successful example is being driven by
the HR department at engineering company WSP
Parsons Brinckerhoff, which runs several schemes
to tackle the mismatch of skills being produced in
educational institutes with the actual jobs available.
MD Mathieu du Plooy says the dearth of young
people with good enough results in maths and science
to have any chance of graduating with engineering
and construction qualifications will prevent South
Africa from reaching government’s economic and
developmental targets. He believes SA has passed
the point where businesses should be encouraged
to support skills development; rather, it’s now a
Thuli Masuku John Brodie
business imperative to future-proof your company.
WSP Parsons Brinckerhoff spent R3.5 million on
skills development last year through a three-pronged
approach: infrastructure support for organisations
that support youth development, tertiary education
and vocation skills development, and developing
staff. The company’s HR department channels
some corporate social investment spending into
supporting maths and science education at schools,
and engineering and science at tertiary level.
Bursaries and vacation work are also offered
to university engineering and science students; in
2014 the company supplied 12 external and 25
internal bursaries, with similar numbers this year.
The HR department then helps them to register
with professional bodies, and provides young
engineers with career guidance, mentoring and
hands-on experience to fast-track development.
Last year the company also signed a sponsorship
agreement with Engineers Without Borders, which
gives student engineers the chance to work on
community projects to practise their theoretical
knowledge and make a difference in communities.
“We believe it is our duty to give back
by supporting the development of young
engineers – not only to secure future talent, but
to be a part of the change we want to see in our
industry and the country,” Du Plooy says. ˜
“A recent report by Deloitte University Press
found that 42% of global business leaders
believe their HR teams are underperforming
or just getting by.”
Images:Thinkstock,supplied
SK ILLS DE VELOPMENT 69