Strategic Talent Management and Development.pdf

STRATEGIC TALENT MANAGEMENT
AND DEVELOPMENT
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
ONLINE LEARNING PROGRAMME
JANUARY 2024

STRATEGIC TALENT MANAGEMENT
PROCESS/VALUE CHAIN (S-P-A-R-M-E-D)
Step 1
• Strategic HR/Talent &
Succession Planning
Step 2
• Acquiring talented and
qualified workers
Step 3
• Retaining talented and
qualified workers
Step 4
• Motivating talented
and qualified workers
Step 5
• Evaluating talented and
qualified workers
Step 6
• Learning & Developing
talented, qualified &
competent employees

3-DAY, ONLINE LEARNING
PROGRAMME OVERVIEW
• Session #1: Strategic Talent Management and the global
talent management trends
• Session #2: Talent/HR Planning
• Session #3A: Succession Planning – Best Practice
Principles
-----oOo-----
• Session #3B: Succession Planning – Process
• Session #4: Talent Attraction and Acquisition
• Session #5: Case study 1
Session #6A: Employee Engagement
-----oOo-----
• Session #6B: Talent Retention
• Session #7: Performance Management/Development
• Session #8A: (Strategic) Learning and Development
• Session #8B: Case study 2

ONLINE LEARNING
PROGRAMME
SCHEDULE
• DAY 1 - 3:
❑ Sessions 1/3B/6: 9.00 – 10.30
❑ Tea-break: 10.30 – 10.45
❑ Sessions 2/4/7: 10.45 – 12.45
❑ Lunch-break: 12.45 – 13.30
❑ Sessions 3A/5/8A &B: 13.30 –
15.30
❑ Tea-break: 15.30 – 15.45
❑ Reflective
learning/Q&A/Summary:
15.45 – 16.00

SESSION #1:
Strategic Talent Management and global talent
management trends

INTEGRATED TALENT MANAGEMENT
ARCHITECTURE/SYSTEM

8-POINT HRM TRANSFORMATION TO EVIDENCE-
BASED TALENT MANAGEMENT
(COTTER PhD, 30 APRIL 2023)
• "In order to be feasible, to prosper professionally in 2023 and to be
future-fit, HRM will have to exchange the currency in which they trade
from old notes to noteworthy, Industry 4.0 and business relevant
denominations and value. Specifically, this change translates from:
• 1. feelings to facts;
• from 2. anecdotal to analytical;
• from 3. hindsight to insight to foresight;
• from a 4. business tributary to mainstream;
• from 5. intuition to intelligence;
• 6. from rhetoric to meaningful response;
• from 7. best practice (imitation) to best fit (internalization) to next
practice (innovation) and ultimately,
• from 8. a cost to a profit centre.
• Generally, this 8-point transformation means an upgrade to Evidence-
based Talent/HRM."

STRATEGIC TALENT/HR MANAGEMENT

DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR STRATEGIC TALENT/HRM
https://www.surveymonkey.com/r/W2QTDTX
• #1 Embedding Talent/HRM strategy in business strategy and able to
translate that strategy into deliverable actions
• #2 Well-defined, implemented and reported Talent/HRM performance
and ROI metrics (creating credibility and accountability)
• #3 Generating business intelligence e.g. predictive and strategic analytics
(that shapes, informs, guides and ultimately, influences strategic business
decisions)
• #4 Offering a professional, value-adding business proposition sensitive to
and supportive of business needs, interests and strategic priorities
• #5 Ongoing line management consultation, engagement, coaching and
building trusting, collegial and mutually beneficial business relationships

DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR STRATEGIC TALENT/HRM
• #6 Talent/HR Management and practitioners possess business and industry
knowledge, acumen and insight
• #7 HRM collaborates with line management to broker meaningful and impactful
business solutions and talent intelligence
• #8 HRM processes, systems and practices are horizontally integrated (bundled), agile,
responsive and stream-lined (that enhance productivity and efficiency)
• #9 Talent/HRM is a transformational initiator, driver and implementer of business
change
• #10 HRM is technology-savvy innovator, enabling and leveraging best practices
https://www.surveymonkey.com/r/W2QTDTX

LEARNING ACTIVITY 1
• Individual Diagnostic Activity:
• 1.1 Critically review, evaluate and rate your current
Talent/HRM practices measured against the ten (10) best
practice criteria. Refer to the diagnostic survey link:
https://www.surveymonkey.com/r/XL6BPB3
• Group Discussion:
• 1.2 Identify compliance gaps and as a Talent/HRM
professional recommend improvement strategies.

HRM/L&D Value chain process Number of
respondents (N)
Mean Score Relative
Difficulty
ranking
Standard
deviation
Level of Strategic
Maturity
#1: Strategic Talent/HRM 456 62.0% 9 17% Level 2
(Transactional)
#2: Strategic HR Planning 215 60.1% 4 12% Level 2
(Transactional)
#3: HRM Metrics and Analytics 339 55.0% 1 13% Level 2
(Transactional)
#4: Strategic Total Rewards
Management (STORM) – Principles and
Best Practices
218 61.5% 7 16% Level 2
(Transactional)
#5: Skills Auditing 243 57.4% 2 13% Level 2
(Transactional)
#6: Strategic Learning Partner (SLP) 243 64.6% 11 14% Level 2
(Transactional)
#7: Ethics of (outsourced) Africa-based
trainers
100 59.0% 3 11% Level 2
(Transactional)
OVERALL FINDINGS – THE STRATEGIC VALUE OF HRM/L&D

#8: HRM Auditing 198 61.9% 8 17% Level 2
(Transactional)
#9: Future fitness of HRM/L&D
professionals
299 66.4% 12 13% Level 3
(Transformational)
#10: Succession Planning 211 67.7% 13 18% Level 3
(Transformational)
#11: Job Analysis and -Profiling 193 61.3% 6 15% Level 2
(Transactional)
#12: Performance Management 422 63.7% 10 14% Level 2
(Transactional)
#13: Employee Engagement 182 60.7% 5 11% Level 2
(Transactional)
OVERALL 3 319
61.6%
Level 2
(Transactional)
OVERALL FINDINGS – THE STRATEGIC VALUE OF HRM/L&D
HRM/L&D Value chain process Number of
respondents
(N)
Mean Score Relative
Difficulty
ranking
Standard
deviation
Level of Strategic
Maturity

STRATEGIC TALENT/HRM – WIDEST
COMPLIANCE GAPS
Range Median Mean Standard Deviation
11-100% 61%
62.0%
17%
BEST PRACTICE CRITERIA RELATIVE DIFFICULTY
RANKING
MEAN SCORE
Q2: Your organization's HRM function has well-defined,
implemented and reported HRM performance scorecards and ROI
metrics (creating credibility and accountability)
1 50%
Q3: Your organization's HRM function generates business
intelligence e.g. predictive and strategic analytics (that shapes,
informs, guides and ultimately, influences strategic business
decisions)
2 50%
Q10: Your organization's HRM function is technology-savvy
innovator, enabling and leveraging best practices (e.g. CoE; Shared
Services and e-HRM)
3 53%

STRATEGIC TALENT/HRM – MOST
COMPLIANT CRITERIA
BEST PRACTICE CRITERIA RELATIVE
DIFFICULTY
RANKING
MEAN SCORE
Q4: Your organization's HRM function offers a
professional, value-adding business proposition
sensitive to and supportive of business needs,
interests and strategic priorities
10 65%

DELOITTE HUMAN CAPITAL TRENDS 2023
❑ Framing the challenge: Think like a researcher:
• Navigating the end of jobs; Powering human impact with technology and Activating the future of
workplace
❑ Charting a new path: Cocreate the relationship:
• Negotiating worker data; Harnessing worker agency and Unlocking the workforce ecosystem
❑ Designing for impact: Prioritize human outcomes:
• Taking bold action for equitable outcomes; Advancing the human element of sustainability and
Elevating the focus on human risk
❑ Leading in a boundaryless world

GLOBAL TALENT
MANAGEMENT TRENDS
• 1. “Great Resignation”
• 2. Quiet Quitting
(Passive disengagement)
• 3. Total Employee well-
being (Quality of work-life
balance)
• 4. Psychological safety –
employee voice
• 5. Remote and Hybrid
work strategies

MCKINSEY STATE OF
ORGANIZATIONS (2023)
• According to the McKinsey State of Organization
report (2023), there are 10 shifts transforming
organizations. These shifts are both challenging
and harbingers of opportunity, depending on
how organizations address them.
• #4 New rules of attraction, retention, and
attrition. People are revising their attitudes both
to work and at work. Organizations can respond
by tailoring employee value propositions to
individualized preferences in ways that can
help close the gap between what today’s workers
want and what companies need.
• #6: Walking the talent tightrope. Business
leaders have long walked a talent tightrope—
carefully balancing budgets while retaining key
people. In today’s uncertain economic climate,
they need to focus more on matching top talent
to the highest-value roles.
• McKinsey research shows that, in many
organizations, between 20 and 30 percent of
critical roles aren’t filled by the most
appropriate people.

TALENT MANAGEMENT 5.0 –
x11 PARADIGM SHIFTS
(COTTER PhD, 2023)
• 1. Organizational culture and Integrated
and Evidence-based Talent Management
philosophy of Talent Liberation.
• 2. Talent Utilization to Talent Optimization
• 3. Skills buying to Skills Building
• 4. Talent metrics and analytics to Workforce
Analytics
• 5. Employees – associates to Brand
Ambassadors

TALENT MANAGEMENT 5.0 –
x11 PARADIGM SHIFTS
(COTTER PhD, 2023)
• 6. Strategic HR Planning perspective – on-
demand to In-Demand (Contingent)
• 7. Upskilling – Reskilling
• 8. Employee engagement to Employee
Experience to Human Experience (Hx)
• 9. Talent Magnet to Talent Magnifying
• 10. Talent management professionals to Talent
Management Sherpas (Career Navigators)
• 11. Career development and (vertical)
promotions to Career Fluidity and Employment
Mobility

EXPECTATIONS AND
PRIORITIES OF BUSINESS
EXECUTIVES
• CEO’s expect the Human Resources
function to play a much more active and
participatory role in enabling business
strategies.
• Senior business leaders consider talent
to be perhaps the critical factor in the
push for sustainable growth and the
need to manage new opportunities and
risks in a more complex and
interdependent world.
• According to The Conference Board CEO
Challenge (2013), Human Capital is
rated 10% higher than operational
excellence as a major challenge for
businesses.

BUSINESS EXECUTIVE EXPECTATIONS OF THE SHRBP ROLE IN THE POST
COVID-19 TALENT MANAGEMENT ERA
(COTTER, 2021)
• #1: Catalytic Driver of organizational Change
• #2: Proactive Business-minded Thinker
• #3: Collaborative business management Consultant
• #4: Purpose-directed Coach (of line managers)
• #5: Delivery (value-adding and results-oriented HRM
practices)
• #6: (Credible and Accountable) Performance Advisor
• #7: Strategic Facilitator and Enabler
• #8: Innovative Solutions Architect (and trouble-
shooter)
• #9: Digital Futurist and -Analyst
• #10: (Future-focused) Organizational Behavioural
Economist
https://www.surveymonkey.com/r/9RF3D6X

LEARNING ACTIVITY 2
• 2.1 Describe whether the global talent management trends resonate with and are reflected in
your current organizational talent management strategies and if/how they can be harnessed
and applied, as a means of talent optimization.
• 2.2 Review the 10 business executive expectations, roles and responsibilities of Strategic
Talent/HRM during the post Covid-19 talent management era. Refer to the diagnostic survey
link: https://www.surveymonkey.com/r/9RF3D6X Identify compliance gaps and as a
Talent/HRM professional recommend improvement strategies.
• 2.3 By referring to the best practice models, describe how Talent/HRM can improve on the
CEO perceived influence (16%) and be significantly more pivotal and instrumental in future-
proofing your organization’s operating model.

SESSION #2:
Strategic Talent/HR Planning

CLEAR VIEW – LINE OF SIGHT
x5 STRATEGIC HR PLANNING CHECKPOINTS
(Cotter, 2016)
#1: Inventory of available organizational core
competencies and scarce skills (by means of a skills
audit)?
#2: Mission critical organizational jobs (to enable
strategic goals achievement)?
#3: Critical employee segments (to promote business
continuity i.e. - future-proofing of the business
model)?
#4: Identification of organizational talent gaps (e.g. by
means of Succession Planning 9-box matrix)?
#5: Competitivity, maturity and readiness of the
organizational talent pipeline (i.e. number of future-fit
HIPO’s and the talent bench strength, who can
seamlessly ascend into the key positions)?

https://www.surveymonkey.com/r/X7YK5KY
• #1: Aligned with the organization’s strategic business plans and priorities.
• #2: Future-focused, adopting a strategic, medium to long-term forward-looking
approach.
• #3: Pro-active, sensitive and responsive to (internal and external) environmental
change and trends.
• #4: Provides accurate and reliable (clear view) talent planning/management
information for the organization e.g. available core competencies; scarce skills;
critical jobs and employee segments and talent gaps.
• #5: Collaborative, well coordinated and partnering effort (HRM has co-opted
business partners e.g. line managers to the process).
DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR
STRATEGIC TALENT/WORKFORCE PLANNING

• #6: Integrated (bundled) with other HRM value chain processes e.g. Recruitment,
Succession Planning, Retention and Leadership Development.
• #7: Generates meaningful business intelligence for the organization which
shapes, informs and influences business planning and supports strategic decision-
making.
• #8: Integrates both scientific (HRM metrics, predictive analytics and strategy
maps) with artistic (planning) principles.
• #9: Dynamic - regularly and systematically monitored, reviewed, evaluated and
adapted (committed to continuous improvement processes).
• #10: Yields a positive ROI, with tangible/demonstrable outcomes and impact for
the organization i.e. creates sustainable HCM competitive advantages
https://www.surveymonkey.com/r/X7YK5KY
DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR
STRATEGIC TALENT/WORKFORCE PLANNING

STRATEGIC TALENT/HR PLANNING –
WIDEST COMPLIANCE GAPS
DIFFICULTY
RANKING
MEAN SCORE
Q10: Your organization's HR plan yields a positive ROI, with
tangible/demonstrable outcomes and impact i.e. creates
sustainable HCM competitive advantages
1 58%
Q8: Your organization's HR plan integrates both scientific
(HRM metrics, predictive analytics and strategy maps) with
artistic (planning) principles.
2 59%
Q4: Your organization's HR Plan provides accurate and
reliable (clear view) talent planning/management
information e.g. available core competencies; scarce skills;
critical jobs and employee segments and talent gaps.
3 59%

STRATEGIC TALENT/HR PLANNING – MOST
COMPLIANT CRITERIA
27-93% 59%
60.1%
12%
BEST PRACTICE CRITERIA DIFFICULTY
RANKING
MEAN SCORE
Q1: Your HR Plan is aligned with the organization’s
strategic business plans and priorities.
10 67%

HR/TALENT PLANNING
PROCESS
• Step 1: Environmental Analysis
• Step 2: Forecasting HR Demand
(Futuring)
• Step 3: Analyzing (Current) Supply
• Step 4: Reconciling
• Step 5: HR Action Planning
• Step 6: Monitoring and Evaluating the
HR Action Plan

THE CHANGING NATURE OF THE BUSINESS
ENVIRONMENT (SHIFTING FROM VUCA TO
BANI)

HR ACTION PLANS
• There are five HR strategies for
meeting your organization's needs in
the future:
❑ Restructuring strategies
❑ Training and development
strategies
❑ Recruitment strategies
❑ Outsourcing strategies
❑ Collaboration strategies

RESTRUCTURING STRATEGIES
• Reducing staff either by termination or attrition
• Regrouping tasks to create well designed jobs
• Reorganizing work units to be more efficient
• If your assessment indicates that there is an oversupply of skills, there are a
variety of options open to assist in the adjustment.
• Termination of workers gives immediate results. Generally, there will be
costs associated with this approach depending on your employment
agreements. Notice periods are guaranteed in all provinces.
• Be sure to review the labour/employment relations standards in your
province or territory to ensure that you are compliant with the legislation.

TRAINING AND DEVELOPMENT
STRATEGIES
• Providing staff with training to take on new roles
• Providing current staff with development opportunities to prepare
them for future jobs in your organization
• Training and development needs can be met in a variety of ways.
• One approach is for the employer to pay for employees to
upgrade their skills. This may involve sending the employee to
take courses or certificates or it may be accomplished through on-
the-job training.
• Many training and development needs can be met through cost
effective techniques.

RECRUITMENT STRATEGIES
• Recruiting new staff with the skill and abilities that your
organization will need in the future
• Considering all the available options for strategically promoting
job openings and encouraging suitable candidates to apply
• For strategic HR planning, each time you recruit you should be
looking at the requirements from a strategic perspective.
• Example: Perhaps your organization has a need for a new
fundraiser right now to plan special events as part of your
fundraising plan. However, if your organization is considering
moving from fundraising through special events to planned giving,
your recruitment strategy should be to find someone who can do
both to align with the change that you plan for the future.

OUTSOURCING
STRATEGIES
• Using external individuals or organizations to
complete some tasks
• Many organizations look outside their own staff pool
and contract for certain skills.
• This is particularly helpful for accomplishing specific,
specialized tasks that don't require on-going full-time
work.
• Some organizations outsource HR activities, project
work or bookkeeping.
• Example: Payroll may be done by an external
organization rather than a staff person, a short-term
project may be done using a consultant, or specific
expertise such as legal advice may be purchase from
an outside source.
• Each outsourcing decision has implications for
meeting the organization's goals and should therefore
be carefully assessed.

COLLABORATION STRATEGIES
• Finally, the strategic HR planning process may lead to indirect
strategies that go beyond your organization.
• By collaborating with other organizations you may have better
success at dealing with a shortage of certain skills.
• Types of collaboration could include:
❑ Working together to influence the types of courses offered by
educational institutions
❑ Working with other organizations to prepare future leaders by
sharing in the development of promising individuals
❑ Sharing the costs of training for groups of employees
❑ Allowing employees to visit other organizations to gain skills and
insight

LEARNING ACTIVITY 3
• 3.1 Diagnose your current HR/Workforce Planning practices in the post
Covid-19 talent management era against the ten (10) best practice
criteria. Refer to the diagnostic survey link:
https://www.surveymonkey.com/r/X7YK5KYIdentify compliance gaps and
as a Talent/HRM professional recommend improvement strategies.
• 3.2 By referring to the x5 strategies of step 5 of the Talent/HRM planning
process, indicate which your organization believes are relevant.
Substantiate your position.
• 3.3 By referring to the illustration of the HR planning process, evaluate
the effectiveness of each process step in your organization. Compare
your organization’s effectiveness with the findings of the HCI (2014).
Identify areas of improvement (gaps) and recommend how HR
management can enhance performance and value add.

SESSION #3A:
Succession Planning – Principles and Best Practices

DEFINING SUCCESSION
PLANNING
• Succession planning is the identification and
development of potential successors for key positions in
an organization, through a systematic evaluation process
and possible training or mentoring.
• Succession planning and management involves an
integrated, systematic approach to identify, develop and
retain talent for key positions and areas in line with
current and projected business objectives.
• Succession Planning is "a means of identifying critical
management positions, starting at the levels of project
manager and supervisor and extending up to the highest
position in the organization.”

• Succession planning is about filling the
organization's talent pipeline and
building internal bench strength.
• It is about leveraging the talent that
the organization already possesses by
developing it to full potential.
• The focus is on developing employees
so that the organization has a pool of
qualified candidates who are ready to
compete for key positions and areas
when they become vacant.
OBJECTIVES OF
SUCCESSION
PLANNING

BENEFITS OF
SUCCESSION
PLANNING
• Keeping or preserving key positions, core skills, and special business know-how
• Maintaining business competiveness on key or core areas or positions
• Minimizing the impact on business due to unexpected key turnover or extended
employee absences due to health or personal issues (i.e. have candidates “ready
now” to replace planned and unplanned losses on key positions)
• A more efficient and effective public/customer service with increased ability to
deliver on business goals
• The development of a qualified pool of candidates ready to fill key positions or areas
• Improved employee engagement through career development and resulting cost
benefit
• The opportunity for corporate knowledge transfer

BEST PRACTICE SUCCESSION PLANNING
PRINCIPLES
https://www.surveymonkey.com/r/9NK82PF
• #1: Succession planning is a strategic driver of sustainable organizational
development and competitive advantage.
• #2: Succession planning is vertically aligned with the strategic business plan and an
enabler of the achievement of strategic goals/objectives.
• #3: Succession planning is multi-level is implemented on 3 levels i.e. executive
management; senior management and critical/key roles (professional and technical)
to develop qualified successors.
• #4: Succession planning builds organizational capacity, promotes institutional
memory and stimulates knowledge and skills transfer.
• #5: Succession planning is horizontally integrated with other HRM value chain
processes e.g. Career Planning, Workforce Planning; PMS; Learning and Development
etc.

BEST PRACTICE SUCCESSION PLANNING
PRINCIPLES
• #6: The talent pipeline is vibrant in creating an adequate succession planning rate/ratio
e.g. 1:3 and talent bench strength of high potential/performers.
• #7: The succession planning is effective in developing and grooming the depth and breadth
of talent and fast-tracking ready-made successors in identified key roles.
• #8: The succession planning process is proactive and adopts a medium to long-term view
e.g. 3-5 years and uses scenario planning/”what if” analyses.
• #9: The succession planning frequently scans the micro, market and macro business
environments, is consistently reviewed and is agile in it’s response.
• #10: Succession planning results in effective leadership development, higher levels of
employee engagement and improved employee retention.

LEARNING ACTIVITY 4
• 4.1 Diagnose the current degree of strategic
relevance and importance of your organization’s
succession planning. Refer to the diagnostic survey
link:
• 4.2 Identify compliance gaps and as a
Talent/HRM professional recommend
improvement strategies to address these gaps.

SUCCESSION PLANNING – WIDEST
COMPLIANCE GAPS
DIFFICULTY
RANKING
MEAN SCORE
Q9: Succession planning frequently scans the micro, market
and macro business environments, is consistently reviewed
and is agile in it’s response.
1 67%
Q6: The talent pipeline is vibrant in creating an adequate
succession planning rate/ratio e.g. 1:3 and talent bench
strength of high potentials/performance.
2 67%
Q8: The succession planning process is proactive, adopts a
medium to long-term view e.g. 3-5 years and uses scenario
planning/"what if" analyses.
3 68%

SUCCESSION PLANNING – MOST
COMPLIANT CRITERIA
22-100% 68% 67.7% 18%
BEST PRACTICE CRITERIA DIFFICULTY
RANKING
MEAN SCORE
Q1: Succession planning is a strategic driver of
sustainable organizational development and
competitive advantage.
10 79%

HIGH VALUE SUCCESSION
PLANNING
• Status quo
• Succession planning is complex. Take a systematic approach to address all the
moving parts (McLean, 2023).
❑ Only 45% of HR professionals report that their organization has a succession plan.
Of those, only 21% report having a formal succession plan (SHRM, 2021).
❑ Organizations focus on top management roles without evaluating which critical
roles would add the most value to the organization.
❑ Because the stakes are so high in succession planning, and because of its
complexity, implementing it poorly can do more harm than good.
• Critical Insight
❑ Succession planning is a high-stakes, complex, and resource-intensive initiative.
Maximize the value of succession planning to your organization by designing a
systematic approach.
• Impact and Result
❑ Ensure that leaders are accountable for conducting succession planning, with the
support, process design, and facilitation of HRM.
❑ Design a program that is value-driven, integrated, evidence-based, and inclusive
to maximize value.

THE CRITICAL AND STRATEGIC ROLE OF
EXECUTIVE/SENIOR MANAGEMENT
“EFFECTIVE SUCCESSION PLANNING
CANNOT SUCCEED WITHOUT
COMMITMENT FROM LEADERS AT ALL
LEVELS, STARTING AT THE TOP.”
THE PRIMARY RESPONSIBILITY FOR
SUCCESSION PLANNING SHOULD REST WITH
THE BOARD OF DIRECTORS AND THE CEO
WITH THE ASSISTANCE OF HUMAN
RESOURCES.
STRATEGIC MANAGEMENT AND
DEPLOYMENT OF SUCCESSION
MANAGEMENT PRACTICES IS ONE OF THE
MOST IMPORTANT RESPONSIBILITIES OF
THE BOARD AND THE CEO IN ENSURING
BOTH BUSINESS CONTINUITY AND
STEWARDSHIP OF AN ORGANIZATION FOR
THE FUTURE.

THE ROLE OF HRM IN SUCCESSION
PLANNING
PROVIDE TIMELY ADVICE AND
GUIDANCE TO MANAGERS.
ENGAGE IN AND ENSURE
ONGOING DISCUSSIONS WITH
BARGAINING AGENTS.
ENSURE ONGOING
DISCUSSIONS WITH
CORPORATE PLANNERS AND
ENSURE THAT LINKAGES ARE
MADE TO PROGRAM
MANAGEMENT.
ASSIST MANAGERS WITH THE
EVALUATION OF SUCCESSION
PLANNING INITIATIVES.

LEARNING ACTIVITY 5
• Group discussion:
• 5.1 Describe how your organization can incorporate
and optimize the 4 key success factors i.e. value-
driven; integrated; evidence-based, and inclusive of
a high value Succession Planning programme.
• 5.2 Review the custodial roles and responsibilities of
HRM in Succession Planning and indicate how HRM
can harness, advocate and facilitate this talent
management/development tool for enhanced levels
of employee retention and -engagement, career
development/fluidity and employment mobility.

SESSION #3B:
Succession Planning Process – in the post Covid-19 talent
management era

MODELS OF
SUCCESSION
PLANNING
• Short-term planning or
emergency replacements
• Long-term planning or
managing talent
• Combination of above
plans

U.S. OFFICE OF PERSONNEL MANAGEMENT MODEL -
ILLUSTRATION

HIGH VALUE SUCCESSION PLANNING
(MCLEAN & COMPANY, 2023)
• Guided Implementation 1: Set the program direction:
❑ Call 1: Identify gaps in enabling HR programs and identify steering committee members.
❑ Call 2: Review program goals and metrics.
❑ Call 3: Define stakeholder roles.
• Guided Implementation 2: Design the succession planning process:
❑ Call 1: Develop critical role criteria, profile template, and process.
❑ Call 2: Develop talent identification process, talent profile template, and process.
❑ Call 3: Discuss talent calibration and talent review meeting design.
❑ Call 4: Plan alignment of L&D and Talent Acquisition to succession planning.
• Guided Implementation 3: Prepare to launch and manage the program:
❑ Call 1: Review communication plan.
❑ Call 2: Discuss the logistics for program launch and management, including additional items that need to be built.
❑ Call 3: Discuss program measurement, improvements, and iteration.

STEP 7 REVIEW AND EVALUATE THE
IMPACT/EFFECTIVENESS OF SUCCESSION PLAN
STEP 6 MONITOR AND TRACK PROGRESS
STEP 5 IMPLEMENT SUCCESSION PLAN AND
DEVELOPMENTAL STRATEGIES
STEP 4 DEVELOP SUCCESSION PLAN AND STRATEGIES
STEP 3 IDENTIFY TALENT GAPS
STEP 2 IDENTIFY AND ASSESS SUCCESSORS – POTENTIAL
AND PERFORMANCE (9-BOX MATRIX)
STEP 1
IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND
ANALYZE FUTURE REQUIREMENTS AND
COMPETENCIES (BUSINESS STRATEGY)
SUCCESSION
PLANNING
ROADMAP
(COTTER,
2023)

STEP 2: IDENTIFICATION AND
ASSESSMENT OF SUCCESSORS
❑ What experience and skill factors
are essential to your future?
❑ How will you assess the talents of
potential leaders?
❑ How can you best assess the
performance of emerging leaders?

BEST PRACTICE CRITERIA: SKILLS
AUDITING
https://www.surveymonkey.com/r/9NSXS2L
• #1: A job analysis must be used as a basis for the skills audit
• #2: Definitive performance standards must be developed, written, and provided to
all stakeholders, regardless of the type of rating
• #3: Raters are trained to use the rating instrument properly
• #4: Formal appeal mechanisms must be in place and assessment results need to
be reviewed to ensure fairness and reliability
• #5: Multiple techniques/approaches are utilized and ratings are supported with
documented examples of behaviour

BEST PRACTICE CRITERIA: SKILLS
AUDITING
• #6: Employees are given a chance to improve their skills through targeted development opportunities
• #7: The 7 E’s - the Skills Auditing process is efficient, effective, economical, educational, ethical, empirical and
evidentiary
• #8: Compliance with the following principles of Skills Audits:
❑ Fairness
❑ Validity
❑ Reliability
❑ Transparency/ Openness
❑ Constructive feedback
❑ Objectivity
• #9: The outcome of the skills audit generates predictive analytics and business intelligence, providing the organization
with a strategic competitive advantage
• #10: Skills Auditing must be a holistic, systematic, integrated and aligned approach
https://www.surveymonkey.com/r/9NSXS2L

LEARNING ACTIVITY 6
• 6.1 Review, evaluate and rate your organization’s current skills audit
process measured against the ten (10) best practice criteria. Refer to the
diagnostic survey link: https://www.surveymonkey.com/r/9NSXS2L
• 6.2 Identify compliance gaps and as a Talent/HRM professional
recommend improvement strategies to address these process gaps.
• 6.3 Describe how the skills auditing process can be applied as a
succession planning tool to identify skills of HIPO’s in your organization.

SKILLS AUDITING - WIDEST COMPLIANCE
GAPS
22-100% 57%
57.4%
13%
RANKING
MEAN SCORE
Q3: Your organization trains skills auditors and -raters to use
the skills rating instrument properly.
1 51%
Q4: Formal appeal mechanisms are in place in your
organization and skills assessment results are regularly
moderated and reviewed.
2 51%
Q9: The outcome of the skills audit generates predictive
analytics and business intelligence, providing your organization
with a strategic competitive advantage.
3 54%

SKILLS AUDITING - MOST COMPLIANT
CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: Your organization's skills auditing process
complies with the 7 E’s i.e. efficient, effective,
economical, educational, ethical, empirical and
evidentiary.
10 77%

SKILLS AUDITING PROCESS – ILLUSTRATED

STEP 2: IDENTIFY AND ASSESS SUCCESSORS –
9 BOX MATRIX

ASSESSING LEADERSHIP POTENTIAL
(GALLUP)

SELF DIRECTED LEARNING
ACTIVITIES (DAY 2)
Refer to page 62 in the Learner
Manual

LEARNING ACTIVITY 7
• Apply steps 1-4 of the generic succession plan
process to your organization.
❑ Step 1: Identify current critical/key positions
and analyze future requirements and
competencies (business strategy)
❑ Step 2: Identify and assess successors –
potential and performance (9-box matrix)
❑ Step 3: Identify talent gaps
❑ Step 4: Develop succession plan and strategies

STRATEGIC HR & SUCCESSION PLANNING
AND TA METRICS
(DR. JOHN SULLIVAN)
• 1. Do we have the right number of people in our organization?
❖ Does HR have a metric/system for ensuring we are not
OVERSTAFFED?
❑ Do we compare our Headcount per unit of production/
sales to that of our direct competitors to ensure we
don't have headcount "fat"?
❑ Are we UNDER STAFFED in areas, where if we added
people in key areas, we would increase our
profitability?
• 2. Do we forecast and prevent people problems better than
the best in the industry?
❑ Have HR "smoke detectors" and forecasts given top
management sufficient warning of possible "people
problems"? Has it allowed us to effectively mitigate
their impact upon the business?
❑ HR develops programs and solutions before smoke
turns into fire and before managers have to request
them.
❑ Do we provide our managers with sufficient lead-time
and a "heads up" on people issues that will/ do face
them?

STRATEGIC HR & SUCCESSION PLANNING
AND TA METRICS
(DR. JOHN SULLIVAN)
• 3. Do we rapidly redeploy our people
resources from areas of low return in the
corporation to areas of high return?
❑ What % of our workforce moves
internally each year between business
units?
❑ What % of our workforce have we had to
"layoff this year?
❑ Is there evidence that we get the most
from our talent?
• 4. Succession Planning
❑ The percentage of Executive roles for
which there is a succession candidate,
which is calculated by the number of
Succession Planning
Candidates/Executive Level Headcount
• 5. Talent Acquisition

LEARNING ACTIVITY 8
• 8.1 Describe the Strategic HR &
Succession Planning and TA metrics that
your organization applies in the
People/HRM Scorecard.
• 8.2 Describe how the Talent/HR
Management team can audit Strategic
Workforce Planning in your organization.

AUDITING STRATEGIC WORKFORCE
PLANNING
• 1. Do you have an up-to-date organizational chart and other planning documents
to enable workforce planning?
• 2. Do you perform workforce planning and/or a needs assessment at least
quarterly?
• 3. Do you have a method for forecasting staffing needs by production
requirements?
• 4. Do you track and manage operations by utilizing essential metrics such as
turnover, full-time equivalents (FTE), time to hire or revenue to productivity?
• 5. Are turnover levels appropriate for the nature of your industry/business?
• 6. Does your Company have an established succession plan?

SESSION #4:
Talent Attraction and Acquisition

READING ARTICLE: THE FUTURE OF RECRUITING: APPLY SOME DATING
ADVICE: HIRING TRENDS TAKE A PAGE OUT OF THE DATING PLAYBOOK
(DENISE MOULTON)
• 1. Sense:
❑ 1.1 Ghosting: Where did all the candidates go?
❑ 1.2 Benching: How many other hiring managers are you talking to?
❑ 1.3 Breadcrumbing: This candidate is interested in the job … I think.
• 2. Analyze
❑ 2.1 Is this payback time for hiring managers and the Talent Acquisition (TA) function?
❑ 2.2 Get back to basics
• 3. Act
❑ 3.1) Date around” using real-time talent solutions.
❑ 3.2) “Date yourself for a while” through strategic internal mobility.
❑ 3.3) Set the tone and cement the experience.
• 4. Stay in the Game

VIDEO CLIP
• How Nestlé transformed
recruitment into talent
acquisition
• https://www.youtube.com/
watch?v=5HIlROqdik0
• Debriefing: Extract the
lessons from this video clip

RECRUITMENT PROCESS (CIPD)
• Stage 1: Defining the role (Job Analysis)
• Stage 2: Attracting applications (Developing an
EVP)
• Stage 3: Managing the application and selection
process
• Stage 4: Making the appointment (offer)

• Objective: Magnetically attracting
the “Cream of the Crop”
• Objective: Facilitating an optimal
Person-Environment (P-E) fit
• Strategy: Developing, articulating
and advocating of a compelling
Employee Value Proposition (EVP)
• Strategy: Employer Branding – (re)
positioning as an “Employer of
Choice”
TALENT ATTRACTION

• A resourcing strategy is concerned with shaping what an organization has to offer to people
to join and stay in the organization. (Armstrong, 2016)
• EVP is a statement of what an organization will provide for people that they will value - why
the total work experience at their organization is superior to that at other organizations.
• The EVP is an employee-centered approach that is aligned to existing, integrated workforce
planning strategies because it has been informed by existing employees and the external
target audience.
• Key Selling Points (KSP): Host of financial and non-financial benefits
• Non-financial benefits:
❖ The attractiveness of the organization
❖ Responsibility – corporate conduct, ethics and CSR/CSI
❖ Respect – diversity and inclusiveness
❖ Work-life balance
❖ Opportunities for personal and professional growth
EMPLOYEE VALUE PROPOSITION (EVP)

MANAGING THE
APPLICATION AND
SELECTION PROCESS
• The Curriculum Vitae (CV)
or
• The application form
• Dealing with applications
• The ‘candidate experience’

LEARNING ACTIVITY 9
• 9.1 By referring to Reading Article 1, extract any relevant lessons and insights that could
positively influence your organization’s current talent acquisition strategies and/or enhance your
future-fit status and readiness.
• 9.2 Critically review or develop an EVP for a defined organization, as a means of attracting top
talent and positioning your organization as an “employer of choice.”
• 9.3 By benchmarking against the Talent Acquisition Maturity Model, critically evaluate your
organization’s talent acquisition (TA) strategies and processes and peg your organization at the
most appropriate level. Discuss transformation strategies to actualize to level 4: Strategic TA in
the post Covid-19 talent management era.
• 9.4 Review or craft/develop a Total Rewards Statement (TRS) as a form of attracting, motivating
and retaining top talent at your organization.

LEARNING ACTIVITY 10
By referring to the case study 1, respond to
the following questions:
• 10.1 Strategic Talent/HR Planning principles
and process
• 10.2 General HR Planning lessons, insights
and strategies that can be applied to your
organization during the Covid-19 talent
management era.

SESSION #6:
Employee Engagement and Talent Retention

EMPLOYEE ENGAGEMENT STRATEGIES
(COTTER, 2019)
https://www.surveymonkey.com/r/X2X86WQ
1. Your organization's employees have clarity regarding their respective roles/jobs and
performance expectations; there is role/job optimization as well as perceived
task/job identity and -significance.
2. Your organization's employees receive an abundance of recognition and praise as well
as demonstrable care and interest from their managers.
3. Your organization's employees receive encouragement of their personal and
professional development and there is significant managerial interest in career
progression and development.
4. There is collegial and harmonious working relationships amongst team members and
peers at your organization.
5. Your organization's employees have sufficient workplace resources, materials and
equipment to perform their jobs satisfactorily and they have reasonable autonomy to
plan/schedule daily tasks and to make routine decisions.

EMPLOYEE ENGAGEMENT STRATEGIES
(COTTER, 2019)
6. Your organization's employee opinions and inputs are valued by management and there is
significant organizational platforms and opportunities for them to exercise their employee voice.
7. Your organization's employees have meaningful levels of trust in the organizational leadership
team and are regarded as exemplary role models.
8. There is a culture of performance excellence at your organization and the majority of employees
are prepared to go the extra mile and are committed to sustaining high quality and performance
standards.
9. Your organization has a conducive work environment, culture and climate that promotes a
strengths-based leadership culture; offers work-life balance, employee well-being and fair
remuneration and other employment practices and -policies.
10. Your organization has a significant training investment factor, advocates and employs talent
management and -development strategies and there are ample opportunities for employees to learn
and grow.

EMPLOYEE ENGAGEMENT – WIDEST
COMPLIANCE GAPS
26-77% 61%
60.7%
12%
RANKING
MEAN SCORE
Q2: Your organization's employees receive an abundance of
recognition and praise as well as demonstrable care and
interest from their managers.
1 46%
Q3: Your organization's employees receive encouragement of
their personal and professional development and there is
significant managerial interest in career progression and
development.
2 48%
Q7: Your organization's employees have meaningful levels of
trust in the organizational leadership team and are regarded as
exemplary role models.
3 48%

EMPLOYEE ENGAGEMENT – MOST
COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q1: Your organization's employees
have clarity regarding their
respective roles/jobs and
performance expectations; there is
role/job optimization as well as
perceived task/job identity and -
significance.
10 66%

BENEFITS OF EMPLOYEE ENGAGEMENT

ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE
INDICATORS

CIPD STRATEGIES (2013)
• “Giving employees meaningful voice: facilitating upwards feedback,
having respectful, adult to-adult conversations and responding to
employee views
• Effective communications that keep employees well informed and
reinforce the organisation’s purpose
• Role modelling: employees need to see that managers are
committed to the organisation and uphold the values of employee
engagement in how they act
• Fair and just management processes for dealing with problems and
supporting employee well-being.”

STRATEGIES TO ACCELERATE
EMPLOYEE ENGAGEMENT
• According to Gallup (2013), three
(3) strategies to accelerate
employee engagement are:
❖ Select the Right People and
Managers
❖ Develop employees’ strengths
❖ Enhance employees’ well-
being

BEST PRACTICE
EMPLOYEE
ENGAGEMENT
• According to Gallup (2013) research, the
best organizations deeply integrate
employee engagement into the following
four (4) areas:
❖ Strategy and Leadership Philosophy
❖ Accountability and Performance
❖ Communication and Knowledge
Management
❖ Development and on-going Learning
Opportunities

ARMSTRONG’S EMPLOYEE
ENGAGEMENT STRATEGIES
❑Leadership
❑The work environment
❑Job design
❑Opportunities for
personal growth
❑Performance
Management

TINYpulse (2018)
STRATEGIES
• Great managers fuel
employee loyalty
• Recognition is a matter of
priority
• Employees crave work-life
balance
• Culture eats compensation
for breakfast
• Growth opportunities are
talent-magnets

MOST IMPACTFUL EMPLOYEE
ENGAGEMENT DRIVERS
(HARVARD BUSINESS REVIEW – 2014)

VIDEO CLIP
• What Great Employee
Engagement looks like?
https://www.youtube.c
om/watch?v=uan2fHQ5
1zg
• Debriefing: Extract the
lessons from this video
clip

SELF DIRECTED LEARNING
ACTIVITIES (DAY 3)
Refer to page 104 in the Learner Manual

• 11.1 Diagnose your organization’s employee engagement measured against the ten
(10) best practice criteria. Refer to the diagnostic survey link:
• 11.2 Critically review and evaluate the currency and relevance of the Best
Practice Employee Engagement strategies. Indicate which strategies are most
viable, feasible and sustainable (future-proof) in the post Covid-19 talent
management era.
• 11.3 Evaluate the current degree of your organization’s employee retention by
gauging against the Deloitte’s Irresistible Organization factors and sub-factors.

SESSION #7:
Performance Management and Development

DEFINING A HIGH PERFORMANCE
ORGANIZATION (HiPO) CULTURE
• A high-performance organization is characterized by clarity
and coordination.
• Everyone plays a crucial role in driving the company forward, and
everything that happens at the individual, group or departmental
level contributes to the organization's goals.
• People understand their roles and how their efforts contribute to
producing the desired results.
• Andre de Waal of the HPO Center offers this more formal
definition: "A High Performance Organization is an organization
that achieves financial and non-financial results that are
exceedingly better than those of its peer group over a period of
time of five years or more, by focusing in a disciplined way on that
which really matters to the organization.“
https://www.surveymonkey.com/r/9HRK35Q

THE CHANGING FACE OF PMS
(COTTER, 2017)
• #1: RE-ENGINEERING THE ANNUAL REVIEW CYCLE
• #2: SHIFT FROM PERFORMANCE RATINGS TO
STRENGTHS-BASED PERFORMANCE COACHING
• #3: CONTINUOUS PERFORMANCE MANAGEMENT
SOFTWARE OVER APPRAISAL SOFTWARE
• #4: AUTOMATION, APPS, SIMPLICITY AND AGILITY
• #5: PERFORMANCE DISCUSSION AND FEEDBACK TO
PERFORMANCE DIALOGUE

THE CHANGING FACE OF PMS
(COTTER, 2017)
• #6: CROWD-SOURCED PERFORMANCE DATA, PEOPLE
ANALYTICS AND SNAPSHOTS
• #7: PERSONALIZATION AND EMPLOYEE EXPERIENCE (EX)
• #8: PERFORMANCE DIFFERENTIATION
• #9: SHIFT FROM PERFORMANCE MANAGEMENT TO
PERFORMANCE IMPROVEMENT
• #10: DE-COUPLING PERFORMANCE AND COMPENSATION

VIDEO CLIP
• Reinventing Performance
Management at DELOITTE
(HBR)
• https://hbr.org/video/512
2969232001/reinventing-
performance-
management

PERFORMANCE
MANAGEMENT SYSTEM BEST
PRACTICES
https://www.surveymonkey.com/r/XSDZK8B
• #1: The Performance Management System (PMS) of your
organization is directly linked to the strategic goals of the
institution.
• #2: The PMS of your organization is (horizontally) integrated
with the other HRM functions and also the core business
processes (finance, customer & operations) of the institution.
• #3: The PMS of your organization adapts from only
management performance expectations to management,
customer and other (internal and external) stakeholder
expectations and is agile and responsive to environmental
change, global best practices and future trends.
• #4: The PMS of your organization is balanced in terms of
focusing on improving both short-term outputs or results and
also in the medium to long-term future i.e. future-proofing
the business/operating model.
• #5: The PMS of your organization encourages full
participation and wide engagement and extensive
consultation, focused on measuring quality standards.

PERFORMANCE
MANAGEMENT SYSTEM BEST
PRACTICES
• #6: The PMS of your organization is user-friendly, simple and
understandable for all users.
• #7: The PMS of your organization provides an opportunity to
recognize performance excellence.
• #8: The PMS of your organization is vigilant and efficient in
identifying and correcting poor performance levels and under
achievement of performance goals and standards.
• #9: The PMS of your organization is line management-driven
with active support and business partnering from the human
resources department.
• #10: The PMS is a continuous process that accurately
identifies multi-level (individual, team and organizational)
performance and skills gaps i.e. generates crowd-sourced
(360-degree) performance intelligence and –analytics, which
is effectively leveraged as a performance development and -
improvement management tool.

• 12.1 Measured against the 5 strands of success, would you regard your
organization as a HiPO. Refer to diagnostic survey link:
https://www.surveymonkey.com/r/9HRK35Q Identify compliance gaps and
recommend improvement strategies. Describe the strategic role and contribution
of Talent/HRM professionals in co-creating, cultivating and nurturing a HIPO.
• 12.2 Review and rate the effectiveness of the performance management system at
your organization. Refer to the diagnostic survey link:
• 12.3 Identify compliance gaps and as a Talent/HRM professional recommend
improvement strategies.

PERFORMANCE MANAGEMENT SYSTEMS
– WIDEST COMPLIANCE GAPS
22-100% 64%
63.7%
14%
RANKING
MEAN SCORE
Q6: The PMS of your organization is user-friendly, simple and
understandable for all users.
1 56%
Q10: The PMS is a continuous process that accurately identifies multi-
level (individual, team & organizational) performance & skills gaps i.e.
generates crowd-sourced (360-degree) performance intelligence & -
analytics, which is effectively leveraged as a performance
development & -improvement management tool.
2 57%
Q8: The PMS of your organization is vigilant and efficient in
identifying and correcting poor performance levels and under
achievement of performance goals and -standards.
3 58%

PERFORMANCE MANAGEMENT SYSTEMS
– MOST COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: The PMS of your organization
provides an opportunity to recognize
and (financially and non-financially)
reward performance excellence.
10 69%

CAUSES OF POOR
PERFORMANCE
❑Skills/competence
❑Personal problems
❑Lack of resources
❑Organizational
factors

PERFORMANCE MATRIX –
APPLYING COTTER’S 4 C’s (2018)
CAREER
DEVELOPING
COUNSELING
CAPITALIZING
COACHING

PERFORMANCE
IMPROVEMENT
• Assuming the role of a coach:
❑ Identify performance problems that may be
affecting performance and where improvement
is required
❑ Generate possible solutions and map a plan to
improve performance.
❑ Identify those performance areas where the
team member is performing well
❑ Communicate future performance expectations
and requirements
• Guidelines for preventing poor performance:
❑ Communicating clear performance standards
and expectations to employees
❑ Providing regular and frequent feedback on
performance
❑ Rewarding and recognizing good performance,
informally and formally

• 13.1 By referring to the performance equation,
compute the PPS and resultant Performance
Capability Gap Index (PCGI) of your Talent
Management/HRM work team. Develop strategies to
improve any of the deficient variables.
• 13.2 By referring to the four quadrants of the
Performance Matrix, recommend performance
development strategies for the underachievers and
poor performers.

SESSION 8A:
Strategic Learning and Development in the post Covid-19 talent development
era

DEFINITION OF
STRATEGIC
LEARNING AND
DEVELOPMENT

10 FACTORS OF STRATEGIC L&D
(COTTER, 2017)
#1: Strategic mind-set and alignment with business goals
#2: Evidence-based, business metrics and predictive
analytics
#3: Learning architecture and design
#4: Provision of learning solutions
#5: Learning structures and roles

10 FACTORS OF STRATEGIC L&D
(COTTER, 2017)
#6: Enhanced skills set of L&D professionals
#7: Future-proofing the organization
#8: Curating modern learning experiences for modern
learners
#9: Top management support and line manager
engagement, contribution and involvement
#10: L&D administration, governance and risk management

10 CRITICAL SUCCESS
FACTORS FOR THE
TRANSFORMATION OF
TRAINING TO A
STRATEGIC LEARNING
SOLUTION
https://www.surveymonkey.com/r/9ZCQTWN
• #1: L&D can count on top management support and
ownership of L&D strategies and –processes & there
is top management commitment to L&D as an
investment and not as a cost item;
• #2: A vibrant and effective Performance
Management System (PMS) is the
bedrock/foundation of L&D processes;
• #3: There is direct and active engagement,
consultation and participation of line management in
all learning processes;
• #4: L&D Managers and -professionals adopt and
apply a strategic mind-set (conceptual thinking);
• #5: L&D have established a high impact learning
organizational (HILO) culture and developed a
Knowledge Management System;

10 CRITICAL SUCCESS
FACTORS FOR THE
TRANSFORMATION OF
TRAINING TO A
STRATEGIC LEARNING
SOLUTION
• #6: L&D hold individuals accountable for application
of learning by means of e.g. learner
contracts/agreements;
• #7: When utilizing outsourced training providers, L&D
ensures performance-directed, Service Level
Agreements are in place;
• #8: Learning and Development strategy is embedded
in the business strategy;
• #9: Learning and Development proactively anticipates
and prepares employees to be future-fit and the
organization to be future-proof and
• #10: The Learning and Development strategy is
sensitive to and responsive to environmental forces
and changes across the entire L&D ecosystem.

• 14.1 Diagnose the degree of compliance at your
organization to the following Strategic L&D 10 best
practice criteria. Refer to the diagnostic survey
link:
• 14.2 Identify gaps and as a Talent/HRM
professional recommend improvement strategies.

SLP – WIDEST COMPLIANCE GAPS
40-100% 64%
64.6% 14%
RANKING
MEAN SCORE
Q5: L&D have established a high impact learning organizational
(HILO) culture and developed a Knowledge Management System
1 59%
Q9: Learning and Development proactively anticipates and
prepares employees to be future-fit and the organization to be
future-proof
2 63%
Q3: There is direct and active engagement, consultation and
participation of line management in all learning processes
3 64%

SLP – MOST COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: When utilizing outsourced
training providers, L&D ensures
performance-directed, Service Level
Agreements are in place
10 73%

HIGH IMPACT LEARNING ORGANIZATION
(HILO) CHARACTERISTICS
https://www.surveymonkey.com/r/955MLW9
• #1: The organization focuses on long-term career success of it’s employees
• #2: The organization focuses on enabling workers to perform well in their
current roles
• #3: The organization employs design thinking in developmental
opportunities
• #4: The organization offers high value learning and development experiences
and utilizes these experiences for development purposes
• #5: The organization rewards employees for development

HIGH IMPACT LEARNING ORGANIZATION
(HILO) CHARACTERISTICS
• #6: The organization gives stretch assignments as part of worker development
• #7: Employees are able to influence which tasks are assigned to them
• #8: The organization is clear on decision-making processes/ability
• #9: Risk-taking is rewarded in the organization and mistakes are valued as learning
opportunities
• #10: The organization gathers employee performance data in several ways.

• 15.1 Evaluate whether your organization
complies with the best practice criteria
of a HILO. Refer to the diagnostic survey
link:
• 15.2 Identify compliance gaps and as a
Talent/HRM professional recommend
improvement strategies.

TRANSITIONAL IMPROVEMENT STRATEGIES (BLUEPRINT)
(COTTER, 2018)
• #1: Transition from e-learning to mobile (m)-learning
• #2: More video-based, on-demand micro-learning
• #3: Learners taking more ownership and responsibility for
their learning
• #4: More use of Virtual Reality in the traditional learning
space
• #5: Technology-enabled and digital learning devices
• #6: Transition from training facilitators to Learning Navigators

TRANSITIONAL IMPROVEMENT STRATEGIES (BLUEPRINT)
(COTTER, 2018)
• #7: Less focus on learning content and more focus on the learner
experience
• #8: Less focus on learner assessment and qualifications and more
focus on holistic application and transfer of learning
• #9: Less formal training and more focus on social and experiential
learning (refer to the 70-20-10 model of learning)
• #10: Transition from books to MOOC’s
• #11: Use of a Strategic L&D Scorecard and
• #12: Adoption and implementation of the Strategic L&D
Conceptual Framework.

IMPROVEMENT RECOMMENDATIONS -
SLP

10-STEP CHANGE PROCESS CYCLE
• Step 1: Conduct a gap analysis (by means of the Weighted
Strategic L&D scorecard);
• Step 2: Formulate and implement change management and
improvement interventions;
• Step 3: Ensure the horizontal integration (bundling) across the
L&D value chain;
• Step 4: Formulate 3-year L&D strategy and facilitate vertical
alignment of this L&D strategy with the organisational business
strategy (KPI #1);
• Step 5: Foundational work – invest heavily in the input factors
(refer to KPI #6 and #7);

10-STEP CHANGE PROCESS CYCLE
• Step 6: Initiation work – roll out the transformation process
(refer to KPI #3, 5, 8 and 10);
• Step 7: Periodically monitor, track, measure and report on
strategic L&D metrics (refer to KPI #2);
• Step 8: Conduct an annual audit to evaluate the strategic impact
of L&D, with KPI #4 and #7 as the yardstick;
• Step 9: Generate business and performance management
intelligence and
• Step 10: Feed this business intelligence back into the system,
make the necessary revisions and re-initiate new 3-year L&D
cycle/process.

• By referring to the case study 2, respond to the
following questions:
• 16.1 In reference to some of the key interview
questions, what general talent management
lessons, insights and best practice strategies at
Accenture, could you extract?
• 16.2 What best fit talent management and
development strategies can be specifically
applied at your organization?

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Strategic Talent Management and Development.pdf

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