The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.
A short presentation for business leaders who want practical ways to stop losing talented people. From Omnicor - Evidence Based Organisational Development Solutions
**Download for slide notes.** Presentation given at the Women in Manufacturing Summit in Milwaukee, WI on October 29, 2012 by Marni Hockenberg of Hockenberg Search and Mary Scheibel of Trefoil Group. (Note the large file size)
A short presentation for business leaders who want practical ways to stop losing talented people. From Omnicor - Evidence Based Organisational Development Solutions
**Download for slide notes.** Presentation given at the Women in Manufacturing Summit in Milwaukee, WI on October 29, 2012 by Marni Hockenberg of Hockenberg Search and Mary Scheibel of Trefoil Group. (Note the large file size)
Workforce volatility can profoundly impact productivity for individuals, departments or across entire organizations. From competitive job markets to rising employee turnover, there’s a common way employers of any size, in any industry, can overcome these workforces challenges – strategic compensation.
Get ready for 2014 solve the talent management equation with job competenciesHuman Capital Media
In a 2012 Bersin and Associates research paper, only 6 percent of HR teams rated themselves “excellent” in data analysis, while 56 percent rated themselves “poor." In school we all learn standard notation for math and how to solve equations, but we don't have that in talent management. We don't have it as a broad standard and we probably don't even define what our own internal "standard notation" is. While there is a wealth of data residing within the organization that might help us better define what "good" looks like and how to get there, elements like job descriptions or core and leadership competencies are not defining quantitative elements of our equation that align with the business side of our equation.
In this session, we will:
Review the challenges in defining talent management.
Discuss the elements in the talent management equation.
Describe how a job competency framework can balance the two sides of the equation.
Review three steps to implementing a framework to making sense of the data
When & How To Start A Reward & Recognition ProgramBambooHR
This presentation shares the in and outs of why a reward and recognition program is important to a company. Includes stats on why it's important and how it helps your employee retention.
The “Four Quadrant” Theory of Organizational Reward and RecognitionSonya Sullins
The "Four Quadrant Theory" is an easy way to visualize the different types of recognition and reward an organization must provide. Use this graph to discover your areas of strength and weakness and to build your R&R Strategy.
How to size up your Reward and Recognition Budget | Xexecxexec_corporate
As we move towards the end of the year many organisations are in the process of planning their Reward and Recognition (R&R) budgets for next year though this can be a challenging thing to do. In this slideshare presentation (and accompanying webinar), find out how to build a business case, set your budget, manage budgets within a platform, and learn what to do when you run out of budget - plus a lot more! Watch the webinar here: http://bit.ly/2kb1Q1f
Using total rewards to engage healthcare’s multigenerational workforceHealthcare Software Hub
Turnover not only directly impacts the bottom line, but it makes it difficult for healthcare organizations to attract, motivate and retain their top talent – particularly in today’s complex multigenerational workforce. In this exclusive HRCI training, join Mary Mosqueda, Compensation Practice Leader at Lockton Companies, LLC to learn a proven approach for utilizing a Total Rewards Strategy to engage your multigenerational healthcare workforce. We will look at the definition of Total Rewards (with specifics around compensation) and how the concept can successfully realign cash and non-cash strategies for achieving broader financial and performance objectives with today’s diverse and changing workforce. In this session, we will share practical tips and ideas
This is a presentation I did for the South African Institute for Professional Accountants recently about their Talent Retention challenges.
The stats are really powerful, it is mind-boggling that not all companies, big or small are implementing incentive programmes for motivation, sales performance, talent retention and skills upliftment.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
Workforce volatility can profoundly impact productivity for individuals, departments or across entire organizations. From competitive job markets to rising employee turnover, there’s a common way employers of any size, in any industry, can overcome these workforces challenges – strategic compensation.
Get ready for 2014 solve the talent management equation with job competenciesHuman Capital Media
In a 2012 Bersin and Associates research paper, only 6 percent of HR teams rated themselves “excellent” in data analysis, while 56 percent rated themselves “poor." In school we all learn standard notation for math and how to solve equations, but we don't have that in talent management. We don't have it as a broad standard and we probably don't even define what our own internal "standard notation" is. While there is a wealth of data residing within the organization that might help us better define what "good" looks like and how to get there, elements like job descriptions or core and leadership competencies are not defining quantitative elements of our equation that align with the business side of our equation.
In this session, we will:
Review the challenges in defining talent management.
Discuss the elements in the talent management equation.
Describe how a job competency framework can balance the two sides of the equation.
Review three steps to implementing a framework to making sense of the data
When & How To Start A Reward & Recognition ProgramBambooHR
This presentation shares the in and outs of why a reward and recognition program is important to a company. Includes stats on why it's important and how it helps your employee retention.
The “Four Quadrant” Theory of Organizational Reward and RecognitionSonya Sullins
The "Four Quadrant Theory" is an easy way to visualize the different types of recognition and reward an organization must provide. Use this graph to discover your areas of strength and weakness and to build your R&R Strategy.
How to size up your Reward and Recognition Budget | Xexecxexec_corporate
As we move towards the end of the year many organisations are in the process of planning their Reward and Recognition (R&R) budgets for next year though this can be a challenging thing to do. In this slideshare presentation (and accompanying webinar), find out how to build a business case, set your budget, manage budgets within a platform, and learn what to do when you run out of budget - plus a lot more! Watch the webinar here: http://bit.ly/2kb1Q1f
Using total rewards to engage healthcare’s multigenerational workforceHealthcare Software Hub
Turnover not only directly impacts the bottom line, but it makes it difficult for healthcare organizations to attract, motivate and retain their top talent – particularly in today’s complex multigenerational workforce. In this exclusive HRCI training, join Mary Mosqueda, Compensation Practice Leader at Lockton Companies, LLC to learn a proven approach for utilizing a Total Rewards Strategy to engage your multigenerational healthcare workforce. We will look at the definition of Total Rewards (with specifics around compensation) and how the concept can successfully realign cash and non-cash strategies for achieving broader financial and performance objectives with today’s diverse and changing workforce. In this session, we will share practical tips and ideas
This is a presentation I did for the South African Institute for Professional Accountants recently about their Talent Retention challenges.
The stats are really powerful, it is mind-boggling that not all companies, big or small are implementing incentive programmes for motivation, sales performance, talent retention and skills upliftment.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
Intro to Phurnace's J2EE Deployment AutomationBruce Read
Phurnace Software helps you accelerate your delivery of production-ready Java EE™ applications. Our flagship product, Phurnace Deliver™, all but eliminates configuration-related errors, and dramatically reduces your dependency on scripting. Some of the world’s most advanced Java shops rely on Phurnace Software because we understand what it takes to manage and deploy enterprise applications.
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%.
Predictive index 2021 Talent Optimization editionRobert Friday
What is Predictive Index? How does Predictive Index work? Talent Optimization expert Rob Friday has trained over 1000 business leaders to use Predictive Index. See the updated 2021 Talent Optimization Presentation here.
Human Capital Entremaneur Strategy Soluitons DeckCNCInc
Aligning the deployment of Human Capital and the HR Scorecard with the Business Strategies as a whole. Global Human Capital deployment works only when you align all the pieces - Finances + Operations + PEOPLE = YOUR Successful business
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
This presentation was shared by Vanessa Theoharis and Julie Ried at the American Marketing Association Higher Education Symposium in November 2022.
The market has gone through a whirlwind of a year, as individuals contemplate the next stages of their career journeys, whether within the organization or elsewhere. As higher education leaders, you have the opportunity to create a workplace environment that will attract top talent, engage your team and motivate individuals to stay.
Bringing best practices from across the field, this presentation includes strategies around employee recruitment, retention, and engagement, specifically for marketing and communications teams.
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.
2. People are the Key
“The toughest decisions in
organizations are the people
decisions – hiring, firing, promotion,
etc. These are the decisions that
receive the least attention and are
the hardest to unmake.”
Peter Drucker
Direct, Practical Advice that Works
3. Paying Top Talent
Work with Us
Winning Strategies for Finding, Developing & Maintaining Top Talent
ATTRACTING TOP
TALENT
Direct, Practical Advice that Works
4. Attracting Top Talent
IMPACT OF MISS-HIRES
Managerial hiring success has been strangely ignored regarding
the cost of a miss hire:
Salary Cost
Less Than $840,000 (14 x salary)
$100,000
$100 – 250,000 $4.7 Million (28 x salary)
Typical Hiring Success Rate 50% Source: B. Smart, Ph.D.
Goal to Improve Hiring Rate to more than 90%
Productivity of Top Talent = 100x Gates, 10x Cisco
Direct, Practical Advice that Works
5. Attracting Top Talent
DOES YOUR COMPANY…
Bring in highly talented people?
Integrate them quickly and effectively?
Identify top talent and compensate accordingly?
Retain key contributors?
Manage low performers?
Direct, Practical Advice that Works
6. Attracting Top Talent
BUILDING A COMMITTED WORKFORCE
Leadership Culture
Trust/respect/integrity/openness
Visionary with shared values
Valuing achievement
Builder of teams
Developer of people/mentor Innovation/flexibility
Coach (empowerer) Teamwork and Customer Focus
Walks the talk Work/ life balance (and FUN!)
Career Total Compensation
The work itself/ freedom to innovate Competitive base salary
Professional growth/ continuous learning Individual, team & company incentives
Opportunity for advancement/ career pathing Broad-based stock options
Satisfaction in achievement Innovative benefits
Direct, Practical Advice that Works
7. Attracting Top Talent
RECRUITING TALENT – BEST PRACTICES
Hire Top Recruiters
Employee Referrals What’s your “WOW” Factor
Candidate Referrals Nortel – hire graduating class
Targeted Recruiting
(Lists & Directories) Business Cards/Fish Bowl
Multiple Postings
(Casting Wide Net)
Sabbaticals
In-depth Screening
Candidate Experience
Travel Awards
Training Managers
(Identify Fit)
Concierge
Hi-Touch Offer Put Work Where Talent Wants to Be
Direct, Practical Advice that Works
8. Attracting Top Talent
LEVELS OF TALENT – ABC GRADING
Top Talent (A Players)
One who qualifies among the top 10% of those available for a
position; at the given compensation level, with whatever bonus
comes with it, in that specific club with a certain organization
culture (family friendly? politics? growing? status?), in that
particular industry, in that location, with those accountabilities,
with those resources, reporting to a specific person(s).
B Player
Next 25% of those available for a position.
C Player
Below the top 35% of those available for a position.
Direct, Practical Advice that Works
9. Attracting Top Talent
LEVELS OF TALENT – ABC GRADING
A PLAYERS The best of class in their job category. Typically
they are the top 10% of the talent available in the marketplace
at a specific salary range. Defining an A player sounds simple,
but it is not. The person's skills, motivations, and personality
traits will vary depending on the job description. (Your C player
in one job could be your A player in another.) While all A players
must have rock-solid integrity and a sterling job-performance
track record, not all will have to be team leaders or long-term
visionaries, though that surely helps. They all must be quick
studies. In today's tight labor market, hiring and retaining A
players often requires golden handcuffs, such as bonuses and
long-term incentives.
Direct, Practical Advice that Works
10. Attracting Top Talent
LEVELS OF TALENT – ABC GRADING
B PLAYERS These managers fall into the top 25% of their job
class mainly because they fall short in two to three areas.
Unfortunately, most of them hire B or C employees and accept
less than top performance from their staff. The good news is
that some can be upgraded to A status if coached and trained.
Others can become star players if their job responsibilities are
fine-tuned. They can also be redeployed in other roles in a club.
Direct, Practical Advice that Works
11. Attracting Top Talent
LEVELS OF TALENT – ABC GRADING
C PLAYERS These employees fall below the top 35% of the
club's work force. More often than not, they drag a club down
like dead weight and must be placed in other jobs within the
organization or fired. Most C players suck the creative energy
out of their organizations. They fail to prevent problems and
then cannot fix them. Because most have difficulty coping with
new or complex situations, it's tough to find them a new safe
harbor in the club. Many organizations have stumbled with C
players in key spots.
Direct, Practical Advice that Works
12. Paying Top Talent
Work with Us
Winning Strategies for Finding, Developing & Maintaining Top Talent
PAYING TOP TALENT
Direct, Practical Advice that Works
13. CUSTOMERS
INNOVATION
Paying Top Talent
PROCESS FOR DEVELOPING & IMPLEMENTING STRATEGY
VISION MISSION ANNUAL STRATEGIC ANALYSIS
• Core Values Map for 3-
• Purpose Internal External External
• Vision Statement Yr Journey Assessment Assessment Survey
AN N U AL BALAN CED
B U SI N E SS PL AN
DEVELOPMENT
LEARNING/
PEOPLE
PROCESSES
FINANCIAL
INTERNAL
PERFORMANCE PLANS
INCENTIVES ♦ REWARDS ♦ CULTURE
Direct, Practical Advice that Works
14. Paying Top Talent
REWARD PRINCIPLES
Create a positive & natural reward experience
Communicate advantages to the workforce; Involve people in the change process
to gain understanding, acceptance and commitment.
Align rewards with business goals to create win-win partnership
Both employees and company need to gain from the relationship; Clear direction;
People = Economic Value Added (EVA); Company acknowledges EVA with
rewards.
Extend people’s line of sight
How they influence the results of their team, group, business unit, and company;
How they influence the customer; Knowledgeable stakeholder in overall business.
Integrate rewards
Use each reward tool for what it does best; Total rewards, not just total pay;
Total customize better workforce deal from total rewards
Reward individual ongoing value with base pay
Skills & competencies needed by the company and used by the individual to
generate results; Individual consistent performance over time; Individual ’s value
relative to the labor market.
Reward results with variable pay
Cash & bonuses – variable – focused on key measures of success
Direct, Practical Advice that Works
15. Paying Top Talent
BETTER WORKFORCE REWARDS
Individual Growth Compelling Future
Invest in People Vision & Values
Development & Training Company Growth & Success
Performance Management Stakeholdership
Career-enhancement Win-win Over Time
Total Pay Positive Workplace
Base Pay People Focus
Variable Pay Leadership
Benefits or Indirect Pay Colleagues
Recognition and Celebration Work Itself
Involvement
Trust & Commitment
Open Communications
Direct, Practical Advice that Works
16. Paying Top Talent
Work with Us
Winning Strategies for Finding, Developing & Maintaining Top Talent
RETAINING TOP
TALENT
Direct, Practical Advice that Works
17. Retaining Top Talent
WHAT DOES TOP TALENT WANT?
The world! First, they want a challenge
and to have fun coming to work. So they
want the resources and opportunity to
make things happen. Second, top talent
wants an informal culture with very little
bureaucracy. Third, they want
compensation that's tied to performance
Source: RADFORD CONSULTING
Direct, Practical Advice that Works
18. Retaining Top Talent
WHAT THEY WANT?
Empowering relationship with their manager
A winning, high-performance culture
The fun and excitement of working with a team of top talent
The opportunity to grow, to meet challenges, to rise in
stature and title
Competitive pay, bonus and benefits
[Proactive increases in pay and compensation. Do not wait until the
threat of quitting to pay people appropriately]
Source: B.Smart, Ph.D.
Direct, Practical Advice that Works
Direct, Practical Advice that Works
19. Retaining Top Talent
AMENABILITY OF COMPETENCIES TO CHANGE
Relatively Easy Very Difficult
to Change Harder But Doable to Change
Risk Taking Judgment Intelligence
Leading Edge Strategic Skills Analysis Skills
Education Pragmatism Creativity
Experience “Track Record” Conceptual Ability
Organization/Planning Initiative Integrity
Self-Awareness Conflict Management Inspiring “Followership”
Communications – oral Independence Assertiveness
Communications – written Stress Management Energy
First Impression Adaptability Enthusiasm
Customer Focus Likeability Ambition
Political Savvy Listening Tenacity
Selecting Talent (A-players) Team Player
Removing Marginal Talent (C-players)
Negotiation Skills
Coaching/Training
Persuasiveness
Goal Setting
Change Leadership
Direct, Practical Advice that Works
Direct, Practical Advice that Works
20. Retaining Top Talent
THE LIKELIHOOD OF CHANGE
frequent
How frequent is the behavior?
Very difficulty to
change
“character-driven behaviors are
like crabgrass: deeply rooted and
difficult to weed out.”
Manager’s
willingness to
change
Very easy to
change
infrequent
response to a expression of character
particular situation
How deeply entrenched is the behavior?
Direct, Practical Advice that Works
Direct, Practical Advice that Works
21. Retaining Top Talent
REDEPLOYING
Thorough & accurate assessment
Reasonable performance goals
Ongoing feedback
Role modeling
Comprehensive coaching
No hard feelings
Increase self-awareness by marginal c-player
Increasing skills by c-player
Opportunities for ego protection
Direct, Practical Advice that Works
Direct, Practical Advice that Works
22. Retaining Top Talent
REDEPLOYING
“Having interviewed more than 100
presidents and CEO’s who attributed
their failure to “carrying C players” The
vast majority of cases, they said, “I
should have moved quicker to get rid of
C-players”
B. Smart, Topgrading
Direct, Practical Advice that Works
Direct, Practical Advice that Works
23. Retaining Top Talent
MANAGEMENT OFFSITE (RE: TALENT)
Do we have the talent to meet our goals? Will we have it?
How successful are we in recruiting people, internally and externally?
What is our hiring batting average?
Where are we strong and weak in management?
Which A players should be promoted, and to what jobs, in order to retain
and develop them, but not put them over their head?
How many external searches should we do, for what jobs?
Have we made progress in culling the chronic C-players? Why not?
Who’s responsible?
Are we all in a full-court press for recruitment by developing and using
our networks to generate candidates? Can we bypass search firms?
How are we progressing on developing an internal “bench,” so we can
have an optimal blend of promoting people from within and enriching
the mix with talent from outside
Direct, Practical Advice that Works
Direct, Practical Advice that Works
24. Retaining Top Talent
LIFE BALANCE SCORECARD
Employees want a manager that has a balanced life. How would you score
yourself?
Good Not Good
Enough Enough Critical Life Dimension
1. □ □ Career success
2. □ □ Wellness
3. □ □ Relationships (family, friends)
4. □ □ Giving something back
5. □ □ Financial health/independence
6. □ □ Spiritual grounding
7. □ □ Recreation (pleasure, hobbies)
Direct, Practical Advice that Works
Direct, Practical Advice that Works
25. Retaining Top Talent
SUPER MANAGER//COACH
A Partner. “Hey, you’ve got a problem, let’s work on it together.”
Interested, engaged, respected.
Promotes autonomy. Helps coachee to independently diagnose
problems, consider solutions; makes informed choices regarding
development.
Positive. Supportive, builds confidence, an enthusiastic motivator.
Uses praise and recognition for progress and accomplishment. Never
ridicules. Passionate. Has a sense of humor. Invariably respectful.
Trustworthy. Honest. Maintains confidences. Open. Admits when
wrong. Doesn’t over promise.
Direct, Practical Advice that Works
Direct, Practical Advice that Works
26. Retaining Top Talent
SUPER MANAGER//COACH
Caring. Compassionate and empathetic. Sincere.
Patient. Understands how hard it is to change. Tolerant. Reasonable.
Results-oriented. Focuses only on important issues. Proactive.
Infectiously committed to helping coachee perform. Follows through on
promises.
Perceptive. Understands coachee’s strengths, shortcomings, goals,
needs.
Authoritative. Knowledgeable. Wise. Clear and specific in feedback. Has
common sense. Generates valid measures of improvement.
Active listener. Plays back content and underlying feelings. Summarizes,
clarifies.
Direct, Practical Advice that Works
Direct, Practical Advice that Works