Unpacking the challenges of managing talent and accelerating readiness and the mindsets required.

1. Talent 4.0
Debbie Craig. MD: Catalyst Consulting
Author: I am Talent, I am Alive and Accelerated Learning

2. 3 stories
Stats and facts
A cool tool
Challenges &
Priorities
Our innovations,
collaborations
Lessons we
are learning
Stories and
experiences shape
our perspectives
andvisions

3. Story 1
Re(solve) Learning Summit, SF, 54 participants, 24 countries

5. 5 www.catalystconsulting.co.za
Story 2
significant vision
lead and influence
evolutionary future thinking
courageous innovation
change
collaboration
capability building
sustainable competitive business
BUT
• Future workforce & skills
• Analytics
• Mobility
• Employee experience
• Preparing people -reskill, mindsets
• Learning culture
• Integration
• Gig economy
• Technology enablement

6. 6 www.catalystconsulting.co.za
Story 3
• Significant vision
• Healing broken schooling
communities
• Amazing talent
• Spirit of paying it forward
• Community mentoring
BUT
• Completing school
• Access to opportunities
• Transport, clothes, data,
devices
• Mentors to support and guide
• Foundation life skills

7. Stats
3rd world story
10% SSA learners get through to tertiary education
61% youth worried about employment and jobs
27% SA overall unemployment stands
52% SA Youth unemployment (67%)
71 M youth in the SADC region unemployed
1st world story
11% believe their current talent pool can compete
87% don’t believe they have the right leaders
69% employers difficulty filling jobs now
40% employers worried about talent shortages
(Google x 5000)
1% of workweek for learning (24 mins/week)
Stats and facts

8. Stats More stats and facts
Global Leadership Forecast 2018: DDI, EY, TCB +1000 global executives
https://www.ddiworld.com/resources/library/trend-research/global-leadership-
forecast-2018

9. Stats The last stats and facts
Deloitte Global Human Capital Trends survey, 2018
deloitte.com/insights.

10. Stats Even more stats and facts
Global Leadership Forecast 2018: DDI, EY, TCB
https://www.ddiworld.com/resources/library/trend-research/global-leadership-
forecast-2018

11. Atlas Example A cool tool
http://atlas100.ru/en/

12. Challenges
3rd world story
A skills gap
Lack of skills - poor, uneducated
Lack of access to opportunities
Unemployment
Money – food, clothes, data, transport
Confidence & Belief
Mentors & role models
1st world story
Skills shortage
Succession readiness
Engagement & retention
Leadership, culture, inclusiveness
Accelerating talent readiness
Attitudes & growth mindsets
Workforce planning (future)

13. Priorities
• Story 2
3rd world priorities
Future talent access
Youth readiness
Talent mapping & matching
Business risks and execution
Youth experience
Life long learning & growth mindsets
1st world priorities
Future world of work & talent
Talent maturity
Talent analytics
Talent risks and execution
Employee experience
Inclusive learning culture

15. How do we build bridges between our stories
to enable future generations & businesses to
thrive in a local reality and global
community?

16. Abundant learning
Access to information, experiences that build knowledge
and skills for all people at all stages of their lives for
personal fulfilment and benefit to society

17. How do we get here?
Not here?We are
here
Exponential
Thinking

18. Our new stories and
lessons we are learning
Talent 2.0 – so what?
Talent 4.0 – new Qs
Learning Circles
Disruptive initiatives
Mindset shifting
What’s next …

19. Talent 3.0 Integrated
Talent Management
So what??

20. Talent 3.0 Integrated Talent Management
Performance standards &
levels of work
Strategic talent summary
Talent Action PlanSuccession Plan
Leadership framework
Talent Discussion
Individual Talent scorecard3D talent matrix
Current
3
2
3
Diagnostic 4
Transformation 5
Alignment 2
Enrolment 5
Involvement 4
Practical Leadership 5
Impact 3
Sustainability 4
Average Leadership 4.0
Cognitive CPP 3
Average Cognitive 3
Defining Other e.g. EQ, Personality
Average Defining characteristics
3.5
4
3
2
2
3
3
3
2
2
2.7
4
4
2
3
3
4
3.3
Readiness
4
Mobility
Willing to
relocate –
limited time i.e.
1 year
Male
55
15
White
Aspect
Performa
nce
Current year
Last year
Year before last
Ability
Leadership
Average Ability
Aspiration
Ambition
Activity
Autonomy
Flexibility
Immersion
Interest
Power
Acting on Own Initiative & Taking Responsibility
Achieving Objectives & Pursuing Self-Development
Average Aspiration
Engagement/
Commitment
Show a high level of interest in work
Invests time and energy to execute tasks well
Volunteers to do extra work to help the team when
needed
Encourages others to see the organisation in a
positive way
Asks questions that demonstrate an interest in the
organisation and its success
Risk
Gender
Age
Tenure
EE Group
Makes plans for career growth with the
organisation.
Average Engagement
Person to next level role match (consider
knowledge, skills, experience, learning ability)
Willingness to transfer, travel or relocate - local,
international, limited, extensive
Mission Critical positions
A W I C
F
Date
From
Date To
cmv
Evidence of Performance
Career aspirations
Evidence of Potential
Full Name Division/Business Unit
Current Role Location
Line Manager
Age/EE Status yrs Tenure Yes No
Years of Service
Yes No
Career History (last 3 posts)
Post
Business
function
Performance record
Gender M Disabled
Areas of developmentStrengths
Short term career aspirations 0 - 6
months
Medium term career aspirations 1 -
3 years
Long term career aspirations 4 - 5 years
Development options available to help me achieve my career aspirations
TALENT CONVERSATION TOOL
Individual Action Item By Who By When
General Items Action Item By Who By When
Talent Development and Action Plan
Suggested development and talent actions for both individuals and the unit/department must be completed.
These actions will be discussed, agreed and updated during the TMC and responsibility for implementing
and reporting lies with the unit/department manager.
# Questions Response/Actions
1
What are the top 3-5 strategic areas of focus for my
BU?
2
What are the top 3-5 people priorities my BU in the
coming year?
e.g. Recruitment, retention, succession, transformation,
etc.
3
What changes may be required the structure or skill
requirements of my BU in the next 2-3 years?
4
What are my BU critical and specialist roles as per the
segmentation matrix?
5
What is the progress against transformation strategy,
EE plans and targets and what are the challenges?
6
What are my talent metrics
• Succession
• Recruitment
• Development
• Retention
• Bench depth % for MCPs
• % of EE candidates recruited – EE plan target
• Time to fill vacancies
• Planned retirements
• Turnover % of key talent segments
• Reasons for voluntary turnover
• Leadership and engagement survey results
• % Internal promotions/transfers of key talent
• Leadership and technical competency audit
Documents required:
Organisation chart
Workforce plan
Talent segmentation
Talent analytics

21. 21 www.catalystconsulting.co.za
How do we build
something that is fit
for purpose?

22. New questions to ask?
• Do we know what the organisation of the future will look like? How do you plan for roles and skills
that may not exist yet?
• What is the criteria for potential in a world of such high change? Which attributes or skills will
enable success regardless of the environment or role?
• How do we attract, access and engage talent in the gig economy?
• What is the future Facebook for talent? How do we use AI, social media and sensing technologies to
continuously collate data on and assess our talent – both external potential talent and internal
existing talent?
• How do we accelerate talent development and readiness through integrating technology, learning
experiences and human interaction?
• How do we look broader and deeper to find the talent gems that have been overlooked before
through poor education or opportunity but that have the potential to shine?
How do we … Care …… Connect …… Collaborate …… Catalyze ….. Create … ?

23. Life shrinks or expands in proportion to one’s courage.
Anais Nin

24. Talent 4.0 Learning Circle
Transform the 9-box into a strategic tool

25. Re(Solve) Learning Circle

26. #Disrupt Learning 10X

27. don’t believe
unmotivatedoverwhelmed
distracted
Capacity to learn??

28. Licence to Learn
LEAD

29. LICENCE 2 LEARN

30. 30

32. Thank You
Debbie Craig: Catalyst Consulting (Pty) Ltd
Phone +27 82 8725429
Email debbie@catalystconsulting.co.za
Web www.catalystconsulting.co.za
facebook.com/Catalyst Consulting Pty Ltd
twitter.com/@CatalystSA
linkedin.com/Catalyst Consulting South Africa
Contact Details