One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.

1. Managing talent effectively by Fluid January 2010

2. Contents 3-4 Introduction to Fluid 5-6 At the beginning 7-8 Key to good talent management 9-11 Pitfalls 12-15 Developing future leaders 14-15 Give feedback, get back performance 16-17 When key talent becomes demotivated 18-19Ensuring talent management is not ageist 20-21 Exercise A 22-25Real-life example 26-28 Managing career development 29-30 What attracts the best people? 31-32 …and what makes them stay? 33-34 Managing top talent 35-37 Get YOUR talent noticed 38-40 Global talent shortage 41-43 Main skills lacking where skills shortage vacancies were identified 44-45 Top 10 difficult positions to fill 46-47 Exercise B 48-49 Case studies 50-51 Exercise C 52-53 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 At the beginning

8. Identify the problems

9. Take action before starting

10. Improve the data

11. Make better comparisons

12. Focus on outputs and outcomes, not activity

15. Take into account not only your high potentials but also your high professionals-they make the organisation work.

16. The faster you can show success, the greater the acceptance and momentum

19. Potential leaders being given good experience of strategic work but not gaining enough experience of operational management jobs

21. Developing leaders who are superficially skilled but not committed to the organisation

24. Ensure there is greater organisational clarity on the capabilities that underpin successful performance. This ensures the development processes are aligned against a common goal of growing the right capabilities to achieve and sustain organisational performance.

25. So you know where tomorrow’s leaders will come from, focus on the transition you are looking to help individuals make. Be clear about the specific challenges that particular groups of functional experts will face once promoted, and focus in assessing and developing these. Make sure individuals truly want to make the transition and that they are ready.Developing future leaders 1 of 3

27. Put in place processes to enable ongoing development. Mentorship, action learning and specific ‘on the job’ experiences are particularly beneficial.

28. Involve your leaders as assessors. The skills they apply and hone during the process are invaluable in building the wider leadership capability of the organisation by developing leaders as coaches.Developing future leaders 2 of 3

30. Understand the key elements

31. Ask yourself ‘ so what?’

32. Know your talent pool

33. Grow your talent

34. Make talent flow

37. Reduced visibility or a subtle withdrawal of discretionary contribution

38. Increase in excuses

39. Commiseration with the workplace cynics

40. Unexplained lapses/absences

41. Under utilised PA/secretarial support

42. Loss of urgency and drive/procrastination

43. Unguarded candour with superiors

46. More experience does not mean less talent

47. Value every worker

48. Promote from within

49. Communicate your philosophy

51. Page 21 Exercise A

52. Page 22 Real-life example

54. Amey is a support services provider managing infrastructure ad business services including motorways, parts of the London Underground and council services.

55. THE CHALLENGE

57. The Talent Tracker initiative was launched to: support strategic resource planning including succession planning, improve internal recruitment rates and provide focused career development for employees

59. In the first year there were more than 500 applications to the scheme, and 290 people attended assessment centres.

60. Forty were identified as Fast track, and receive dedicated support from the Talent Manager (who manages their career for 24 months).

64. Use a career mapping tool to give employees a sense of control over their career development, especially the self-diagnostic section if one exists.

67. Career advancement opportunities

68. Convenient work location

69. Flexible schedule

70. Learning and development opportunities

71. Generous holiday allowance

72. Organisation’s reputation as a good employer

73. Reasonable workload

76. Satisfaction with the organisation’s people decisions

77. Potential career track with the organisation is clear

78. Scope to balance the demands of work and personal life

79. Sense of fair compensation for similar work

80. Working environment where new ideas are encouraged

81. Regular career development and training on offer

82. Opportunities to have a say in departmental decisions

85. Recognise them

86. Develop them

87. Reward them

88. Manage them

89. Use them

90. Share their knowledge

93. Stop telling the world how smart you are

94. Stop undermining others in a bid to make yourself look better

95. Stop sucking up to higher management

96. Stop acting like someone else

97. Stop getting immersed in the detail

99. Stop focusing on the endless tick-list of things to do. Find out what’s going to make the biggest difference and focus on that

102. Changing demographics

103. Global competition

104. Shifting skills requirements

105. Poor or ineffectual trainingGlobal talent shortage 1 of 2

107. Better workforce planning

108. Increased training and development

109. Greater use of migrant workers

110. Tapping into underused recruitment pools

111. Better qualifications and more vocational trainingGlobal talent shortage 2 of 2

112. Page 41 Main skills lacking where skills shortage vacancies were identified

114. Oral communication skills

115. Customer-handling skills

116. Problem-solving skills

117. Team working skills

118. Written communication skillsMain skills lacking where skills shortage vacancies were identified 1 of 2

120. Literacy

121. Numeracy

122. Office/administrative skills

123. IT professional skills

124. Foreign language skills

125. General IT skillsMain skills lacking where skills shortage vacancies were identified 2 of 2

126. Page 44 Top 10 difficult positions to fill

128. Labourers

129. Chefs/cooks

130. Engineers

131. Admin assistants and PAs

132. Nurses

133. Management/executives

134. Sales representatives

135. IT staff

136. DriversTop 10 difficult positions to fill

137. Page 46 Exercise B

138. Page 47 Exercise B

139. Page 48 Case studies

140. Page 49 Case studies

141. Page 50 Exercise C

142. Page 51 Exercise C

143. Page 52 Conclusion & Questions

144. Page 53 Conclusion Summary Questions