The document discusses frameworks for transforming organizational talent management in an evolving world, emphasizing the need for agile practices in workforce design, capability planning, and employee engagement. It highlights the importance of adapting to the gig economy, leveraging technology for assessment and onboarding, and enabling continuous learning and performance management. Key themes include creating a strong employee experience, integrating talent management strategies, and preparing for the future workforce demands.

1. C A T A L Y S T
C O N S U L T I N G
HR FRAMEWORKS FOR
AN UNPREDICTABLE
WORLD

2. Some days …

3. Other days …

4. How do we feel most days?

5. What will our legacy be?
We must SpeakUp, StepUp,
SkillUp and PowerUp to evolve
how our organisations:
• organize
(design, digitize, synergies)
• execute
• (processes, efficiencies,
effectiveness)
• enable (capability, talent,
performance)
• engage (collaborate,
communicate, motivate)

6. What is the TalentSHIFT?

7. Employee & customer experience

8. What is the TalentSHIFT?
MAP: Shaping an agile workforce Agile organisation design
Agile roles and teams
Plan for capabilities vs. plan for roles
Rapid re-alignment of capability
• How do we design ways of work that enable
employee experience, customer experience
and lean resourcing for agile delivery
• How deep and wide do we invest in building
our future pipelines of critical skills?
• How do we engage with and enable the gig
economy – and align to culture, EVP and
brand?

9. What is the TalentSHIFT?
MATCH: Expanding the paradigm of
talent and how we source and assess it
Differentiated and personalised EVP
Mapping internal and external talent
pipelines
Gig and contract economy
Gamified assessment
• How do we assess for potential in a way that is
fast, friendly, fun (mobile, gamified) AND
credible?
• How can we utilise sourcing technologies,
social media and search algorithms in an
appropriate and ethical manner? Data validity
and bias?
• How do we attract and access the talent of the
contractors in the gig economy?

10. What is the TalentSHIFT?
Rapid on-boarding and alignment
Agile performance management
Focus on development
Multiple feedback and recognition sources
Social recognition and rewards
Key manager/mentor as talent engager
Leaders accountable for talent value
• How do we get teams and leaders up to speed
quickly as people, processes, systems change?
• How do we reinvent performance management
that is agile, relevant, developmental, brain
friendly AND holds people accountable,
recognizes and rewards appropriately?
• How do we balance clarity, fairness and reward
for performance with freedom to innovate and
adapt quickly?

11. What is the TalentSHIFT?
Systems enablement
Data and trend analysis
Employee experience
Talent risk response strategies
Integrated talent management
• How can we build a great reputation, an
enabling, inclusive culture, inspirational
leaders and challenging roles to really keep
people interested, motivated and engaged?
• How do we plan for roles and capabilities
that may not exist yet?
• How do we still get the leadership attention
on talent risks and decisions (not becoming
an HR data and numbers exercise)?
MANAGE: Driving the organisation
of the future

12. What is the TalentSHIFT?
Self-driven data with validation
Shifting definitions of potential
Enabling 360 recognition of talent at
all levels
Focus on talent readiness and
capability vs. role succession
• How can we use design thinking to develop
retention strategies focused on the “user/talent
experience”?
• How can we utilise technologies to review
talent continuously without the annual
strategic talent review that requires loads of
time and attention
• How do we entice leaders to step up in
mentoring talent for the organisation - and
identify and nurture talent externally
MENTOR: Engaging talent and
strengthening the employee
experience

13. What is the TalentSHIFT?
Agile, digitally enabled, self-driven
learning
Learning culture - access to learning
Collaborative, social, team learning
Hybrid, facilitated, personalized
Accountability for impact at work
• How can we accelerate development with focused
input, experiences and coaching?
• How can we provide access to learning, equip
learners to be self-directed and build leadership
capability to support continuous learning?
• How do we address the social aspect of learning in a
busy digital world?
• How do we build capabilities that may not exist yet?
MASTER: Accelerating and
enabling learning

14. Traditionalist
We are nowhere near the future.
Hanging onto the past/known.
Integrator
We have started thinking about the
future world of work
Experimenter
We have a project team in place to research
and scope and future options
Innovator
The future is now and we are actively
experimenting and implementing projects
Manage
HC and talent framework and strategies
are immature, fragmented, not integrated.
HC systems leverage historic people data
and work trends with some view of
current industry context.
HC and talent framework and strategies
includes common practices, inconsistent
integration and implementation, with little
integration.
HC systems leverage current people data
and work trends with some view of current
industry context.
HC and talent framework and strategy is well
defined and integrated, but still operational and
focused on the current organization
HC systems leverage current and future people data
and work trends, integrated with current industry
context.
HC and talent framework and strategies are mature,
with robust, well-entrenched practices focused on
building the agile organisation of the future.
HC systems leverage current and future multi-
generation, segmented, people data and work trends
integrated with future world of work and industry
context.
Map
Workforce planning approach is reactive
and linked to short term supply pressures
and the skills and capabilities required
today.
Workforce planning incorporating basic
analytics, conducted where supply and
demand pressures are most severe.
Workforce planning is benchmarked, demand led and
integrated within the business planning and
performance management cycle.
Future capability requirements in line with business
strategy in place with clear plans for transforming the
workforce, supported by integrated analytics.
Match
Hiring is driven by recruitment team,
based on immediate needs, with some
basic vetting and selection with a focus on
interviews results.
Hiring is driven by business and HR, is well
established with clear processes
understood by the business, and variable
selection methods used depending on job
levels.
Hiring is driven the business and supported by
quality advertising campaigns and employee referral
programmes . Rigorous approach to selecting
employees on both capability and cultural ‘fit’ using
a variety of selection and assessment techniques.
Enterprise-wide hiring is driven by market and sector
knowledge and linked to workforce plans. Rigorous
approach to the assessment of candidate’s skills,
capabilities, experience, performance and potential
using a variety of selection and assessment
techniques.
Mobilise
Performance management process in
place, but lacks a clear line of sight
between strategy, performance and
individual reward and differentiation.
Reward focused on base pay, with periodic
pay benchmarking for critical roles.
Well established performance management
cycle, with clear line of sight between
strategy, performance and individual
reward and differentiation. Some variable
pay with reasonable range of benefits, and
periodic benchmarking.
Performance culture exists with differentiated
rewards for all levels and some visibility of impact of
performance on strategy and reward. Total reward
approach incorporates a wide range of benefits and
frequent benchmarking.
Performance culture exists with clear line of sight
between strategy, performance and reward. Total
reward is branded, personalised and strongly
communicated. Wide range of benefits appealing to
different employee groups and life stages with annual
benchmarking against sector and non-sector peers.
Mentor
Employee and talent data managed locally
via combination of paper and electronic
media. No formal recognition programmes
exist. Ad hoc and disjointed approach to
communications, minimal employee
engagement.
Accurate employee and talent data
managed via local system or application.
Coordinated communications and
engagement plans. Employee engagement
measured by periodic surveys.
Basic employee and talent data integrated globally.
Coordinated, multimedia communications,
segmented by employee group
Employee engagement strategy is clearly defined
and communicated
Engagement success is measured by periodic surveys
and analysis of results is translated into measurable
action plans.
Global employee data management with one source
of truth, incorporating performance management,
reward, talent, learning and development.
Engagement strategy is clearly defined with needs of
different employee groups understood. Engagement,
enablement and productivity are measured by annual
survey. Analysis of results is translated into
measurable action plans.
Master
Ad hoc skills and class room based
training exists for basic qualifications and
induction. Some leadership development
provided.
A blend of learning and development
approaches exist incorporating some
behavioural and some technical
components. Some leadership development
exists supported by some coaching.
Academy approach to learning with clear link
between technical and behavioural competencies,
career paths and learning and development
opportunities. Discrete leadership development
programmes exist at different levels, linked to
business strategy.
Sophisticated learning organisation with on the job
learning, self-driven digital, segmented learning and a
blended catalogue targeted at different levels.
Learning and development activity is integrated with
performance management and succession planning
processes. Integrated leadership development
programmes exist across all levels, aligned with
business strategy.
TalentSHIFT Maturity Diagnostic

15. From safe spectator…
To curious explorer
CURIOUS
From cautious dreamer…
To possibility connector
CREATIVE
From anxious controller…
To courageousadventurer
COURAGEOUS
From distracted operator …
To wise discerner
CONSCIOUS
From passive resistor…
To maze navigator
CHANGE NAVIGATOR
From default thinker…
To meaning maker
CRITICAL THINKER
From status consumer…
To community builder
CONTRIBUTOR
From independentcompetitor…
To trust cultivator
COLLABORATOR
PoweUp8 - What capabilities do you need?

16. Identities
Indifferent spectator Curious explorer
CURIOUS
Cautious dreamer Possibility connector
CREATIVE
Passive resistor Maze navigator
CHANGE
NAVIGATOR
Controlled critic Courageous adventurer
COURAGE
RESILIENCE POTENTIAL SURVEY

17. Identities
Default Thinker Meaning Maker
CRITICAL
THINKER
Independent
Competitor
Trust Cultivator
COLLABORATION
Status consumer Community builder
CONTRIBUTION
Distracted operator Wise discerner
CONSCIOUS
RESILIENCE POTENTIAL SURVEY

18. 18
www.catalystconsulting.co.za
Debbie Craig
Catalyst Consulting (Pty) Ltd
Phone +27 82 872 5429
Email debbie@catalystconsulting.co.za
Web www.catalystconsulting.co.za
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Debbie Craig / Catalyst Consulting South Africa
Catalyst Consulting Pty Ltd
CatalystSA
Proudly a B-BBEE Level 2 Contributor
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