Winning the war for talent refers to organizations' efforts to attract, develop, and retain talented employees. It involves having a talent management strategy aligned with business goals. Key aspects include assessing talent needs, improving recruitment quality, onboarding new hires effectively, developing high performers, and implementing performance management and succession planning to retain top talent. Retaining talented employees is important as replacement costs can be high. Organizations that excel at talent management outperform peers in shareholder returns.

1. Winning The War For Talent

2. What Is Talent? Dictionary Meaning Of Talent: 1. Innate ability, aptitude, or faculty, especially; above average ability: 2. A person or persons possessing such ability

3. Manager’s Definition Of Talent Great managers define talent as: "a recurring pattern of thought, feeling or behavior that can be productively applied." Every role, performed at excellence, requires talent, because every role, performed at excellence, requires certain recurring patterns of thought, feeling or behavior, excellence is impossible without talent

4. What is War For Talent? A term coined by Steven Hankin of McKinsey & Company in 1997, and a book by Ed Michaels , Helen Handfield-Jones , and Beth Axelrod , Harvard Business Press , 2001. It refers to an increasingly competitive landscape for recruiting and retaining talented employees focussing on not a set of superior Human Resources processes , but a mindset that emphasizes the importance of talent to the success of organizations . From Wikipedia, the free encyclopedia

5. Talent Assessment Critical talent are the people who create the value an organization needs to succeed. Who possesses the greatest current and future potential? What emerging workforce trends will impact your ability to deliver value? Which strategies, skills, and capabilities are crucial to your current and future success?

6. What is Talent Management? As institutions strive to meet strategic goals, they must ensure that they have a continuous process for recruiting, training, managing, supporting, and compensating their employees Keeping “the end in mind”: design performance management, competency, leadership development, and succession planning Alignment of employees with business priorities to deliver greater performance and results

7. What Is A Talent Management Strategy Talent Management Strategy is found in white space between HR Processes and Business Strategy. The Objective is to move beyond optimizing talent to transforming talent into a strategic advantage.

8. What is Driving the Current Focus on Talent Management? Emerging technologies are changing the employee competencies needed in organizations The context in which we do business is more complex and more competitive Employee expectations are changing with a desire for work-life balance and meaningful jobs Acute Shortage of Employable Human Resources

9. The Need for Talent Management Strategy Companies scoring in the top quintile of talent-management practices outperform their industry's mean return to shareholders by a remarkable 22 percentage points.” “ The War for Talent, Part Two,” McKinsey Quarterly, May, 2001 “ Just over 20 per cent of personnel managers can see little or no link between "talent management" and their organization's goals… Fewer than half believe the two are closely linked in their organization.” “ Demographics, globalization, and the characteristics of knowledge work present long-term challenges that reinforce the argument for putting workforce planning and talent management at the heart of business strategy and for giving those issues a bigger share of senior management’s time.” “ Making Talent a Strategic Priority,” McKinsey Quarterly, 2008, No. 1

10. Does HR Have the Capability? Business Unit Leaders ranked HR’s ability to provide credible advise on Work-Force Planning among the lowest of 24 HR functions / Operations. This is particularly true in the Public Sector where only 13% and 17% of the Business Leaders respectively rank HR’s ability as “Effective” or “ Very Effective” Source: Corporate Leadership Council 2009

11. HR May Not Lead All Talent Activities Top Down: HR Leads Define career path/ Job Family / Job Profile etc. Develop Competencies Define Talent Elements Implement processes / programs Bottom Up: Operation Leads Create New Development opportunities and new jobs Define Roles & Responsibilities for each employee and utilize skills Share career information and guide talent for engagement

12. Work Force Planning

13. What Is Work-Force Planning “ Work-Force Planning is a process that provides strategic direction to talent management activities to ensure an organisation has the right people in the right place at the right time and at the right price to execute its business strategy”

14. Top Challenges in Work-Force Planning Lack of defined methodology or process for WFP Inadequate tools and technology for the managing process Vague & weak link in Business Strategy & Work-Force requirements Lack of commitment or ownership from Business Leaders Shortage of Funds & Executive Time to implement plans & programs HR kept away (ignorant of ) from Business Goals and critical & challenging areas Lack of success at Work-Force Planning If you can measure it…..you can improve it!

15. Consistent Workforce Planning Methodology EXIT ENTER WFP Objectives Forecast Demand Evaluate Supply Analyze Gaps Manage Gaps Apply TM Strategy

16. Workforce Segmentation Workforce Segmentation is taking a larger workforce plan and breaking it down into components ( Segments, Job Families) that have more strategic importance. This allows organisations to analyze dynamics, needs and motivations of the critical roles, thus facilitating to invest scarce resources more strategically.

17. Workforce Segmentation Example Increased Investment Roles That Affect Strategy Strategic Critical To Driving Long Term Competitive Advantage, with specific Skills or Knowledge Core The “Engine Of Enterprise” Unique to institution and core to delivering on its Products & services Build Protect Roles That Are Affected By Strategy Requisite Cannot do without, but whose value could be delivered through alternate Staffing Strategies ( Eg; Outsourcing, Automation Technology ) Non-Core Talent whose skill sets no longer align with the institution’s strategic Direction Streamline Outsource Redirect Talent Segment and Value Strategic Action

18. Talent Management Process Assessment and Evaluation Compensation Performance Learning Succession Plan Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004 . Recruit Develop Deploy Retain

19. Recruiting Talent Focus on Strategic Recruitment: Long Term Vision ( Build or Buy) Competency Metrics (Articulate competencies & measure) Cost-Benefit Analysis ( Better spend to retain than recruit) Be proactive, not just reactive Succession Plan ( Develop II nd line and groom rather than recruit) Demographics of the Work-Force ( Watch each segment and not just total workforce, parts make the whole) Include Generational Recruitment Recruit to cater to the future needs and not just present issues

20. The Advertisement Gap What the Companies advertise…… Fun Environment at work Mission & Vision of the institution Stress free Life Style & challenging work Industry Lead Performance What the employees seek Opportunities for “Development” Freedom & Autonomy at work Values & Culture of institution Differentiated Performance linked compensation Packages Process oriented and professionally managed institution

21. What is “Quality Of Hire” Quality Of Hire ( QOH) is the set of Meaningful Work-Force Measurements, unique to each institution, that defines success in hiring and retaining the right talent to fuel business. These measurements need to be numerically based ( or converted to numbers) and derived from Business Results. Some commonly used Metrics are: Productivity at certain point ( After 90 Days, 1 year etc.) Retention Rates and Turnover Rates Quality Of Hire is important component of Talent Management Strategy

22. Effectiveness Of Talent Acquisition Process Effectiveness of Talent Acquisition Process commonly known as Recruitment & selection process observed from: Time to Hire ( Elapse Rate) Conversion Ratio Cost of Recruitment

23. Measuring Quality Of Hire Quality Of Hire Formula: QoH = PR+ HP+ ( HR/N) Where PR= Average Performance Ratings of New Hire (%) HP= % of New Hires reaching acceptable Performance Ratings in acceptable time frames HR= % of New Hires retained after 1 year N= number of Indicators For Example: 70+75+ (80/3) = 75

24. Levers Affecting Quality Of Hire and Benefits of Improving Quality Of Hire Levers Affecting QoH Branding Of Employer Work-Force Planning Recruitment & Selection On-boarding & Orientation Performance Management Talent Management Benefits Of QoH Positive Productivity Higher Engagement levels Better Brand Equity Reduction in Hire Costs Better retention Rates Improved bottomline

25. People Aren’t Your Greatest Assets Get your Team to work together…not against! 57% Recruiters feel Hiring Managers Do not Understand Recruiting 63% Of Hiring Managers feel Recruiters don’t understand recruiting The Right People are!

26. Sources Of Poor Quality Of Hire Poor Quality Sources Vague Job & Candidate Profile Poor Quality Sources Loss Of Quality Due to Poor Selection Process Lost Quality due to Lethargic Process Loss of Productivity due to QoH Fish where fishes are……. And once in sight………. catch them fast………

27. Selection Fundamentals Decide the Benchmarks Design the Tests to Identify Talent Predict Post appointment Performance Talent Pool Candidate's Qualifications Low High Post Appointment Job Performance Unacceptable Superior Qualifying Standards Targeted Performance

28. Techniques to Improve Selection Fundamentals Specific Job Descriptions and Competency Profile for the Job Exhaustive Application Blanks Trade Tests and Professional Knowledge Tests Group Tasks and Groups Discussions Sequential Interviews or Panel Interviews Job Specific Psychometric and Psychological tests Reference an antecedents check

30. Sources Of Recruitment Effort/ Cost Low High Strategic Value to the Organisation Low High Campus Recruitment Internal Search, Transfers and Job Rotations Deputations and Permanent Absorptions Appointment of Consultants On Contract Open Advertisement Search & Invitation

31. Selection Process Interview is merely one visible step in the procedure of selection……. Be aware that there is an acute shortage of employable talent and therefore there is war for talent…… Organisations begin the process to scout for talent well before interviews and work to integrate and bond talent well beyond making offers of appointments… Try and map the entire process for an organisation…

32. Preparing For Selection Process Understand Your own Personality Type and preferences & Prejudices Interests, aptitude and preferences of the Applicants Knowledge Skills and ability required to perform on the Job Gather sufficient knowledge of the Industry trends, Jobs etc. Employment opportunities trends General Industry requirements and job profiles Understand the mechanics of the selection process thoroughly Stages of the selection process Eligibility criteria at each stage Have copies of Advertisement, Competency profile, Compensation Packages, Present Employees Demographic Profiles. You need all this to make a decision of Hire.

33. Types Of Interviews Screening Interviews Often over telephone Basically to ascertain candidate fulfills requirements Focused on hard skills Serial Interviews Number of interviews one after other, later they compile notes Each person has a focused role Be consistent across panels and energetic till the very end Group / Panel Interviews Each interviewer has a specific role Sometimes there is an observer Tend to be long and throw up variety Peer-To-Peer Interviews Often to establish fit at finer levels Don’t be casual and relax 360 0 examination of candidate

34. Technical Interviews Often by Technical Group Heads Can sometimes be rough on HR matters, since Non HR people do it Usually very intense and in depth Stress Interviews Normally for filed jobs like sales and jobs that involve stress To tests composure and temperament Builds pressure and creates situations that are stressful Meal Time Interviews Usually after to confirm hiring Order manageable food Don’t relax and be casual Blessings Interviews Normally with CEO after Hiring is decision is made Typically to gauge personality and culture Be humble and polite and not brag Types Of Interviews

35. Mechanics of Interviews Stages of the Interview Rapport Building Make a warm greeting Get to know the interviewee’s background Initiate & engage in informal chat to build rapport Job Fitting Tests to what extent interviewee fulfills requirements Re-confirm information given on résumé’ Compares all applicants and establish rankings Hiring Decisions Demonstrate your excitement and enthusiasm Confirm long term interests Seek information and clarifications Negotiate joining time, compensation, roles etc.

36. Mechanics of Interviews Types of Interviewers and roles they play Senior Executives Focused on larger picture Look for Personality / Cultural fits Technical Group Very detailed oriented Heads Focuses on the Technical competence Or Project Leads Examines on the ability to do the task Human Resources Concerned with the Eligibility criteria Professionals Checks on the cultural fit and soft skills Drives, coordinates and owns the selection process

37. Alternative Methods Of Job Search Traditional Methods Newspaper advertisements Placement Agencies Campus recruitments Modern Methods Job Portals Employee Referrals Walk in Interviews Job exhibitions Professional networking sites like LinkedIn Résumé’ blog sites Its your Need For Talent……..shape it as you wish…. Get it from wherever you Can……do not depend one source alone!

38. Experiences on Modern Sources Of Recruitment Online Job Portals are Obsolete Proliferation of Portals has caused confusion in applicants & frustration amongst employers Quality Of Hire is poor leading to high costs Social Media Poor authentication of content Lack of Privacy Always initiated by “Have Not’s” and rarely by professionals

39. Recommended Sourcing Strategy Narrow casting: “ Narrowcasting is method of sourcing candidates from a narrowly defined population groups that exhibit attributes similar to those that are successful in jobs” Steps in Narrowcasting: Identify and specify the attributes of talent Identify where talent exists Target the recruitment ads sharply highlighting attributes of talent Automate the screening process drastically reducing the “Time to Hire” During the selection process remember attributes of talent and focus on identifying the talent

40. Mediocrity Trap Performance in job is low Subordinates not developed 37 Fewer “Talented” players attracted High performers leave Development/ advancement opportunities blocked Productivity and morale of group is low Keep Mediocre in critical jobs

41. Deploying Talent “ Deploy”: Working with key individuals to identify their interests, find their best fit in the organization, and craft the job design and conditions that help them to perform Deployment is about matching the correct employee to a critical job or project

42. On boarding & Orientation Your Employees are getting Oriented to your institution whether you have an Orientation Program or Not! The Orientation that they are getting MAY NOT be the one you want or intend Therefore, it is better to get new Hires Oriented systematically to your way of doing things!

43. On boarding talent: Some more Info n Effective On boarding process reduces turnover and increases the tenure of employees Majority of the time spent on day is on Administrative Paper Filling Process….This can be made interesting! Simplify forms, if possible eliminate manual processes and automate wherever possible, evolve new hire portal and information kits etc. On boarding process is the time to reinforce your internal brand and provide exhilarating experience Focus on socializing, learning about secrets of success, 70% New Hires decide in first 6 months about how long would they stay with the current employer……therefore make it count!

44. Orientation Program Types Apprenticeship Schemes Information About the Institution Low High Exposure to Values, Belief & Culture Low High Information Fair Culture & Legacy show

45. Vital Ingredients Of On boarding Strategy Involve Key Members of the Institution Share the realistic career prospects for a new Hire Highlight Uniqueness of the institution Instill pride in new hires work on “Sense Of Mattering” Learn from “Exit Interviews” and listen to “Aspirations”

47. On boarding process: Where Does It Go Wrong…. Lack of clearly identified Process owner Weak support from the Seniors Lack of understanding about its impact on Turnover & retention Process becomes a check list and a tasks

48. Deploying Talent: Compensation Policy According to a survey Better institutions pay its employees more on a sustained basis and They also differentiate a lot on between its Star Performers and the Deadwoods These institutions believe that messages reach strongly and clearly through differentiated pay packages.

49. Deploying Talent: Rewards & Recognition Policy Evolve appropriate Rewards & Recognition Policy that suits all types of needs Most positions should have a visible and credible career paths Supervisors and employees should communicate and foster the employee’s individual career, focussing on Rewards, Recognition, Learning, Growth & Development as a vital component of conversations……

50. Deploying Talent: Performance Management Deployment does not stop once employees are assigned to a specific job Institutions must continuously focus on their critical talent to ensure that their skills, interests, and capabilities evolve in line with strategic objectives Performance Management Strategy should have something for each type of employee and aim at making everyone a Star Skill Deadwood Stars Workhorses Problem Child Will Low High Low High

51. Deploying Talent: Learning & Development “ Develop”: Providing real-life learning employees need to master a job. Experiences that stretch their capabilities and the lessons they learn from those experiences are important. Rather than push more information through training, it is more important that they “learn how to learn”

52. Deploying Talent: Development Strategies & Processes Importance to development ( Employee Perception) Absolutely essential or very important Effectiveness (Not Effective To Effective) Formal Training Cluster On The Job Training Cluster Feedback & Mentoring Cluster

53. Deploying Talent: Succession Planning In a recent poll, 67% of employees said they learned the most in situations where they were working together with a colleague on a task “ Peer assist programs” such as mentoring and coaching are important aspects of succession planning

54. Retaining Talent Doing work that engages them Encountering fresh challenges The number one reason employees leave comes down to their relationship with their boss ! therefore, organizations should focus on the development of the supervisors tasked with leading others

55. Retaining Talent: Replacement Costs It makes Sense to Retain

56. Summary Winning the War For Talent is not about Recruitment nor is it about HR It’s about your need to succeed Its about your strategy and its about working with others You would need to get it right and work through it………