growing tomorrows south african talent terry meyer
TRANSCRIPT
Growing Growing TomorrowsTomorrows
South AfricanSouth AfricanTalentTalent
Terry MeyerTerry Meyer
Agenda
•Introduction•Why?•How to be employer of choice•Aligning talent & strategy•Determining future success criteria•Assessing potential•Ensuring succession•Career development•Growing tomorrows talent•Implementing the system•Conclusion
Introduction
What is Talent Management?
•Attraction•Growth
•Utilization•Retention
Staffing is the new speed limit to growth. It is notthe access to capital or technology that will
constrain the growth of enterprises or the South African economy, but rather the lack of adequate skills
to support organisational growth plans.
(Italia Boninelli, HR Director, Netcare)
In the knowledge based service sector ofthe economy, firms need to pay as much attention to providing a great working
experience for their staff as they do to providing a great service
experience for their clients
??Why Talent Management??
Costs
Risks
Client Service
Lack of Capacity/Overload
WhyTalent
Management?
??Why do you work???? What do you like/not like??
??How effectively are you utilized??
The chance to realise your personal dreams
A great working experience
Why Should Someone Work for You?
Commitment to a cause
Talent Management Process
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
Manage Careers
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy IdentifyTalentPools
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ManageCareers
The person who was
able to solveyesterday’s problems
is not necessarily
the right person to solve
tomorrow’sproblems
Financial services advisory firm:
Yesterday
Product sales
Tomorrow:
Financial needs analysis & financial strategy
What are some of the future challenges facing
your business and what are the implications for talent
management?
IdentifyThe
FutureChallenges
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ManageCareers
Focus on:
Mission critical / anchor jobs
Key staff
What Are the FutureCriteria
ForSuccess?
CognitiveAbility
EmotionalIntelligence
PersonalEffectiveness
Technical/FunctionalCompetence
LeadershipAbility
BusinessSkills
StrategicFit/Values
Race/Gender
ClientManagement
BusinessDevelopment
Networks
What Are the FutureCriteria
ForSuccess?
Competencies
Other SuccessCriteria
Derailers
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ManageCareers
WhatIs
TheCurrentReality?
WhereAre the Gaps?
Demographics – •Race•Gender•Age•Qualifications
Skills & Competence
Potential
QualificationQualification
Performance track recordPerformance track record
Supervisor assessmentSupervisor assessment
Functional specialistFunctional specialist
InterviewsInterviews
360 degree feedback360 degree feedback
Psychometric tests – Psychometric tests – cognitive; personality etccognitive; personality etc
Assessment centresAssessment centres
Assessment
Competency Development
NeedProficient Mastery Comments
Technical
Knowledge
Business
Development
Leadership
Client
Relations
Other
Success
Criteria
Needs
Improvement
Meets
RequirementsOutstanding Comments
Builds
Professional
Network
Promotes
Culture of
Diversity
Shares
Information &
Knowledge
Derailers Problem Seldom
Evident
Never
Evident
Comments
Autocratic
Style
Micro
Management
Racial or
Gender
Discrimination
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ConductCareer
Discussion
Multiple Talent Pools
Organisation
Talent Pool 1
Talent Pool 2
Talent Pool 3
%
PERFORMANCE
P O T E N T I A LLo
Hi
Hi
% Stars% Solid Citizen
Dead Wood PerformanceProblems
Performance / Potential Matrix
%
% %%
%
Replace – ment
5 yrs +
Replace - ment
3 yrs
Replace - ment
1 yr
PotentialCurrent
Incumbent
LocationPosition
Succession Plan
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ManageCareers
Career Management
Succession
Management
Succession & Career Management
Career management is about enablingpeople to take advantage of
possible opportunities
Challenges
Capabilities
F l o w
•Anxiety & stress•Position power•Lowering of levels of work•Withholding of information•Task overload
•Frustration & boredom•Anxiety•Empire building•Interference•Time & energy external
Career Flow
Sp
ecia
list
Man
ag
em
en
t
CareerPathing
The Career Discussion
• Formal & regular• Review career to date• Discuss personal aspirations – options• Identify success criteria to best position person
to take advantage of options• Review current assessment information – build
personal insight• Commitment to action
– Employee– Organisation
• Set review date
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ManageCareers
AppointingThe
RightPeople
Principles for Appointments
• Should be incorporated in talent policy• Process must be visibly fair and legitimate• Process should be simple to use – user friendly• Should ensure key talent for mission critical positions• Based on sound assessment against clear success
criteria• Management prerogative with appeal process• Should happen as quickly as possible• Effective feedback to all• Support for individual in new role
Assessment of competence or potentialis essentially a managerial judgment aboutthe suitability of a person to be effective in
a particular role in an organisation, now or in the future
The level of confidence in that judgment and in the decision to appoint someone to
fill a role is largely dependent on the quality of information available.
AppointingThe
RightPeople
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ManageCareers
Due to:Due to:
Inadequate performanceInadequate performance
Blockage to hi – potentialsBlockage to hi – potentials
Transformation Transformation
Must conform to legislation Must conform to legislation & ethos of fairness& ethos of fairness
Redeployment to more suitable positionRedeployment to more suitable position
PackagePackage
Social plan with counselingSocial plan with counseling
Consulting / coaching role Consulting / coaching role – – internal / externalinternal / external
Redeployment
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ManageCareers
What were the most effective andmemorable learning experiences
in your career & why?
Characteristics of World Class Development
• Based on future challenges• Target both organisational and individual
learning• Learning needs to be institutionalised• Improve current performance and prepare for
future career options• Employee should take considerable
responsibility• Multiple learning interventions
ContinuingEducation
FormalTraining
Coaching &
Mentoring
Reading/InternetSearch
Experiential –Global / SA
ActionLearning
Projects&
Assignments
FutureChallenges
MultipleLearning
Strategies
Talent Management Process
DetermineFuture
Challenges
DetermineSuccessCriteria
AssessCompetence& Potential
IdentifyTalent Pools
MakeAppointments
ImplementDevelopment
Strategy
ApplyRetentionStrategy
Redeploy
ManageCareers
Research - Global Benchmarking Study
Top 5 factors affecting an employee’s decision to stay or leave:– Quality of relationship with supervisor or manager– Ability to balance work & home life– Amount of meaningful work – feeling of making a
difference– Level of co-operation with co-workers– Level of trust in the workplace
(DDI)
Research - Global Benchmarking Study
The 5 most valued retention interventions are:
• Conducting internal studies (surveys, focus groups) to understand why employees leave/stay
• Improving selection practices• Conducting exit interviews• Improving the openness of communication between
management & employees• Expanding or improving training & development
opportunities(DDI)
Leadership is about the message you send to
constituents aboutwhat you stand for.
Retention-it’s allabout
leadership
Governance&
Implementation
Governance PanelsGovernance Panels
HC / Talent panel (s)HC / Talent panel (s)
CEO drivenCEO driven
Representative of functions / Representative of functions / business unitsbusiness units
Involve top managementInvolve top management
LegitimateLegitimate
Relationship with equity & Relationship with equity & skills development forumsskills development forums
Clear decision making processesClear decision making processes
HR – high level “secretariat”HR – high level “secretariat”
Governance
ExecutivePanel
OperationsPanel
EngineeringPanel
FinancePanel
•Evaluate HC balance sheet•Manage succession / pipeline•Make appointments•Identify gaps•Career management•Monitor development
•Take responsibility for own career Take responsibility for own career developmentdevelopment•Develop insight into own competenceDevelop insight into own competence
Roles in Talent Management
• Custodian of processCustodian of process– Competency identificationCompetency identification– AssessmentAssessment– Decision makingDecision making– Panels & governancePanels & governance– Ensure transparency Ensure transparency
• Provide HR informationProvide HR information
• Act as advisor / facilitator to allAct as advisor / facilitator to all
• Act as honest brokerAct as honest broker
•OwnershipOwnership•Provide future focusProvide future focus•Manage panelsManage panels•Ensure performance of other playersEnsure performance of other players•Continually monitor performanceContinually monitor performance•Make decisionsMake decisions•Manage politicsManage politics•Role model behavioursRole model behaviours•Provide budgetProvide budget
•Support the systemSupport the system•Evaluate staff objectivelyEvaluate staff objectively•Implement development plansImplement development plans•Model required behaviourModel required behaviour
Exec.
HR
Line Individual
Roles in Talent Management
Role of SDF
•Facilitate future needs analysis•Integrate into skills plan•Quality assure process•Facilitate implementation of learning strategy •Provide coaching and counseling to line & staff
Wellness
RemunerationTraining
&Development
Recruitment&
Selection
PerformanceManagement
StrategicResourcing
HR Systems Alignment
Policy & System Framework
• Statement of intent• Definitions• Principles of talent management• Elements of the system• Roles and responsibilities• Success factors• Procedures• Supporting documentation
What are the key success factors for attracting,developing & retaining Talent?
Success Factors
• Future focus – strategy & organisational design
• Process for organisational diagnosis & development
• Process for individual diagnosis & development
• CEO ownership; top management driven
• Living process
Success Factors
• Minimise political agendas• Clarify roles• Transparency in process• Align with other HR systems• Effective information • Context of broader talent management
strategy• Developmental ethos, not punitive
Ngiyabonga !Ke ya leboha !Ndiyabulela !Thank You !
Dankie !