1.Ensuring a sustainable talent base by implementingglobal leadership and talent management strategiesin a local marketFrank OConnorCarolyn Mark Director, RAP Consulting Recruitment & Training Manager, franko@rap.net.nz Volunteer Service Abroad cmark@vsa.org.nz Getting the best out of peopleworking anywhere Getting the best people working Organisation development out of New Zealand Business performance Volunteer sourcing management Talent management More than twenty years focus More than twenty yearson the performance andselecting volunteers fordevelopment of people overseas postings ! "# $ %& #() * +&%$%$% , ,- .#

2. GLOBAL CASE STUDYEnsuring a sustainable talent base by implementingglobal leadership and talent management strategiesin a local market Analysing the attributes of the 21st century leader with ability toprovide the frameworks, direction and feedback without overcontrolling Assessing the capabilities that will lead to dedicated employeesand potential leaders by discovering the right talent andimplementing up skilling strategies through lateral movement Convincing the more technically focused managers of thebenefits of soft skills training Ensuring your talent management strategy encompasses alltalent in your organisation The challenges of recruiting Generation Y for leadershippositions by structuring career development paths and creatingan attractive working environment ! "# $ %& #( ) * +&%$%$% , ,- . 3. HOW MIGHT A 21ST CENTURY LEADER ... ?Provide frameworks Get the best from employees Set direction Assessing the real work need Give feedback Finding the right person Avoid controlling Extension and sideways development Motives and valuesDevelop managers and The best practicablepotential leadersperformance More than technical focusPeople in all career phases Winning support for soft skills Generation Y differences Career development pathways Attractive working environment! "# $ %& #( ) * +&%$%$% , ,- ./ 4. VSA: EXPORTING PEOPLEVSA sends people, not money New Zealanders skills, energy, and experience are put to workwith people in developing countries Volunteers work with communities to help them achieve theirown goals in a way that is locally effective and sustainablePartner organisations in developing countriesdecide what they need Work with those organisations to design effective assignments Proven to be highly successful in helping communities in Africa,Asia and the Pacific ! "# $ %& #( ) * +&%$%$% , ,- .% 5. Te T ao T w hi Volunteer Service Abroad VSA is the country largest and most experienced volunteer- ssending international development agency Founded in 1962 Based in Wellington, New Zealand Working throughout Asia, Africa and the Pacific wherever development needs are greatest wherever volunteers can make the most impact Funded by NZAID and donations not-for-profit non-government non-religious Over the last 40 years VSA has sent almost 2500 volunteers tocountries throughout the Pacific, Asia and Africa ! "# $ %& #( ) * +&%$%$% , ,- ., 6. THE CUSTOMER VALUE PROPOSITION FORTHE OVERSEAS COMMUNITY VSA sends skilled New Zealanders, not money, to promote selfreliance of the community VSA works in areas of greatest need VSA recruits the best person with the right mix of professionaland personal attributes for the assignment VSA trains selected people to work with specific overseascommunities VSA supports both the volunteer and partner organisation toensure that the assignment progresses well! "# $ %& #( ) * +&%$%$% , ,- .& 7. ! "# $ %& #( ) * +&%$%$% , ,- . 8. PROGRAMMES ARE NEEDS-DRIVEN Programmes are established according to country needs wishes of host governments and communities issues such as the safety and security of volunteers Regional programmes are run from Wellington individual assignments are managed lightly During the 2005 06 year 10 VSA programme staff partnerships with more than 82 organisations 152 volunteer assignments Programme staff in each region provide on-the-ground supportto volunteers and partner organisations! "# $ %& #( ) * +&%$%$% , ,- .0 9. WORK ASSIGNMENTSVolunteers are requested for specific assignments Partner organisations are varied employers: non-governmental community based local government national government Assignments usually last for two years but are sometimesshorter Regular contact with the volunteer and the partner organisation Partnership to help these groups achieve their own solutions ontheir own terms Focus is on skill exchange and training, so there are skilled localpeople to carry on the work ! "# $ %& #( ) * +&%$%$% , ,- .- 10. ASSIGNED WORKERS Exchanging skills with local people Strengthening the capacity of local organisations Have little authority peer-to-peer conversation is part of dailyworking relationships Live in local conditions, alongside local families Work is demanding and uncomfortable Volunteers only get paid essential travel and living costs ! "# $ %& #( ) * +&%$%$% , ,- .# 11. CURRENTLY IN THE FIELD! "# $ %& #( ) * +&%$%$% , ,- .## 12. VOLUNTEERS IN 2002 ~ GOING WHERE? South Africa Tanzania Zimbabwe Bhutan Cambodia East Timor Laos Vietnam Cook Islands Papua New Guinea PNG Bougainville Samoa Solomon Islands Tokelau Tonga Vanuatu ! "# $ %& #( ) * +&%$%$% , ,- .# 13. VOLUNTEERS IN 2002 ~ DOING WHAT? Business Skill Building Core Government Policy Education - Planning Education - School Education - Teacher Training Food Production Healthcare - Hospital Healthcare - Primary Resource Planning & Use Technical Skill Building ! "# $ %& # () * +&%$%$% , ,- .#/ 14. AGE PROFILE IN FIELD ~ 200487654321015 20 25 30 35 404550 55 60 65 70 ! "# $ %& # () *+&%$%$% , ,- .#% 15. ! "# $ %& #( ) * +&%$%$% , ,- .#, 16. OPPORTUNTIES TO APPOINTMENTSPlenty of Kiwi talentPlenty of need for aidBut Resource limits means only a few countries can beserved Assignment must be designed for the partners needand capacity Volunteers dont get paidHow efficient can the talent to assignment match be? ! "# $ %& #( ) * +&%$%$% , ,- .#& 17. WHAT DO VOLUNTEERS GET? One or two year assignment Travel to and from assignment Insurance Accommodation & utilities Allowances Initial allowance Living allowance Resettlement allowance No interest on student loans ! "# $ %& #( ) * +&%$%$% , ,- .# 18. MATCHING TALENT WITH ASSIGNMENT Why do peopleWhat does good workvolunteer? need? Want to learn about another Commitment to developmentcountry and culture Skill to offer our partner Looking for a personal and Mature, resilient andprofessional challengetenacious Do something rewarding and Personally resourcefulworthwhile Open and agreeable Gain field experience Able to become involved in Different form of OElocal community! "# $ %& #( ) * +&%$%$% , ,- .#0 19. TALENT MATCHING PROCESSATTRACTIONSELECTION Application form Referee information Shortlisting / initial screening Assessment a two-day processPOSTING Initial training briefing in Wellington IN-FIELD Language and cultural training in countryRETURNPOST-RETURN Comprehensive assignment debriefing in Wellington! "# $ %& # ( ) * +&%$%$% , ,- .#- 20. VSA STAFFWellington Chief Executive1 full time International Programmes 9 full time, 1 part time Recruitment and Training 4 full time, 2 job sharing External Relations 3 full time, 2 part time Corporate Services 4 full time, 1 part time Financials arent simple when you have 150 people overseas IT and Planning1 full timeIn the Field One Kiwi in each: Cambodia, Bougainville, South Africa One local: Cambodia, South Africa, Bhutan, Vietnam, Tanzania! "# $ %& # ( ) * +&%$%$% , ,- . 21. TALENT FOR ON-TASK AND OFF-TASK PERFORMANCE To reduce the risk of hiring a person for the wrong reasons,choose people based on whether there is evidence they can docritical parts of the job: competency-based selection Research shows that selecting people for their cognitive ability andintegrity leads to hiring better performing people thesecharacteristics seem important for doing almost all jobs well Research shows that interviewing for competence helps choosegood performers gets direct evidence Evidence most commonly gathered for on-task performance doing the work described in the job description Research shows that off-task performance that makes a differenceto overall achievement but not individual output aspects includehelping or coaching work-mates, improving work processes So overall competence sought must include off-task attributesor the people chosen may not have the relevant motives andvalues! "# $ %& #( ) * +&%$%$% , ,- . # 22. VSA VOLUNTEER PERSONAL ATTRIBUTES Manage self Ability to maintain a positive approach in response to unfamiliarcircumstances and setbacks Manage relationships Ability to establish and maintain warm and effective communicationwith others Manage diversity Ability to accept and adapt sensitively to a wide range of differingvalues and norms, especially cultural and gender ! "# $ %& #( ) * +&%$%$% , ,- . 23. ATTRIBUTE 3: MANAGE DIVERSITY Volunteers who demonstrate this attribute can accept and adaptsensitively to a wide range of differing values and norms,especially cultural and gender respond openly and with interest to different and unexpectedsituations, people, ideas respect differences in values and maintain own values withoutimposing them on others discern quickly the nature of differences and willingly adapt theirbehaviour in groups different from their own ! "# $ %& #( ) * +&%$%$% , ,- . / 24. VSA VOLUNTEERWORKPLACE COMPETENCIES Manage activities Ability to use own initiative to create realistic structure and directionto achieve assignment goals Establish positive workplace relationships Ability to build co-operative networks within existing organisationaland social structures Balance professional and community focus Ability to adapt professional style and expectations to suit therequirements of the assignment context Take facilitative (developmental) approach Ability to maintain a primary focus on supporting, developing andtransferring skills to others! "# $ %& #( ) * +&%$%$% , ,- . % 25. COMPETENCY 4: TAKE FACILITATIVE (DEVELOPMENTAL) APPROACH Volunteers who demonstrate this competency can maintain aprimary focus on supporting, developing and transferring skills toothers actively foster transfer of their (relevant) skill-set to their colleaguesthrough coaching, supervised practice and delegation consult others in developing plans, projects and ideas draw out and learn from the ideas of others use listening and facilitation skills to encourage others to participatefully in managing their own issues and decisions willingly offer constructive suggestions without imposing ideas! "# $ %& #( ) * +&%$%$% , ,- . , 26. WE LEARN A LOT FROM DEBRIEFINGExample Programme: 10.00 am 11.00 am Selection Adviser 11.15am 11.45 amProgramme Officer (Viet Nam) 11.45 am 12.45 pm Programme Manager (Asia) 12.45 pm 1.30 pmLunch 1.30 pm 2.00 pm Recruitment & Training Manager 2.00 pm 2.30 pm External Relations Manager 2.30 pm 3.00 pm Corporate Service Manager 3.00 pm 3..30 pmCEOFinding out what worked well and what needs toimprove in all aspects of the assignment! "# $ %& #( ) * +&%$%$% , ,- . & 27. THE RIGHT TALENT ALWAYS GETS ONWITH THE JOB AND WITH THE PEOPLE Do you have a clear, steady idea of what makes for success? In the job Around the job Do you have good candidates to choose from? Do you know why they choose you? Can many of them do the job well enough? Are you accurate and fair in choosing among your candidates? Do the ones you choose do well in practice? Are you happy with how long they stay? Are they leaving for the right reasons? What do they say about the work, their colleagues and the firm Do they have an accurate perception of their suitability for their workAre you attracting the right talent? ! "# $ %& #( ) * +&%$%$% , ,- . 28. ASSIGNMENT-TALENT MATCHING 2006~07Assignments 104 Applicants 139Cancelled*1010% Interviewed86 62%Progressing 3231% Selected 70 50%Filled6260% Declined offer* 8 6%Posted 62 45%* Typically, having learned more of the* Typically, because of change of local reality of the assignment andneed or direction location! "# $ %& # ( ) * +&%$%$% , ,- . 0 29. WHEN YOU HAVE LITTLE MONEYDont give up good talent can ... Be found with lower cost advertising, eg by word of mouth Have non-money motives alternative OE Live without supervision and in challenging circumstances Persist and achieve values are as critical as skills and abilitiesWhat can you contribute? is an attractive proposition ! "# $ %& #( ) * +&%$%$% , ,- . - 30. HOW MIGHT A 21ST CENTURY LEADER ... ?Provide frameworksGet the best from employees Set direction Assessing the real work need Give feedback Finding the right person Avoid controlling Extension and sidewaysdevelopment Motives and valuesDevelop managers and The best practicablepotential leaders performance More than technical focus People in all career phases Winning support for soft skills Generation Y differences Career development pathways Attractive working environment! "# $ %& #() * +&%$%$% , ,- ./ 31. 21st CENTURY VSAVolunteers are leaders who influence and coach and most stay until the job is done The assignment needs dictate the skills, attributes andcompetencies for good candidates Competencies have field validity and are constantly refreshedby feedback from returning volunteers; Programme succession matches client needs, not talent aims Succession means volunteers and partners evolve sometake other assignments Hard and soft skills are in balance and training will continueto assist the balance for individual recruits The volunteer talent management process may extend topermanent staff and to in-field performance coaching Age and skill profiles shows VSA is able to attract and deploywidely varied people eg, Generation Y with the Univol scheme ! "# $ %& #( ) * +&%$%$% , ,- ./# 32. THANK YOU ! "# $ %& #( ) * +&%$%$% , ,- ./