HYSEA Leadership Training Programme

Talent Management
Allen Mathew

The topic got me thinking..

What is talent ?? Am I talent ?? Can talent be freely transferred ?? How can I discern talent ??

Discerning the invisible

. although intangible assets may seem invisible, they can actually be discerned quite easily : External Structure brand, customer and supplier relationships,value networks Internal Structure organization structure, systems, processes Knowledge Base talent-capacities, competencies, values, education, experience, training of its people

With this change

.. The market is in charge Internal
&
External

The Employee Life Cycle

Companies that invest in employees professional growth will increase their life cycles by at least 12 months.

Focusing on ELV will yield a highly motivated and loyal workforce.

The Employee Life Cycle Value

The Employee Life Cycle Value Proposition Stage 1
Introduction to company policies and procedures. Starts to develop a sense of belonging. Minimal contribution and productivity.
Learning
Six months Employee orientation (settling in) Must be minimized

Through meaningful mentoring and coaching, help employees develop positive perceptions of the company. Challenge employees and align their competencies with initial assignments to ensure success in a role or task.

The Employee Life Cycle Value

The Employee Life Cycle Value Proposition Stage 2 Shows creativity and eagerness to learn Absorbs common vision but retains objectivity Develops connectivity to company and culture
Applying Learning
Six months Employee orientation (settling in) Must be minimized
Nine months Employees most-creative period Must be maximized

Encourage employees to experiment with and present new methods and ideas. Empower employees and encourage autonomy, ownership and accountability.

The Employee Life Cycle Value

The Employee Life Cycle Value Proposition Stage 3
Employee is motivated and energized Most-productive period for new employees Maximum productivity
Providing
Learning
Six months Employee orientation (settling in) Must be minimized 16 months Nine months Employees most Employees most-creative productive period period Must be Must be maximized maximized

Applying

Think outside the job description box; allow employees to swim in uncharted waters. Support formal or informal crossfunctional training.

The Employee Life Cycle Value

The Employee Life Cycle Value Proposition Stage 4 Providing
Learning
Six months Employee orientation (settling in) Must be minimized
Shorten Stage 1 16 months Applying Employees Nine months most Employees productive most-creative period period Must be Must be maximized maximized

Diminishing
Three months Employees leastproductive period Must be minimized Return to Learning

Maximize Productivity

Reinvigorate

Job rotation and a diverse work experience increase knowledge, motivation and loyalty.

Costs of Attrition
Dont minimize the disruptive nature of the loss of a valued employee. The hidden costs of attrition include:

Lost productivity of departing employee

Employees may think about leaving 3-6 months before they actually leave; productivity may be reduced by up to 50% during this time

Lost productivity due to vacant position

Diminished productivity of new employee replacing departed employee

A new employee hired to replace may remain unproductive or only partially productive for up to 6 months during the learning curve

Costs of Attrition

Diminished productivity of co-workers and manager

Remaining employees may be distracted or overwhelmed picking up the workload of departed employees; manager must spend time on recruiting/training replacements (co-workers may participate in the training as well)

May place customer retention at risk Employee processing costs

-Administrative costs of hiring someone new

The Rule of the Game

Retain your talents

Human capital (Talent) is the profit lever of a knowledge economy and thus it is the imperative of an organisation to effectively manage its talent for an increased ROI ..
Harvard Business Review 2000.

The Talent Grid

Unsatisfactory Improvement Required Generally less than 10% of population

Satisfactory

Exceeds

Outstanding Generally no more than 5% of population

Performance

Talent Mapping
Not meeting current performance expectations
However does display capacity and high potential May be new in role and still in the process of mastering it (eg. Graduate) May be being underutilised Needs to improve performance Performance may not be consistently satisfactory Seek to improve performance with feedback on areas of improvement Operational focus

Always performs to satisfaction

Demonstrates capability needed at the next level Capacity for development and stretch Innovative Seeks new challenges Strategic capability Pushes boundaries and challenges status quo Deals with ambiguity and complexity

stands out - amongst the beat

Significant capacity to move up a no. of levels and succeed Capacity of accelerated development Strategic and visionary Effective in ambiguity and complexity Boundaryless in behaviour Breakthrough thinking Raises bar for self and others Results & excellence oriented

Does not meet performance expectations in current role

Possible mismatch with role or with organisation

performs to satisfaction
Solid performer in role and team Willing to grow and develop Looks beyond own role and current needs Seeks to exceed current standards Some future orientation; primarily operationally focused

Very high performer consistently exceeds expectations

Demonstrate some capability at next level Some strategic orientation Seeks to improve the way work is done and exceed current standards

lack of capability
mismatch with role and/or organisation would not be hired again

Performs to satisfaction
Solid contributor Primary focus is on current needs, role and standards Operational focus Performs well in current role but does not expand boundaries of tasks and role

Very high performer and very reliable

Professional backbone Operational focused May perform very well in current role but does not extend boundaries of task or role Likely to remain at current level

Unsatisfactory

Satisfactory to exceeds performance

Outstanding

Management Actions & Talent Conversion

Under Performer
Manage Performance

Solid Performer

Hi Potential
Recognise reward, retain, develop, enhance performance and motivate

Best and Brighter

Recognise reward, retain, accelerate, develop, motivate

Under Performer
Manage Performance

Recognise and reward - seek to improve performance

Solid Performer
Recognise and reward

Hi Performer
Recognise, reward, retain, develop and motivate

Bad Fit with Role

Dialogue and Transition

Solid Performer
Recognise and reward

Good Performer
Recognise and reward

Performance

What about the Manager.

People dont leave organisations ..they leave managers

Gallup Organization

Motivation & Commitment

Determine what motivates employees:

Corporate Career

culture?

development/professional growth?

Linear
Expert Spiral

success by moving up corporate ladder

success by being known as the best among their peers success by being able to change jobs success by moving to a related but broader position

Roamer

Motivation & Commitment

Compensation/benefits?

If you think that offering more compensation to the employee is going to retain them, that may not necessarily be the case. Why?

It casts doubt on the integrity of the compensation program. Why wasnt the employee properly positioned in the range in first place? And what about the other employees who may become aware of an ad-hoc salary increase?
If the employee is at the stage of actively thinking of leaving our company, then there are other factors at play besides compensation. Compensation may be a component of their discontent, but throwing more money at them may not address the other, more substantial issues that usually drive employees to leave a company.

Motivation & Commitment

Job
Job

fit?
security? and succeeding?

Achieving

Praise/recognition?

Supportive
Affiliation Working Boss

environment?

needs?

conditions?

who is firm, fair, helpful, nice to interact with?

A Bag of Ideas
Ask

employees what motivates them & what they need to feel excited about their work
Ask

employees to create an inventory of values (for their own use) and think about how it affects what they want to do more of/less of on the job sure people are in the right assignments dont delegate tasks you know they are weak in without giving them coaching and training
Make

employees in setting measurable department goals articulate the criteria for achievement - keep track of employees progress against these
Involve Help

employees understand the big picture of assignments and how they impact the business
Provide

ongoing coaching and feedback positive and negative successes even the small ones

Celebrate

A Bag of Ideas
Encourage

pot luck team breakfasts/lunches where everyone brings

something
Provide Provide Have

public recognition immediately and often mementos of achievement customer commendations of employees the removal of barriers to getting work done

your bosses boss recognize your employees

Circulate Facilitate Manage Provide

by wandering around to keep visible and accessible

a supportive and nurturing environment practice forgiveness for mistakes

Cultivate

employee affiliation needs by fostering participation in offhour recreational activities (these would be voluntary activities of course)

A Bag of Ideas
Cascade
Help

important communication from your management hierarchy increase team communication during times of transformation
employees adopt a can do attitude during difficult assignments (demonstrate enthusiasm and commitment yourself)
Facilitate Conduct Be

collaboration resolve conflict constructively and promptly

team building exercises

sensitive to cultural issues and value the diversity that each member brings to the team
Encourage Give

employees to participate in mentoring programs, job shadowing, job rotation, or cross-training employees temporary assignments outside their immediate areas to expand their job knowledge and organizational knowledge

A Bag of Ideas
Meet

with your top 3 or 4 performers and identify what challenges they desire in their work
Speak

openly about your management journey and how you advanced your career
Provide

opportunities for employees to give presentations or discuss topics of interest at staff meetings to increase their involvement
Encourage Help

employees to share best practices with others

employees find ways to balance work and personal life giving time off as a recognition (an occasional few hours or a

Consider

day off)

?????

Thank You