JINDAL SHADEED IRON & STEEL LLC

Said Al Darmaki, HR & Administration Head

The Reasons why Employees quit their workplace

Presented by

Talent Management

Talent management is the implementation of integrated strategies or system designed to increase workplace productivity by developing improved processes for attracting, developing, retaining, and utilizing people with the required skills and aptitude to meet current and future business needs. (SHRM,2012).

Omani Employees Turnover in 2012

The War for Talent Based  on  many  research  it  has  become  obvious  that  what  dis4nguishes  high  performing  companies  from  merely  average  performers  in  this  war  for  talent  is  not  be9er  human  resource  processes  but  the  fundamental  belief  in  the  importance  of  talent.    

 

The reason for the persistence of the war

•  The irreversible shift from Industrial Age to Informant age

•  The demand for highly talent mangers •  The growing propensity for people to move from one

firm to another.

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Herzberg's Two Factor Theory

- Recognition -Sense of Achievement -Responsibility Nature of Work -Growth -Advancement

- Salary -working conditions -job security -l Supervision -Company supervision & Administration -interpersonal Relationships

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Hygiene Factors Motivation Factors

Source: John Martin, Organizational Behaviour

Main Reasons Employees separate from their employees

 1-­‐The  workplace  was  not  as  expected  2-­‐The  mismatch  between  job  and  person    3-­‐The  li9le  coaching  and  feedback    4-­‐Too  few  growth  and  advancement  opportuni4es    5-­‐feeling  devalued  and  unrecognized    6-­‐stress  from  overwork  and  work  life  imbalance    7-­‐loss  of  trust  and  confidence  in  senior  leaders        

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Strategies

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The workplace was not as expected ���

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Ø The psychological contract Ø Matching Mutual Expectations ü Conduct RJP with every job candidate ü Hire from a pool of temp-to-hire ü Hire from current employee referrals

The workplace was not as expected

Ø Create Realistic Job Description ü Create Realistic Job Description with a short list of

critical competencies ü  Allow team members to interview candidates

Ø Hire From Within ü Hire from your pool of current employees ü Create a way for candidates to "sample" on the job

experience. ü  Survey new hires to find out how to minimize new

hire surprises in the future. July 7, 2014 10

2- The Mismatch Between Job and Person

Ø Best Fit Selection Practices

ü Make a strong commitment to the continuous upgrading of talent ü Follow a clear and thorough talent forecasting and success factor analysis process ü Cast a wide recruiting net to expand the universe of best candidates ü Follow a purposeful and rigorous interview process ü Track measures of hiring success

2- The Mismatch Between Job and Person

Ø  Job Task Assignment ü Conduct "entrance interview" with all new hires •  Work to enrich the jobs of all employees

•  Delegate tasks to challenge employees and enrich their jobs.

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3- Too Little Coaching and Feedback

Ø How to coach and Give Feedback ü  Provide intensive feedback and coaching to new hires ü Create a culture of continuous feedback and coaching ü  Train managers in performance coaching ü Make the performance management practice less

controlling and more of a partnership. ü  Terminate nonperformers when best efforts to coach or

reassign do not pay off. ü Hold managers accountable for coaching and giving

feedback.

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Too Few Growth and Advancement Opportunities

Ø How to Grow Employees ü  Provide self assessment tools and career self management

training for all employees ü Offer career coaching tools and training for all managers ü  Provide readily accessible information on career paths

and competency requirements. ü Create alternatives to traditional career ladders ü Keep employees informed about the company’s strategy. ü  Build and maintain a fair and efficient internal job posting

process •  -

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4- Too Few Growth and Advancement Opportunities

Ø Hire From Within Whenever Possible ü  Show a clear preference for hiring from within ü  Eliminate HR policies and management practices that

block internal movement ü  Create a strong mentoring culture (formal mentoring) ü Keep the career development and performance appraisal

processes separate Ø Review All Talent Effectively ü  Build on effective talent review and succession

management process ü Maintain a strong commitment to employee training 15

5- Feeling Devalued And Unrecognized

Ø  Reluctant Management Ø  Pay for Engagement and Retention ü  Offer competitive base pay linked to value creation ü  Reward results with variable pay aligned with business goals ü  Rewards employees at high enough level to motivate higher performance.

Ø  Use Cash Rewards for Immediate Recognition ü  Use cash payouts for on the spot recognition ü  Involve employees and encourage two way communication when designing

new pay systems. ü  Monitor the pay system to ensure fairness, efficiency, consistency and

accuracy.

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5- Feeling Devalued And Unrecognized

Ø Remember to Say "Thanks" ü  Create a culture of informal recognition founded on

sincere appreciation ü  Make new hires feel welcome and important ü Ask for employee input, then listen and respond ü Keep employees in the loop Ø  Tools Are Investment ü Give employees the right tools and resources ü  Keep the physical environment fit to work in 17

6- Stress From Overwork and Work-life Imbalance

Ø Engagement Practices to Avoid Imbalance ü  Initiate a culture of giving before getting "employee

loyalty" ü  Tailor the culture of giving to the needs of key talent ü  Build a culture that values spontaneous acts of caring ü  Build social connectedness and harmony among employees ü  Entourage fun in the workplace

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7- Loss of Trust and Confidence in Senior Leaders Ø Practice That Inspire Trust and Confidence ü  Inspire confidence in a clear vision, a workable plan and the competence to achieve it ü Back up words with actions ü Place your trust and confidence in your work force

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Checklist for Creating Talent Management Strategy

q Where is the organization going and why? q What work needs to be done? q What are the current and future roles for our employees? q What competencies (KSA) does the organization need to get

the work done? q How do the cultural and economic conditions in various

countries affect our talent needs and acquisition and development strategies?

q What competencies does the organization currently have? q What are the current and anticipated gaps in the competency

scale especially in no headquarters location?

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