growing tomorrows south african talent terry meyer

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


DetermineFuture

Challenges

DetermineSuccessCriteria

AssessCompetence& Potential

Manage Careers

MakeAppointments

ImplementDevelopment

Strategy

ApplyRetentionStrategy

Redeploy IdentifyTalentPools


DetermineFuture

Challenges



IdentifyTalent Pools

MakeAppointments


Strategy


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


DetermineFuture

Challenges




MakeAppointments


Strategy


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


DetermineFuture

Challenges




MakeAppointments


Strategy


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


DetermineFuture

Challenges




MakeAppointments


Strategy


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


DetermineFuture

Challenges




MakeAppointments


Strategy


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


DetermineFuture

Challenges




MakeAppointments


Strategy


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


DetermineFuture

Challenges




MakeAppointments


Strategy


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


DetermineFuture

Challenges




MakeAppointments


Strategy


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


DetermineFuture

Challenges




MakeAppointments


Strategy


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 !

growing tomorrows south african talent terry meyer

Documents

careers slide

introduction slide

talent strategy

netcare slide

cause slide

talent pools

tomorrows talent

system conclusion slide