HYSEA Leadership Training Programme

Talent ManagementAllen Mathew

What is talent ??

Can talent be freely transferred ??

Am I “talent” ??

The topic got me thinking…..

How can I discern talent ??

……. 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 it’s people

Discerning the invisible…

With this change

….. The market is in charge

• Internal

&

• External

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

The Employee Life Cycle Value

Introduction to company policies and procedures. Starts to develop a sense of belonging. Minimal contribution and productivity.

The Employee Life Cycle Value Proposition —Stage 1

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.

Learning Six months Employee

orientation (“settling in”)

Must be minimized

The Employee Life Cycle ValueThe 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

Encourage employees to experiment with and presentnew methods and ideas.

Empower employees and encourage autonomy, ownership and accountability.

Learning

Applying Nine months Employee’s

most-creative period

Must be maximized

Six months Employee

orientation (“settling in”)

Must be minimized

The Employee Life Cycle Value

Think outside the job description box; allow employeesto swim in uncharted waters.

Support formal or informal cross-functional training.

Employee is motivated and energized Most-productive period for new employees Maximum productivity

LearningApplying

Nine months Employee’s

most-creative period

Must be maximized

Six months Employee

orientation (“settling in”)

Must be minimized

Providing 16 months Employee’s

most- productive period

Must be maximized

The Employee Life Cycle Value Proposition —Stage 3

Shorten Stage 1

Maximize Productivity

ReinvigorateReturn to Learning

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

Learning

Applying

Providing

Nine months Employee’s

most-creative period

Must be maximized

16 months Employee’s

most- productive period

Must be maximized

Six months Employee

orientation (“settling in”)

Must be minimized

Three months

Employee’s least- productive period

Must be minimized

Diminishing

The Employee Life Cycle Value Proposition —Stage 4

The Employee Life Cycle Value

Costs of Attrition

Don’t 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

Sig

nif

ica

nt

So

me

Lim

ite

d

Generally less than 10% of population

Unsatisfactory Improvement Required

Satisfactory Exceeds Outstanding

Generally no more than 5% of population

Performance

Pot

entia

l

Talent MappingNot meeting current performance expectationsHowever does display capacity and high potentialMay be new in role and still in the process of mastering it (eg. Graduate)May be being underutilised

Needs to improve performancePerformance may not be consistently satisfactory Seek to improve performance with feedback on areas of improvement Operational focus

Always performs to satisfactionDemonstrates capability needed at the next level Capacity for development and stretch InnovativeSeeks new challengesStrategic capabilityPushes boundaries and challenges status quo Deals with ambiguity and complexity

stands out - amongst the beatSignificant capacity to move up a no. of levels and succeedCapacity of accelerated developmentStrategic and visionaryEffective in ambiguity and complexityBoundaryless in behaviourBreakthrough thinkingRaises “bar” for self and others Results & excellence oriented

Does not meet performance expectations in current rolePossible mismatch with role or with organisation

performs to satisfaction Solid performer in role and teamWilling to grow and develop Looks beyond own role and current needsSeeks to exceed current standardsSome future orientation; primarily operationally focused

Very high performer – consistently exceeds expectationsDemonstrate some capability at next levelSome strategic orientationSeeks 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 contributorPrimary focus is on current needs, role and standardsOperational focusPerforms well in current role but does not expand boundaries of tasks and role

Very high performer and very reliableProfessional backboneOperational focusedMay perform very well in current role but does not extend boundaries of task or roleLikely to remain at current level

Unsatisfactory Satisfactory to exceeds performance Outstanding

Lim

ite

dS

om

eS

ign

ific

an

t

Management Actions & Talent Conversion

Under Performer

Manage Performance

Solid

Performer

Recognise and reward - seek to

improve performance

Hi Potential

Recognise reward, retain, develop, enhance performance and motivate

Best and Brighter

Recognise reward, retain, accelerate, develop, motivate

Under Performer

Manage 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

Pot

entia

l

What about the Manager….

People don’t leave organisations…

…..they leave managersGallup Organization

Motivation & Commitment

Corporate culture?

Career development/professional growth?

Linear – success by moving up corporate ladder

Expert – success by being known as the best among their peers

Spiral – success by moving to a related but broader position

Roamer – success by being able to change jobs

Determine what motivates employees:

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 wasn’t 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 fit?

Job security?

Achieving and succeeding?

Praise/recognition?

Supportive environment?

Affiliation needs?

Working conditions?

Boss 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

Make sure people are in the right assignments – don’t delegate tasks you know they are weak in without giving them coaching and training

Involve employees in setting measurable department goals – articulate the criteria for achievement - keep track of employee’s progress against these

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

Provide ongoing coaching and feedback – positive and negative

Celebrate successes – even the small ones

A Bag of Ideas

Encourage “pot luck” team breakfasts/lunches where everyone brings something

Provide public recognition – immediately and often

Provide mementos of achievement

Have your bosses’ boss recognize your employees

Circulate customer commendations of employees

Facilitate the removal of barriers to getting work done

Manage by “wandering around” to keep visible and accessible

Provide a supportive and nurturing environment – practice forgiveness for mistakes

Cultivate employee affiliation needs by fostering participation in off-hour recreational activities (these would be voluntary activities of course)

A Bag of Ideas

Cascade important communication from your management hierarchy - increase team communication during times of transformation

Help employees adopt a “can do” attitude during difficult assignments (demonstrate enthusiasm and commitment yourself)

Facilitate collaboration – resolve conflict constructively and promptly

Conduct team building exercises

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

Encourage employees to participate in mentoring programs, job shadowing, job rotation, or cross-training

Give 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 employees to share best practices with others

Help employees find ways to balance work and personal life

Consider giving time off as a recognition (an occasional few hours or a day off)

?????

Thank You