identifying & nurturing talent people gloria zireva.pdf · cvpa placements founded in 1992, cv...
TRANSCRIPT
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ICAZ Winter School 2017
Identifying & Nurturing
Talent
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Talent Acquisition
CVPA Placements
Founded in 1992, CV People Africa is a recruitment agency
providing talent acquisition and recruitment services.
CV People Africa, as a generalist agency, utilises the latest
technologies and social networks to source and place the
complete spectrum of personnel, executive management,
specialists and technical professionals into projects and
enterprises across Africa.
https://youtu.be/sTozRTWAjOk
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AGENDA
Who are the talented
employees in our
organisation?
Why Do they matter?
How do we motivate and
nurture them?
How Do We Prepare
them for the Future?
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Definition of Talent
[mass noun] Natural aptitude or skill
People possessing natural aptitude or skill
A capacity for achievement or success; ability
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The identification, relationship building and selection of
people who possess special, creative/technical skills and
who can influence, contribute to and/or drive revenue to
your business by exerting extraordinary effort, exercising
strong relationship management in present or in future.
Talent Acquisition
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Vilfredo Pareto (1848-1923)
The Law of the Vital Few
20% of the workforce = 80%
of productivity
More generally, the Pareto
principle states that most
things in life are not
distributed evenly.
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High Potential
Programs (HiPo)
Over 90% of HiPo programs focus
on potential for leadership. This
makes sense, as leaders control a
disproportionate amount of
resources, set key strategy
decisions, and create culture and
engagement in the workplace.
Forbes, Oct 2016 Thomas Camurro-premuzic
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Anatomy of a Highly
Talented Employee
Focus On High Potential–Not Performance Performance defines ability and expertise, use it as a parameter.
Look for aptitude, desire to grow and potential.
Some individuals are not cut out to be leaders, although their performance
is at the higher end of the scale.
Observe Multitasking Abilities Throw a talented employee in at the deep end and keep tabs on how they
swim. Can they handle the extra tasks you’ve assigned, or are they finding
it difficult to multitask?
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Anatomy of a Highly
Talented Employee
Evidence Of Empathy And Emotional Intelligence Is the individual a good team player?
Does he or she help others? Or put others before themselves?
Does he or she take time to interact with other employees?
Does the employee focus on building personal relationships?
Is the employee a people person?
Remarkable Communication Skills The ability to explain ideas in a clear and concise manner; somebody who
deals with specifics and who has the ability to listen.
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Anatomy of a Highly
Talented Employee
Catalyst Or Watcher?
Are They Accountable? Employees who hold themselves answerable for failure can be identified as
leaders.
If you see individuals shying away from taking responsibility for their actions because it might reflect poorly on them, then they aren’t leader material.
Note Level Of Engagement Does the employee proactively make suggestions for process improvement, or
show interest in going beyond his/her brief to achieve tangible results for the organization?
- Source: Fast Company, Andrew Craveno CEO CBAC
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Part 2
How To Nurture Talent
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Nurture
Definition:
Verb - care for and protect (someone or something) while
they are growing.
The fostering or overseeing of the development of
something.
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PWC SURVEY RESULTS (2007-2009)
When companies began adjusting their strategies and
curbing spending in response to the weakening economy,
employee engagement plunged.
The number of employees who can be described as “highly
disengaged”—those most critical of their coworkers,
admittedly reducing their effort, and looking for new
employment opportunities— more than doubled, from 8% in
the first half of 2007 to 21% at the end of 2009.
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CVPA Survey ResultsZIMBABWE
3 in 4 intends to leave their current employer within the year.
2 in 3 admits to not putting all their effort into his/her job.
4 in 5 believes their personal aspirations are quite different from
what the organization has planned for them.
6 out of 10 have little confidence in their coworkers and even less
confidence in the senior team.
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53%40%
7%
Does your organization have a formalprocess of identifying and grooming ahigh potential employee?
Yes
No
Not Sure
CVPA Survey ResultsZIMBABWE
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29%
18%
53%
Choose one of the following statementson commitment and engagement.
I am committed to my organisation
I am motivated by my job
I am waiting for another employment opportunity
CVPA Survey ResultsZIMBABWE
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0
2
4
6
8
10
12
14
16
All of the time Most of the
time
Some of the
time
Hardly Never
Are you motivated by your job?
CVPA Survey ResultsZIMBABWE
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72%
28%
Are you actively seeking other employment?
Yes
No
CVPA Survey ResultsZIMBABWE
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0
5
10
15
20
25
Career Path
Development
More Autonomy Feedback &
Communication
Monetary
Rewards
Non Monetary
How can your organisation increase your commitment and engagement in the workplace?
CVPA Survey ResultsZIMBABWE
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27%
50%
23%
Do you believe you’ll be able to reach your full potential at your current organization?
Yes
No
Not sure
CVPA Survey ResultsZIMBABWE
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0
2
4
6
8
10
12
14
16
Yes Sometimes No
Does your executive team contribute to a positive work culture?
CVPA Survey ResultsZIMBABWE
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Company Steps
Take responsibility as Executives in nurturing your top talent.
Put your rising stars to the test in real “live situations”.
Link your HiPo’s to your corporate strategy.
Ask Questions
“What would cause you to take a job with another companytomorrow?”
This query prompts people to share their underlying criteria forjob satisfaction and to list which of those elements are missing.
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Implications of
Not Nurturing Talent
Harvard research found that discretionary effort (that crucial
willingness to go above and beyond) can be as much as 50%
lower among highly disengaged employees than among their
colleagues with average engagement.
Example of National Foods
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Summary
A firm’s most talented employees can have meaningful effects
across the business.
But when burgeoning talent is misidentified, unchallenged, or
unrewarded, these individuals become a drag on overall
performance.
Senior executives need to reinforce the message that the “high
potential” designation is not primarily an acknowledgment of
past accomplishment but mainly an assessment of future
contribution.
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Part 3
The Future
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Future Global Trends
2017 PWC Global CEO Report states that there are four
global trends that will affect business in the next 5 years:
Technological advances
Demographic Shifts
Shift in Global Economic Power
Resource Scarcity and Climate Change
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The Future of the Labor
Market in Zimbabwe
There will be a permanent skills shortage
That shortage will shift the power in the
employee/employer relationship to top talent (be talent
centric)
Employee expectations are changing
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The Global & Local
Environment
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Challenging Environment
has a name…
Volatility – major change will be frequent & sudden
Uncertainty – there will be many surprises and change
will not follow a predictable pattern
Complexity – problems & opportunities will be
complex… with many different elements
Ambiguity – confusion from contradictory information
An Adaptive Organization & HR Function Are Needed in a VUCA World
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Adopting Talent Strategy in
a VUCA World
In a VUCA world,
every company faces
increasing pressures
to ensure external
talent join, stay, and
fast-track their
contributions as
everything in the
environment changes
so quickly.
31
Complexity, stakes
and relationships
have grown by
orders of
magnitude- HiPo
Programs needs to
focus on getting
talent ready for the
unknown.
1. 2. 3.Every area of talent
management will have
to become agile and
adaptive, but it appears
that there are four areas
that will require the
most change:
leadership
development, talent
acquisition, innovation,
and analytics.
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Benchmark Firms
Reflecting the Future of HR
Don’t Trust Your Gut. Use Data to Predict and Shape the Future
Take Away Managers’ Power Over Employees
Only Hire People Who Are Smarter Than You Are, No Matter How Long It Takes To Find Them
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HR Must Measurably
Increase Its Business
Impact
HR must identify/ focus on what senior managers care
about? (Strategic business goals and their bonus criteria)
HR must convert it’s results into “the language of
business”… which are $ and numbers
Big data & predictive analytics must come to the “people
side” of business…Why?
Analytics drives better Human Capital Management
Employee surveys have tremendous (but typically under-utilized)
potential to create actionable business intelligence
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High Staff Turnover Amongst
High Potential Talent
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Giving Data Context (Turnover Analysis)
Was all turnover
bad?Scenario A Feelings Numerical Scenario B Feelings Numerical
25 Superior
Performers- 1 X 25
40 Superior
Performers- 1 X 40
25 Average
Performers0 x 25
40 Average
Performers0 X 40
25 Poor
Performers1 x 25
20 Poor
Performers1 x 20
Total0 - 20
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To Wrap Up
Comments from a CEO
“It was a great opportunity to lead the biggest listed
Zimbabwean entity. I think the first thing to appreciate is
that leading a company is about people. It’s not about you
as a leader but how you get other people to deliver the
results.
Secondly, it’s about how you manage your relationships
with key stakeholders. When you are the largest corporate
you have to deal with many key stakeholders and you have
to ensure that they are all aligned in terms of the
company’s objectives”.
- Joe Mutizwa Former CEO of Delta Beverages
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Conclusion