aligning talent to business strategy paul kasimu group hr director, eabl kenya institute of...
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Aligning Talent to Business Strategy
Paul KasimuGroup HR Director, EABL
Kenya Institute of Management Thursday 27th June 2013
Discussion Areas• Organizational Issues• High Performance Organization• HR & Talent Strategy
"Organization doesn't really accomplish "Organization doesn't really accomplish anything. anything.
Plans don't accomplish anything, either. Plans don't accomplish anything, either. Theories of management don't much matter. Theories of management don't much matter.
Endeavors succeed or fail because ofEndeavors succeed or fail because ofthe people involved. the people involved.
Only by attracting the best people willOnly by attracting the best people willyou accomplish great deeds." you accomplish great deeds."
•General Colin PowellGeneral Colin Powell•Chairman (Ret), Joint Chiefs of StaffChairman (Ret), Joint Chiefs of Staff
Organizational Issues for Business
1. Competitor challenges2. Managing people3. Delivering on customer promise4. Keeping up with technology5. Managing growth6. Compliance7. Shareholder return8. Legislation
Critical Organizational Capabilities
1. Talent: Attracting, motivating and retaining competent and committed people.
2. Speed: Making improvement changes rapidly.3. Innovation: Doing something new in both content and
processes 4. Learning: Learning from successes and failures 5. Accountability: High Performance orientation at all levels6. Efficiency: Effectively managing costs. 7. Collaboration: Working across boundaries to ensure
efficiency and leverage.
8. External Sensing: Linking with external stakeholders 9. Customer Connectivity: Building enduring trust relationships
with the targeted customers. 10. Shared mindset and coherent brand equity: Ensuring that
customers and employees have positive and consistent images of and experiences with the organization.
11. Leadership: Identifying, developing and embedding leaders across levels.
12. Strategic Unity: Articulating and sharing strategies.
Linking HR Agenda to Business Strategy
• Business Medium Term Plan • Business Strategy • HR Vision• Employee Opinion
Key Themes on HR Strategy
• Deliver a High Performing Organisation (HPO)
• Create envied Employer Brand
High Performance Organisation• Institutionalise customer ethos• Attract & retain a diversity of talent• Deploy superior talent to maximise value• Leadership Capability• Improved Performance Management• Build and sustain core capabilities• Organisation Designs
HPO Strategy
HIGH PERFORMING ORGANISATION (HPO)
AGENDA
REWARD
RECRUITMENT/INDUCTION/TRAINING
…COMMUNICATION AND ENGAGEMENT APPROACH…
IMPLEMENTATION THROUGH HR WORKING CLOSELY WITH LINE LEADERSHIP
LEADERSHIP PERFORMANCE MANAGEMENT
TALENT MANAGEMENT &
ACQUISITION
LEADER-LED CHANGE
Create an envied Employer Brand
• Employee proposition divided into:– MACRO– MICRO
Competencies
Competencies
Competencies
Com
pete
ncie
s
Equality and Diversitystrategy
Employee relations environment
Recruitment strategy
Learning andDevelopment
Reward andbenefits strategy
Comms &Public relationsPerformance
managementstrategy
MACRO - All employees
Well being programme
Talent proposition
MICRO - One to one/
line manager delivery
Disciplinary and Grievance
Bonus
Pay andbenefits
Employment policies
PerformanceDevelopment
Exit Policy
LeadershipTalent
Development plan
Health and Welfare
Medical
Comms
Succession planning
External environment External environment
Ext
erna
l env
ironm
ent
Ext
erna
l env
ironm
ent
Employee Proposition
Em
plo
yee
op
inio
n
informs
Group HR
Driving and sustaining a High Performance
Organisation (HIPO)
Group HR
MTP
Busines
MTP
Projects
informs
informs
informs
HR
Strategy
Employee proposition
Employee Proposition
Equality and Diversitystrategy
Employee relations environment
Recruitment strategy
MICRO - One to one/
line manager delivery
D and GBonus
Pay andbenefits
Employment policies
PD
Exit Policy
LeadershipTalent
Development plan
L and D
Health and Welfare
MedicalReward andbenefits strategy
Comms &PRPerformance
managementstrategy
MACRO - Allemployees
Comms
Succession planning
Behaviours
Behaviours
Be
hav
iou
rs
Be
hav
iou
rs
External environment External environment
Exte
rna
l en
vir
on
men
t
Exte
rna
l en
vir
on
men
t
StaffStructure
Strategy Skills
SystemsStyle
SharedValues
Culture
Behaviours
Talent deployment
Learning and Development
Employment policies
Equality and Diversity
Perf Development
MIS
Recruitment processes
HR
Deliverables
Wellbeing
Exit policies- Comp redundancy & VER
Reward and benefits linked to Perf Development
HR capability
Comms
Hig
h P
erf
orm
ing
Org
an
isa
tio
n
Em
plo
ye
r B
ran
d
Bu
sin
esse
s P
rio
riti
es
Customers
HR Capability
HR Strategy
Factors driving Changes in Talent Management
• Economic factors – The transition to a knowledge economy has transformed the way we value Talent, now
required as a strategic asset– Globalization driven by developing economies & emerging markets– Skills gaps still exist as much as there is structural unemployment
• Demographic factors – Generational geographies with a mixture of the retirement of baby boomers though more
significantly growth of Gen Y and "z" in the workplace.– Longer lifespans questioning the retirement of baby boomers– Workplace diversity with an integrated lens on diversity & inclusion
• Technology Factors– Increased expectations– Digitization– Telecommunications
Source: "The Future of Talent Management: Underlying Drivers of Change" - Oracle White Paper, June 2012.
Talent Management – An Overview
Talent management:
The anticipation of required human capital the organization needs at the time then setting
a plan to meet those needs
GET
GROW
KEEP
Talent management: 5 B’s
•Buy•Build•Borrow•Bind•Bounce
16
Example of “Investing in Talent” strategyMethodology
(To verify top talent)Development & Retention Tools Success Factors
• Mid year Appraisal conversations
• Functional Talent matrices
• Performance Talent Reviews (PTRs) and succession planning
• Spotlighting sessions by Exec
• End of Year performance rating calibration
• Talent Pool Succession Planning & PDPs
• Talent Spotlighting• Talent Development Programmes• Recruitment of mid career high
potential talent to shock the system
• Project Teams & Appointments• Talent development budget on:
- Education Sponsorship- International Assignments- Short/Long Term Reward
Incentives
• 100% succession cover for all key roles
• 100% of the Talent to have specific development plans
• <1% regrettable losses
• 100% of the participants targeted will have at least Fully Meets rating
Talent Measures• Human capital ROI • Acceptance rate (%) • Talent resignations (%) • Development actions • Internal promotions (%)• Critical talent performance• Pipeline and back up succession• High incentive ratio
• Next generation leadership– Developing future leaders is relevant now and in the next three years– Organizations must seek a new leadership model for the age of agility– HR executives still need to develop a different approach around development– These strategies must be specific to the business– Organizations must commit to getting the best results
• Accelerating organizational change– The way in which organizations view change as a top trend. "In today's fast-paced environment,
organizations need to adopt a new way of looking at change and become more results-orientated."
• The war to develop talent – Shift to development and upgrading skills as a critical trend– "As businesses struggle to fill critical positions at many levels, companies are putting renewed focus
on building capabilities, not just finding them."
Trends in Talent Management
Source: "Resetting Horizons: Human Capital Trends 2013" Deloitte 2013
• Boards are changing the HR game – a growing number of boards are focusing on the role and impact of talent on business
performance and risk. – Organizations know that developing a strategy without considering the talent dimensions
creates risks. – Boards are recognizing that a business strategy often is a talent strategy.
• Transforming HR to meet new business priorities – Organizations are developing HR capabilities that will not only support the business, but
enable business strategy. – To fulfill its new role in accelerating business growth, organizations are using HR
transformation to design HR and talent systems that can work across geographic boundaries, creating a framework that is flexible enough to support different business models
Trends in Talent Management
Source: "Resetting Horizons: Human Capital Trends 2013" Deloitte 2013
Trends in Talent Management
Source: "Resetting Horizons: Human Capital Trends 2013" Deloitte 2013
Big Question:
What will it take for you to shift the way you treat talent management
today?