lou-anne lubbe talent management lead – accenture lubbe.pdf• accelerating innovation • new...

Technical Skills Africa 2008, Johannesburg, South Africa

2008 Accenture Copyright

Title of presentationLou-Anne Lubbe

Talent Management Lead –Southern Africa

Accenture



Our Multi-Polar World

Five key dimensions of the Multi-Polar World

The battle for resources & sustainability

The new map of innovation

Emerging consumers

War for talent

The flow of capital



The world is changing . . .

Growth of BRIC Nations

Climate Change

Natural Resources Constraints

Declining Commodity Prices

Human Capital

Shortages

Urbanisation/Growth of Megacities

Constrained Accessto Capital



The talent view from the C-Suite offices….

Key factors in achieving strong financial performance

% of respondents rating factor

“very important”

Building strong customer loyalty 59%

Acquiring new customers/increasing market share 61%

Attracting and retaining skilled staff 45%

Having a performance-oriented mindset in the workforce 41%

Finding and developing talented leaders 37%

Having a flexible organisation that responds to changing market conditions 37%

Managing risk 35%

Dealing with the regulatory environment 36%

Infusing innovation across the organisation 24%

Generating superior business value from technology investments 25%

Bringing new products or services to market quickly 24%

CustomerFocus

Talent Management

Focus

Source - Accenture’s High Performing Workforce Study 2008 – C-suite executives



Against this backdrop, the Credit Crisis will require a response . . .

Strategies will vary depending on the client, the industry and overall business health. No strategy is right or wrong but our solutions vary by scenario.

• Workforce rightsizing

• Labor cost optimization

• Operational efficiency improvement

• Back to basics

• Accelerating innovation

• New operating models

• Critical skills upgrade

• Talent acquisition

• Strategic agility

• Engagement and alignment

• M&A integration

• Culture alignment

• HR integration

• Org architecture

• Governance models

• Leadership programs

Positioning forsurvival

Positioning forgrowth

Positioning foradvantage

Balance Sheet StrengthAccess to Capital



Questions for discussion…

1. Is Talent Management high on your company’s agenda ?

2. What impact is the multi-polar world having on your organisation ?

3. Is the current economic situation affecting the Talent Agenda ? In what ways ?

4. What role is HR playing in the Talent Agenda ?



Talent Management – What is it, really?

* Source: Peter Cheese, Robert J. Thomas, & Elizabeth Craig.. The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance. London: Kogan Page Limited.

Accenture’s Talent Management Framework

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Tal

ent S

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Attract and source

talent

Def

ine

Tal

ent n

eeds

Dev

elop

Tal

ent p

oten

tial

DeployTalent right place

right time

DiscoverAttract and source talent

Business/ Workforce Alignment

Workforce InnovationTalent Management is an organisation’s ability to create and continuously optimise the

talent resources needed to execute on business strategies.



Talent Definitions and Management

Hi-Po

Niche

Specialist

Leadership Talent

Support/PeripheralTalent

Core Talent

Key Talent

Key Talent

• Represent 2-5% of the employee population

Core Talent

• Individuals who perform the core business processes, not very difficult to replace

Peripheral/Support Talent

• Contractors and third party providers who provide services not core (but essential) to the business & has the potential for outsourcing

Leadership

• Individuals responsible for setting, communicating and executing strategy

Individual talent recognition or role based talent recognition

Performance vs.Talent Distribution

Talent Definition

TalentSegmentation



Using Workforce Segmentation to drive high performance

Types of Talent• Leadership - those responsible for

setting and communicating the business strategy

• Key Talent - those who the competition would hire in a second; they are indispensable because they can “see the future”

• Core Talent - those who execute the core business processes

• Peripheral Talent - contractors and third party providers who provide services not core to the business

Principles of Workforce Segmentation• Different competencies• Different employee mix (P/T, F/T,

exempt)• Different organization structure• Different motivations, rewards, programs

CorporateCorporateLeadershipLeadership

Peripheral TalentPeripheral Talent

Core TalentCore Talent

Key TalentKey Talent



Integrated talent management based on a solid foundation

Define your talent needs

• Link to business strategy and priorities• Understanding of critical and core skills and talent

segments

Discover sources of talent

• New sources of talent• Sourcing options – Rightsourcing• Comprehensive recruitment channels• Tailored value propositions

Develop your talent potential

• Competency frameworks and workforce understanding• Learning agility – right skills, speed to proficiency• Talent mobility – learning through experience• Collaboration and connection to accelerate• Linkage to performance assessment and reward

Deploy talent

• Aligning talent to priorities and needs• Moving work to where the talent is• Link to talent development

Foundation of efficient and integrated HR operations and support

Discover Your sources of

talent

DeployYour talent at the right place at the right time

DefineYour talent

needs

DevelopYour talent potential

Metrics and Analytics

Talent Mindset

Talent Culture



Five imperatives: Becoming a talent-powered organization

Put talent at the heart of your business strategy

Enhancing talent sourcing capabilities to find and attract more diverse talent

Build integrated talent management capabilities with strong focus on development

Make leaders and line managers capable and accountable for good people management

Apply robust value and outcome measures to understand progress



Emerging Talent Management Considerations

Capabilities Reactive Proactive

Workforce adaptability

Cut 10% of workforce across the board.

Right-Size Workforce. Cut 5% of workforce, identify top performers in weak parts of the business, and redeploy to areas of growth.

Leadership Force early retirement to cut costs

Rely exclusively on Sr. Leaders to “get it done”

Capitalise on economic downturn and leverage delayed retirements to train future leaders.

Apply “Crucibles of Leadership” concepts to build skills in tomorrow’s leaders.

Talent Enact a Hiring Freeze

Assume the current Talent Strategy will adapt to the changing Talent

landscape

Source selectively to capitalise on new talent that has entered the market. Expand talent pools to hire from sources that were formerly considered

“too expensive”.

Redraw Talent Maps to account for changes in employee demographics and retirement plans.

Include a formal Workforce Planning initiative in your Talent Strategy to account for immediate

business imperatives and the forecasted rebound.



Emerging Talent Management Considerations

Capabilities Reactive Proactive

Ability to Change

“One Size Fits All’message from

leadership

Utilise a change tracker or cultural value analysis to understand perceptions across various workforce

segments.Customise messaging based on workforce

segmentation.

Efficiency Tighten grip on costs of in-house service

centers.

Renegotiate 3rd party vendor contracts, take cost out of field HR, leverage current shared services to get

more work out of them.

Workforce Performance

Assume performance degradation and

productivity losses are inevitable.

Cut training initiatives

Stimulate employee engagement in a downturn by enacting programs that align with the 6 “C’s” of

engagement.

Utilise workforce specific learning solutions to increase sales, customer satisfaction/retention, and

overall productivity.

Employer Brand

Layoffs (negative spin in media)

Customise and update Employee Value Propositionsbased on workforce segments and new programs.Pro-actively market EVP’s through various media

channels.



Questions for discussion…

1. Has Talent Management impacted your organisations performance at all?

2. To what degree?

3. What type of talent has created organisational performances challenges for the organisation?

4. Can you give us a specific example.



Technical Skills ChallengesChemical Industry



The industry will need to hire about 120,000 employ ees per year to replace retirees. As efficiency improvement s

mature, the rate of employment decline will slow.

Net change in em

ployment

# of

em

ploy

ees

World chemist and chemical engineer employment in t he chemical industry

(10,000)

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

(3,000)

(2,500)

(2,000)

(1,500)

(1,000)

(500)

-

500

1,000

Industry growthReplacementsContinuing positionsProductivity improvementsRetiredNet change in employment

Source: Accenture Research



With a workforce shrinking, companies must attract, train and retain the best employees

Need for “multi-polar ready” talent

Less scientists as a share of graduates pool

Retiring talent

Declining population growth



Engineers need more humanities skills, most academic institutions do not provide this in curric ula.

MPW Trends Education needs for Engineers and ChemistsInnovation Arts, Philosophy (reasoning)Battle for resources Economics, Business, History, Political ScienceNew consumers Communications, Languages, HistoryWinning Talent Management, Languages, HistoryChanging capital flows Finance, History, Communications

The battle for resources & sustainability

The new map ofinnovation

Emerging consumers

War for talent

The flow of capital



Our research shows the companies are taking various measures to meet these challenges

Attract Retain Transfer knowledge

•Tailoring benefits

•Improved salaries•Environmental initiatives

to attract employees

•Improving flexibility

•Adding work/life balance•Maintain close links to

universities

•Internships

•Improved EAP’s•More cross-training•Improved mentoring•Global training platforms•Intercultural training•Knowledge sharing•Mobility•Higher education programs (MBA, other)•Rotational assignments•Leadership development

•More cross-training

•Knowledge sharing

•Succession plans

•Senior employees mentor/train incoming

employees in different

regions•Teamworking/rewarding



How is the industry responding to the challenge ?

• Some chemical companies are changing their recruiting practices by offering perks like: l

• longer vacation times,

• improved mentoring programs, • greater benefits packages and

• increased job training.

• Matching older skilled workers with younger ones through mentoring programs

• Lets look at the strategies of a local key players:

• Sasol



Focused on meeting the challenge of growing demand for skilled workforce

Implemented project TalentGro to meet growing demand for appropriately skilled workforce

•TalentGro - A multi-pronged approach to :

•improve internal skills development capacity

•grow required talent pools

•influence external skills development environment

•Implemented various talent management initiatives

•competitive remuneration practices

•changes to the performance management system

•new leadership development programmes

•Learnership and apprentice training increased by 233% from 2004 to 2007

•Strategic alliances with international research institutions

•Contributed actively to South African government's Joint Initiative for Priority Skills

Acquisition (JIPSA)



The Role of HR in Talent Management



Risks of not achieving Business Interlock

• Consequences

• A lack of alignment of HR to business objectives

• No structured agenda for HR

• Lack of clarity about the performance objectives & responsibilities of the HR business partner function

• Risks

• Unknown return on workforce investments

• A lack of alignment creates a perception of HR inadequacy which may not be the root cause

• Dissatisfaction of line management with HR service delivery, who therefore hesitate to adopt the new operating

model

• Exposure to sunk cost investments that might not generate return in case HRT projects are often abandoned

due to misalignment with business objectives

Traditionally, HR Transformation initiatives are dr iven by efficiency motives (what does HR cost?) while a strategic focus (what is the contribution o f HR to the performance of the organisation?) is

apparent but suffering from a lack of tooling

�Efficiency�Effectiveness



Achieving Business Interlock

Business StrategyBusiness Strategy

Distinctive Capabilities and Performance Anatomy

Distinctive Capabilities and Performance Anatomy

• Define implications of our Mission & Vision• Define end-state models articulating our Leadership, Talent and

Culture strategic intent • Provide a roadmap to help individuals understand what our

strategy means to them

• Define the organisations distinctive competencies• Assess current position and priorities• Articulate in terms of forward business strategy and implications

• Understand current status and strategic priorities impacting human capital by critical workforce segments

• Review in context of Leadership, Talent, Organisation, Culture, and develop talent supply chain blueprint

• Describe high level investments required and show linkage back to business values

Delivers Defines

Enables Shapes

Human Capital StrategyHuman Capital Strategy

HR StrategyHR Strategy

Enables Shapes

• Understand current status and priorities for HR• Develop strategy to build out capabilities required to meet the

demands of the human capital strategy – HR practices, systems, organisation and competencies

• Develop investment plans and business case linked to human capital strategy imperatives and values



Achieving Business InterlockAlign HR objectives tobusiness objectives

As a business partner, HR needs to align its objectives to the strategic objectives of the organisation:

In doing so, HR is focusing on strategy execution by the workforce

HR objectives define the desired end state of HR initiatives

Determine value drivers

These are measurable factors thatinfluence strategy execution and value creation:

Key value drivers are linked to HR objectives in a strategy map

Key performance indicators will be identified for the highest priority value drivers: key value drivers

Develop KPI’s into a scorecard

To monitor HR’s performance – it’sadded values to strategy execution – aset of KPI’s is selected and measuredfor each value driver:

To evaluate performance, targets for each KPI should be defined

Together, this set of KPI’s is the HR scorecard

�1. �2.

�3.Act on results …

As the HR scorecard is directlylinked to corporate strategy, it’s theagenda of HR :

HR is now able to apply driver based decision making on human capital investments

Structural monitoring and action plans create a strategic continuous performance improvement cycle

�4.



Talent Management Tools to support Business Interlock

Performance Mgmt

Training

Knowledge Sharing

Incentives & Rewards

Leadership Development

Sourcing

Transfers

Recruiting & Selection

Career Pathing

Workforce Planning

Succession Planning

Employee Engagement

Core ValuesCompetency Frameworks

Employee Value Prop

Talent Definitions

Workforce Scheduling

Competency Mgmt

Career Development

DiscoverAttract and source

talent

DeployTalent right place

right time

DefineTalent Needs

Develop

Def

ine

Tal

ent

need

s

Dev

elop

Tal

ent

pote

ntia

l

DeployTalent right place right

time

DiscoverAttract/source talent

Talent Mgmt Capability

Talent Metrics



A Case Study



Start by doing an Assessment• What is the current risk to the

organisation?

• What will it take to attract candidates to Org Y?

• What will it take to retain the existing workforce?

• How well equipped are our human capital processes to support the talent

management solution?

Retirement & Attrition Analysis

EVP Survey

Talent Management Diagnostic

Workforce Profile 2016

0

20

40

60

80

100

120

140

160

180

200

Today 2008 2009 2010 2011 2012 2013 2014 2015 2016

Hea

dcou

nt Required Workforce

Other Attrition

Retirements

Current Workforce

Workforce Profile 2016

0

20

40

60

80

100

120

140

160

180

200

Today 2008 2009 2010 2011 2012 2013 2014 2015 2016

Hea

dcou

nt Required Workforce

Other Attrition

Retirements

Current Workforce

High Risk14%

Actively seeking alternative

employment

Accessible14%

Not actively seeking to move but would

accept a ‘better’ offer

Trapped14%

Dissatisfied but without the option to

leave

Truly Loyal58%

Satisfied and intend to stay

Attitude (Satisfaction) +-

Behavior (stay)

+

-



Whilst employees speak positively of Org Y, they are not wholly committed to staying with Org Y

Whilst employees speak positively of Org Y, they are not wholly committed to staying with Org Y

High Risk14%

Actively seeking alternative employment

Accessible14%

Not actively seeking to move but would accept

a ‘better’ offer

Trapped14%

Dissatisfied but without the option to

leave

Truly Loyal58%

Satisfied and intend to stay

Attitude (Satisfaction) +-

Behavior (stay)

+

-

Talent Management Challenge

2) Understanding why we are at risk of losing 28% of our workforce

1) Understanding what makes these employees stay

Org Y is at risk of losing 28% of its current workforce through attrition



-0.5

0

0.5

1

A dedication to corporatecitizenship/social responsibility

Inspirational leadership

International and reputablecompany

Good work-life balance

Organisational culture

Best people: working with highperformers

Interesting and challenging work

Training opportunities

Compensation in the form ofbenefits

Professional development (careercounselling and performance

appraisal system)

Small Gap

Large Gap

Compensation

Base = New Joiners (n=26)

Candidates joined Org Y in the last 12 months with the expectation that they would receive:

Good work-life balance in A reputable company

Professional development,Training opportunities ; andCompetitive salary package

Mostly Meeting ExpectationsNot Meeting Expectations

Key areas in which we are

failing to meet

employee expectations

We are unlikely to retain new recruits as we are no t meeting the reasons they had for joining the organisation

We are unlikely to retain new recruits as we are no t meeting the reasons they had for joining the organisation

Org Y faces the challenge of delivering against employee expectations



What attracts prospective employees to Org Y are not the same reasons that will retain them

To be competitive in attracting candidates , we need to be able to deliver the following:

1. Reputable company2. Professional development3. Interesting and challenging work4. Compensation5. Training opportunities

To be competitive in retaining our existing workforce , we need to be able to deliver the following:

1. Review of base pay, performance bonus and retenti on bonus options

2. Improved professional development3. Better work-life balance

Talent Management Challenge



DISCOVEREmployee Value Proposition – attracting new candidates to the organisation

3

RETAINGreat companyGreat culture

5

TALENT DEMAND (POSITIONS)

1

Critical & scarce skillsChanges in skills requirements

TALENT SUPPLY (PEOPLE)Identify Potential - Leadership &Technical PipelineCategorise talent – 9 Box MatrixIdentify succession pools – Succession Plan

Succession Plan

DEVELOP & DEPLOYIndividual Development PlanDevelopment for performance in current roleCareer Development Discussion & PlanFuture career options & development plans

Talent Results

Business Results

Talent Strategy

Business Strategy

TALENT FORUM

2

4

6

TALENT ENABLEMENT Governance Annual TM processes, talent strategy, roles, accountabilities, measures Capacity Building Training and coaching of line and HC

7

This holistic Talent Management Solution uses a practical tool-based approach to deliver results

ACTIONS

H

M

L

H

M

L

H

M

L

H

M

L

H

M

L

RISKSTRATEGIC TALENT QUESTIONS

1. What are the top 3-5 strategic areas of focus for my business unit in the upcoming year?

2. What changes might there be to the current organisational structure and skill requirements in light of my strategic imperatives?

- Is a new skill set required?- Is an increase in a current skil l set required?- Will a decrease in current skil l take place?

3. What are my top Talent priorities/concerns that I need to address in order to meet my strategic goals in the next 2 – 3 years?

- Recruiting- Deployment- Retention- Development

4. What are my mission critical positions?• what are the risks in terms of retaining/attracting

these positions?• what confidence do I have of fill ing these position s?

5. What are my scarce skills?

ACTIONS

H

M

L

H

M

L

H

M

L

H

M

L

H

M

L

RISKSTRATEGIC TALENT QUESTIONS

1. What are the top 3-5 strategic areas of focus for my business unit in the upcoming year?

2. What changes might there be to the current organisational structure and skill requirements in light of my strategic imperatives?

- Is a new skill set required?- Is an increase in a current skil l set required?- Will a decrease in current skil l take place?

3. What are my top Talent priorities/concerns that I need to address in order to meet my strategic goals in the next 2 – 3 years?

- Recruiting- Deployment- Retention- Development

4. What are my mission critical positions?• what are the risks in terms of retaining/attracting

these positions?• what confidence do I have of fill ing these position s?

5. What are my scarce skills?

Long term Actions (Next 1-2 years)

Career Development Actions (Deployment, Movement, T raining, Promotion)

Short-term Actions (Next 6 months)

Retention Actions

Full Name Division/Dept

Position Title Location

Retention Issues

Probability of Exit(H,M,L)

Cost of exit(H,M,L)

Risk Rating(H,M,L) Reason

Recommended Position on 9 Box Overall comments (Shor t summary of individual)

One-on-one discussion held(Date & duration & % consensus)

Long term Actions (Next 1-2 years)

Career Development Actions (Deployment, Movement, T raining, Promotion)

Short-term Actions (Next 6 months)

Retention Actions

Full Name Division/Dept

Position Title Location

Retention Issues

Probability of Exit(H,M,L)

Cost of exit(H,M,L)

Risk Rating(H,M,L) Reason

Recommended Position on 9 Box Overall comments (Shor t summary of individual)

One-on-one discussion held(Date & duration & % consensus)

Other______________

Company Reputation

Culture

LeadershipProfessional Development

Challenging/ Interesting WorkRewards

Work Life Balance

Individual Action Item By Who By When

General Items Action Item By Who By When

Individual Action Item By Who By When

General Items Action Item By Who By When

RETENTION STRATEGY“The Pillars”


TALENT MANAGEMENT STRATEGYTALENT MANAGEMENT STRATEGY

Great Company

Great Culture

Great Career

RETENTION MECHANISMS

Great Leaders

Great Rewards &

Recognition

GUIDING PRINCIPLES

Engen Brand and reputation

Engen Values and Organisational

Culture and behaviours

Long term opportunities for development and

advancement

Inspiring leadership and

best people

Marketable & equitable

remuneration, benefits &

recognition (tangible and intangible)

GOVERNANCEPolicies and procedures regarding Purpose, Particip ation, Measures, Performance

targets, Funding, Governance and Administration.

EMPLOYEE VALUE PROPOSITION



TALENT MANAGEMENT STRATEGYTALENT MANAGEMENT STRATEGY

Great Company

Great Culture

Great Career

RETENTION MECHANISMS

Great Leaders

Great Rewards &

Recognition

GUIDING PRINCIPLES

Engen Brand and reputation

Engen Values and Organisational

Culture and behaviours

Long term opportunities for development and

advancement

Inspiring leadership and

best people

Marketable & equitable

remuneration, benefits &

recognition (tangible and intangible)

GOVERNANCEPolicies and procedures regarding Purpose, Particip ation, Measures, Performance

targets, Funding, Governance and Administration.

EMPLOYEE VALUE PROPOSITION

Manage Self Operational

Manage Division

Manage Self Professional

Manage Self Expert

Manage Others

Manage Managers

Manage Function

Manage Self Technical

Manage Business

Manage Group Function

CEO

Manage Self Operational

Manage Division

Manage Self Professional

Manage Self Expert

Manage Others

Manage Managers

Manage Function

Manage Self Technical

Manage Business

Manage Group Function

CEO

A/RPrepare talent action log

A/RProvide feedback from forum to candidates

A/REnsure talent action plans are implemented

A/RProvide advice and support to Management

A/RBuild capability in line and HR to manage talent

A/RDocument key actions at talent forum

A/RFacilitate talent forum

A/RPresent results at talent forum

A/RPrepare succession plan

A/RPrepare 9 box

RAPrepare development plan

CA/RManager complete candidate profile template

RA/RHold career meeting

A/RCIdentify talent demand and mission critical positions

A/RComplete self-profile template

IA/RSend career meeting invite

CA/RSet career meeting agenda

IA/RCPlot candidate positions on Pipeline

IIA/RAnnual communication to business with key activities and timelines

CandidateManagerTalent Mgt Team

Activities

A/RPrepare talent action log

A/RProvide feedback from forum to candidates

A/REnsure talent action plans are implemented

A/RProvide advice and support to Management

A/RBuild capability in line and HR to manage talent

A/RDocument key actions at talent forum

A/RFacilitate talent forum

A/RPresent results at talent forum

A/RPrepare succession plan

A/RPrepare 9 box

RAPrepare development plan

CA/RManager complete candidate profile template

RA/RHold career meeting

A/RCIdentify talent demand and mission critical positions

A/RComplete self-profile template

IA/RSend career meeting invite

CA/RSet career meeting agenda

IA/RCPlot candidate positions on Pipeline

IIA/RAnnual communication to business with key activities and timelines

CandidateManagerTalent Mgt Team

Activities

EngenTalent

Strategy

EngenTalent

Scorecard

Agenda Item Description Resp Time

Introduction and Overview

Talent Forum Chairperson provides overview vision and key strategic talent issues that require discussion and resolution

Chair 15 mins

Roles and Objectives

Clarification of process, roles, agenda, outcomes and expectations by Talent Forum Facilitator

Fcltr 15 mins

Departmental/ Divisional Reviews

Forum members use slides of the templates they have prepared as inputs to present the following: •9 box matrix for direct reports•Succession plans•Bench strength summary•Retention risks•Talent development and action plans for direct reports and dept

Mgrs 5 hours

Talent Scorecard

Review of overall scorecard including:•Recruitment summary•Retention summary•Succession summary

HRM 30 mins

Strategic Talent Issues

The groups discusses Strategic Talent Issues (as per the Talent Demand and Mission Critical Position templates) for this level requiring discussion and resolution e.g. resourcing, development, retention etc

Mgrs 1 hour

Next StepsAgree on a set of actions to be taken to strengthen the talent pool in the next year including is accountable and by when they will take placeConsolidate into a report that will be presented at MC for approval

FcltrHRM

20 mins

Wrap up and Close

Agree on date to review progress (should be quarterly) Provide summary and close session

Chair 10 mins

Agenda Item Description Resp Time

Introduction and Overview

Talent Forum Chairperson provides overview vision and key strategic talent issues that require discussion and resolution

Chair 15 mins

Roles and Objectives

Clarification of process, roles, agenda, outcomes and expectations by Talent Forum Facilitator

Fcltr 15 mins

Departmental/ Divisional Reviews

Forum members use slides of the templates they have prepared as inputs to present the following: •9 box matrix for direct reports•Succession plans•Bench strength summary•Retention risks•Talent development and action plans for direct reports and dept

Mgrs 5 hours

Talent Scorecard

Review of overall scorecard including:•Recruitment summary•Retention summary•Succession summary

HRM 30 mins

Strategic Talent Issues

The groups discusses Strategic Talent Issues (as per the Talent Demand and Mission Critical Position templates) for this level requiring discussion and resolution e.g. resourcing, development, retention etc

Mgrs 1 hour

Next StepsAgree on a set of actions to be taken to strengthen the talent pool in the next year including is accountable and by when they will take placeConsolidate into a report that will be presented at MC for approval

FcltrHRM

20 mins

Wrap up and Close

Agree on date to review progress (should be quarterly) Provide summary and close session

Chair 10 mins

TALENT MANAGEMENTTraining Workbook

June 2008

Great rolesGreat leadersGreat rewards

Employee Value

Proposition

Engen

Reputation

Inspiring Leaders

Cu

lture &

Values

Com

pens

atio

n

& R

ewar

ds

Challenging Work & Professional Development

Employee Value

Proposition

Employee Value

Proposition

Engen

Reputation

Inspiring Leaders

Cu

lture &

Values

Com

pens

atio

n

& R

ewar

ds

Challenging Work & Professional Development

Engagement

Opportunities Work

Organisation & Leadership

Reward & Benefits

Direct Management

� Engen Reputation� Engen internal and

external brand� Inspiring leaders� Engen culture� Work life balance

� Interesting and challenging assignments

� Self Management

� Approachable leaders

� Working with Best people

� Marketable and equity compensation

� Recognition and rewards

� Professional development

� Training opportunities

� Career for life – job mobility



Questions

lou-anne lubbe talent management lead – accenture lubbe.pdf• accelerating innovation • new...

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