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Managing Talent From practice to profession IHRM Conference, Nairobi 2015

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Page 1: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Managing Talent

From practice to profession

IHRM Conference, Nairobi 2015

Page 2: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Talent unbundled

Page 3: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

❏Why are companies besotted with talent?

❏ Does talent equate to success?

❏ Is talent ingrained?

❏ Can you manage talent?

❏ Is talent ‘a problem’ wrapped in cotton wool?

❏ Is talent alone enough?

Is talent the be all, end all?

Page 4: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Talent - at opposite ends

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Page 5: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

I will let you in on a secret.

There is a skill you can master which will guarantee

everything you do will improve easily 100%, and more over

time.

Secret = get things done...yes, hard work!

Talent has limits

Page 6: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Second point

Think of a skill that

you have often wanted

to master e.g. music or

playing equipment. It

is often hard when you

start but when you

finally master it, you

are the first person to

tell new learners how

easy it is.

Page 7: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

The Conundrum

Page 8: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

● Economic turbulence

● Regional focus and globalisation

● New business models

● Transformational technologies

● Virtual working

● Workforce profile

Change drivers

Page 9: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

“I don't know where we should take this company, but I do know that if I start with the

right people, ask them the right questions,

and engage them in vigorous debate, we will

find a way to make this company great.” ― James C. Collins, Good to Great

People first!

Page 10: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

70% According to Gallup’s State of the Global Workplace survey, this is the

percentage of total disengaged employees. Only 30% carry the organisation.

Page 11: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

You never know which side turns up

The two images of an organisation

Page 12: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

“Your company is its own competition and can deliver itself debilitating blows the

competition only dreams of.” ― Stan Slap, Under the Hood: Fire Up and Fine-Tune Your Employee Culture

Culture eats talent

Page 13: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Tall Poppy Syndrome

“Cutting off the leg of a giant does not

embellish a dwarf”. Ahmed Yusuf

Page 14: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Performance appraisal is broken

- Research progressively shows this to be the case

Page 15: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

“Executives owe it to the organisation and to their fellow workers not to tolerate non-

performing individuals in important jobs.”

― Peter Drucker, Pre-eminent Management Scientist

Non Performance Bites

Page 16: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Research confirms…...

Page 17: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

● Clogged leadership pipelines

● Skills shortage - the make or buy balance

● Stifled or foggy culture

● A compliance driven HR

● People analytics - data

Research by Deloitte - Human Capital Trends

2015

Page 18: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Reimagining

Page 19: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Talent management -

questions to pose

Page 20: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Defining the future

• How is your organisation changing today and in the future?

• What kind of talent will you need to execute your business

strategy?

• Will certain roles become more important?

• What skills and leadership will be needed in the next 3-5 years that

you don’t have?

Page 21: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?
Page 22: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Attracting talent

• What is your employer value proposition?

• Is the effort to make your workplace attractive

successful?

• Should you look for talent in different places than you

normally do?

Page 23: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?
Page 24: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

….. be ready for what talent brings:

• Millennials and Gen Z

• Demand for space

• Challenging the convention

Employ talent but…..

Page 25: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Right people on the bus,

wrong people off the bus,

and right people in the right

seats.

Page 26: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Selecting talent

• Do you differentiate between high performance

(success now) and high potential people (success in the

future)?

• Are competencies used in selecting staff?

• Are competencies aligned to your future business

needs?

Page 27: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Skill

Job Attitude

Knowledge

Observable

Behaviour

Job

Performance

COMPETENCY

Competency

Page 28: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Developing talent

• Are staff assessed for their capabilities?

• Do staff receive ongoing coaching and feedback?

• Are there opportunities for staff to develop their

technical and soft skills?

• Are leaders involved in coaching/training others?

Page 29: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?
Page 30: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Engaging talent

• Are staff assessed for their capabilities?

• Do staff receive ongoing coaching and feedback?

• Are there opportunities for staff to develop their

technical and soft skills?

• Are leaders involved in coaching/training others?

Page 31: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Engaging quadrant

Low well being

High well being

High engagement Unstable engagement

Sustainable engagement

Low engagement Chronic disengagement

Complacent engagement

Page 32: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Deploying talent

• Are candidates identified as potential successors for key positions?

• Do you have a robust succession plan?

• Are development plans in place for high potentials to get them

ready for future roles?

• Are lateral movements valued as highly as upwards ones?

Page 33: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

One of my greatest talents is recognising talent in others and giving them the forum to shine

- Tory Burch, Billionaire business woman

Page 34: Managing Talent - ihrm.or.ke Talent.pdf · Managing Talent From practice to profession IHRM Conference, Nairobi 2015 . Talent unbundled . ª Why are companies besotted with talent?

Thanks!

Contact me on:

Email:

[email protected]

LinkedIn: https://au.linkedin.com/in/ahmednooryusuf

Twitter:

@amediyusuf