Dhananjay Bansod

Managing Talent in Today’s Times

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Discussions for the day..

• Talent Management – Conceptual Understanding

• Strategic Approach to Talent Acquisition

• Talent Management through Employee Engagement

• Technology and Talent Management

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TALENT MANAGEMENT

I think our company is well-prepared for the future. We have great talent. If you take a look at it, we're a hot place to work, which means we're getting more great talent.

Steve Ballmer, CEO - Microsoft

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Talent Management – Top Issues in the Field

Protectionist; fragmented; skill set; management information

Fact-based

Infrastructure enabled (process; service delivery; technology; structure; roles and measurement)

Talent Management is eclipsing traditional HR

Merger and Acquisition

Enterprise Cost Reduction

Product/Service Launch

Growth Strategy

Economic market changes are driving talent requirements

Market Expansion (established and emerging)

Global Work Distribution

Enhanced Talent Management

Fact-based: Business priorities; plan; solution(s)

Solutions broader than talent management focused

A significant trend is the changing nature of work

– What the work is

– How the work gets done

– Where the work gets done

– When the work gets done

Other emerging trends include: Global Sourcing; Accelerated Development

Innovative solutions are emerging to further differentiate leading organizations

Mobility

Flexibility/Customization

Workplace Transformation

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The Realities

The Old Reality

People need companies

Machine capital, and geography are the

competitive age

Better talent makes some difference

Jobs are scarce

Employees are loyal and jobs are secure

People accept the standard package they

are offered

The New Reality

Companies need people

Talented people are the competitive

advantage

Better talent makes a huge difference

Talented people are scarce

People are mobile and their commitment

is short term

People demand much more

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What are the options?

Old Strategies

Grow all your own talent

Recruit only when there is a vacancy

Use traditional sources

Advertise to job hunters

Stay within compensation range

Recruitment is a filtering process

Hire as needed or instructed

New Strategies

Bring in talents at all levels

Hunt all the time

Tap many diverse pools of talent

Reach passive candidates in their

comfortable workplace

Break the compensation rules if needed

be

Recruitment is about marketing and

screening

Develop a sourcing strategy for the

business

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Talent Management

• The term "talent management" is usually associated with competency-based management.

• Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies.

– The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors).

– Older competency models might also contain attributes that rarely predict success

– New techniques involve creating a Competency architecture for the organization that includes a Competency dictionary to hold the competencies in order to build job descriptions.

• Employee evaluations concern two major areas of measurement: performance and potential.

– Current employee performance within a specific job has always been a standard evaluation measurement tool of the profitability of an employee.

– Talent management also seeks to focus on an employee’s potential, meaning an employee’s future performance, if given the proper development of skills and increased responsibility.

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Attributes of a Good Vision Statement

• Conveys a crisp image of the future to your stakeholders (i.e. employees, partners, clients, board of directors, community, government representatives, etc.)

• Clear and concise

• So compelling that it motivates others to action

• Results-oriented

• A stretch while still being achievable

• Makes sense throughout the organization

Types of vision statements Target Visions

Focus on achieving a specific financial or non-financial target.

Internal Transformation Visions

Focus on desirable internal attributes and/or requirements for change.

Common Enemy Visions

Focus on attacking/winning against the competition.

Role Model Visions

Focus on modeling the organization after a specific best-in-class organization in the same industry or a different one.

What is a vision? Attributes and types of visions

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We want to partner with business leaders, fostering a safe, engaged workforce by building global leadership and organizational capability, cultivating a high performance culture and enabling employees to fulfill their potential

US-based

energy

company

The HR Department will be an irreplaceable strategic partner and trusted advisor to our employees and departments, seeking opportunity for collaboration and consensus building while supporting each other when taking risks and pursuing innovation.

Municipality

We seek to be leaders in the “people dimension of business”, helping our clients achieve exceptional performance by providing services and solutions that address the people and functional HR issues integral to business operations and performance.

Global

professional

service firm

We want to maximize organizational effectiveness through unique HR solutions that continuously improve our people, process and structure.

Global

pharmaceutical

firm

What is a vision? Example HR-visions

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Develop the vision: Guidelines

• Start the statement with an intention like e.g. “we want to become”, “we envision to evolve to”, “we believe that”.

• Envision something even better than what you consider to be the best possible outcome.

• Try to summarize your vision using a powerful phrase (e.g. Microsoft's vision of "A personal computer in every home running Microsoft software”).

• The purpose of the vision statement is to inspire, energize, motivate, and stimulate your creativity, not to serve as a measuring stick for success; that is the job of your objectives and goals.

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Vision and mission statements are two separate entities that answer two different questions about the business.

Questions that are complementary in nature.

A vision statement answers the question, "Where do I see my business going?"

A mission statement answers the question, "Why does my business exist?”

Vision statements are future-focused and written with the end result in mind.

Mission statements are focused in the present and state the fundamental purpose of your business.

Vision versus mission statement

To improve our clients’ performance, productivity and profitability through better use of their human capital.

Global

professional

service firm

We provide quality HR services to attract, develop, motivate and retain a diverse workforce within a supportive work environment. We do this with an emphasis on customer service based on consultation and communication with the campus community.

HR

department

of university

Sample mission statements

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How to win the Talent War

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Embrace a Talent Mindset

Craft Employee Value

Proposition

Rebuild and Align

Recruitment Strategy

Integrate Development

into the organization

Differentiate, incentivize and

affirm your people

Strategy Framework for

Talent Development

The 5 imperatives by McKinsey

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TALENT ACQUISITION

“No matter how good or how successful you are, or how clever or crafty you are, your business and its future are in the hands of the people you hire.”

Akio Morito, Late Chairman of Sony

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Recent Survey…

• Two 2008 global studies rank acquisition of top talent # 1 perceived value service provided by HR

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Talent Acquisition

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Recruiting Challenges

• Wide access to data

• Expectations of hiring managers

– Quality, Time, Cost

• Expertise of hiring manager

• Demotivating pressures on recruiters

– Feedback only when things go wrong

– Formal training often lacking

• So…

– Recruiting is difficult.

– Hiring manager’s don’t get it.

• How do we get it right?

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Planning & Execution

• Workforce Planning

• Service level agreement (SLA)

• Brand Building initiatives / Value Proposition

• Relationships with institutes / colleges / educational centers

• Contact events

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Project Management

• Be proactive; call before questions come

• Make follow up a priority project

• Share good and bad news

• Keep all stakeholders posted with latest information pertaining to likely outcome

• Partner with stakeholders

• Regular contact important

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Measuring Talent Acquisition…

Quality of Hire Percentage of new hires that were the organization’s top choice

Quality of Candidates The ability of the organization to define the knowledge, skills and abilities needed to succeed in the job and work environment and to source candidates that meet the competencies

Program Satisfaction Hiring manager satisfaction with the recruitment and hiring process and quality of candidates

Time-to-Hire The time it takes to hire a candidate to fill a position from job open until the position is offered and accepted

New Hire Retention Rate The number of new hires who remain on the job for the first 12 to 18 months

New Hire Failure Rate The percentage of new hires in key jobs that were terminated or asked to leave

New Hire Retention Rate The number of new hires who remain on the job for the first 12 to 18 months

Performance Ratings of “Contributor” or “Extraordinary Contributor”

Whether top candidates meet or exceed expectations on performance reviews

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Some Talent Acquisition Strategies

• Proactively build and expand the pool of candidates.

• Seek to fill positions internally, if applicable.

• Improve candidates’ pre-screening process.

• Enhance employer brand and reputation in the recruiting market place.

• Explore new marketing outlets using Internet-based technologies (i.e., social networking sites) to reach passive candidates and targeted groups.

• Create efficiencies in recruitment processes and workflows.

• Obtain input from hiring managers.

• Solicit new hire feedback.

• Emphasize strategic workforce planning beyond 18-months.

• Scale back or freeze talent acquisition efforts, when the need arises.

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TALENT ENGAGEMENT

“Turned on” people figure out how to beat the competition,

“Turned off” people only complain about being beaten by the competition.

Ben Simonton, Author Of Leading People…

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Accepted Wisdom about Employees

• Everyone can excel if they try hard enough

• People will work harder if they get paid more money

• Focus employee development on fixing weaknesses

• Organization’s outcomes are dictated by hard financial realities

• Key to growth is increasing demand

• Superior performance is due to improved technology

• Competencies, skills, and knowledge are more important than talent

• Superior performance is the consequence of rational thinking—don’t let emotions get in the way

• “People” are an organization’s most valuable asset

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The Real-World

• Employees who use natural talents produce significantly more than average workers

• Emotionally committed employees form teams that deliver exceptional outcomes

• Customers recognize the passion and commitment employees feel toward them and respond emotionally

• Emotionally driven reactions build bridges between employees and customers that create engagement

• Engagement is the key factor that drives growth

• Sustainable growth is the route to profits

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Emotional Engagement

When the best performers are doing what they are best at

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The Right Fit

Great Managers

Engaged Employees

Engaged Customers

Sustainable Growth

Higher Profit Stock

Increase

Id Strengths

The Gallup Path

Enter

here

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Some facts…

Employee Engagement Outcomes

• 38% higher customer satisfaction

• 22% higher productivity

• 27% higher profits

Engaged Employees

• Perform 20% better

• Are 87% less likely to leave the organization

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The Q 12

1. I know what’s expected

2. I have what I need

3. I do what I do best

4. I am recognized

5. Someone cares

6. Someone develops me

7. My opinion counts

8. My job is important

9. My colleagues are committed

10. I have a friend at work

11. Someone talks about my progress with me

12. I learn and grow

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How do you know who’s engaged?

• Clear about purpose—seek ways to improve

• Bring full selves to work

• Highly skilled

• High need for achievement

• High energy

• Committed to team

• Upbeat and proud to work for you

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Typical Employee Village

* Citizens Against Virtually Everything

15%

20% 55%

10%

High Potential

High Achievers

Not Yet Engaged

CAVE Dwellers

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Strategy

Not Yet Engaged: 55% • Average, Under-motivated • Uncommitted to talents • Mismatch between talents and job /

career • Keys to Engagement

• Discovering talents • Finding a fit • Partnership • Support, coaching, development

High Potentials: 15% • Talent + Aspiration + Engagement • High confidence • Keys to Engagement:

• Leadership opportunities • New challenges • Development & Growth

CAVE Dwellers: 10% • Poor attitude • Poor performance • Toxic • Keys to Engagement

• Direct Feedback • Help them leave

Hi Achievers: 20% • Steady performers with Depth • Individual contributors and managers • Productive • Keys to Engagement

• Appreciation • Expertise • Recognition

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Tactics

Employees

Know self (talents, values, contributions)

Prioritize

Set Goals/Take Action

Explore (feedback and information seeking)

Managers

Assess talent

Coach employees

Provide feedback

Communicate organizational/department needs

Balance talent with needs

Leaders

Be Active—Visibly champion the effort

Create business strategy that includes Engagement strategy

Align vision, mission, strategy, procedures

Provide resources and active support

Reward talent

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“It’s as much about the act of conversations, as it is about the outcome of those conversations”

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Top Ten Global Engagement Drivers

1. Senior management’s sincere interest in employee well-being.

2. The opportunity an employee has to improve skills.

3. The organization’s reputation for social responsibility.

4. Opportunity to provide input into decision making .

5. An organization’s ability to quickly resolve customer concerns.

6. An employee’s readiness to set high personal standards.

7. Excellent career advancement opportunities.

8. An employee’s interest in challenging work.

9. An employee’s relationship with her supervisor.

10. The organization’s encouragement of innovative thinking.

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HR AS BUSINESS PARTNER

“Turned on” people figure out how to beat the competition,

“Turned off” people only complain about being beaten by the competition.

Ben Simonton, Author Of Leading People…

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HR’s Role – a survey output…

Today’s HR’s role

• A recruiting/staffing function

• A control function, saying “no”

• Business Partner function as pass-through channel

• HR is often used as “excuse” for defaults within the business

HR’s desired role

• Get basics right (payroll, personnel administration, compensation & benefits)

• Proactive and qualitative guidance on personal development, recruitment, talent management, etc

• Teaming-up with/making joint-decisions with the business (also more communication)

• Facilitate change and integration

Desired Competencies for

HR

• Listening to the business (what are their needs?)

• Understanding what the business is about / what makes the business specifics (no one-size-fits-all)

• Knowledge of social regulations and company legacy

Line Manager’s participation

• Line management needs more coaching to execute their manager role

• HR is expected to set the boundaries within which managers can decide on HR-matters

• Line management is often uncertain to take up HR-responsibilities because they are afraid of / not well informed of the implied consequences

Three Recommendations

for HR

• Find the weak spots in HR-operations and realize quick-wins / fix the basics

• Close a new pact with the groups / redefine the collaboration (e.g. consultation cycle)

• Improve business partnership: understanding needs, stronger mandate, clear role split BP, experts and operations

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HR Business Partner’s Capabilities and Competencies

We are SERVICE PROVIDERS to the business

on specific areas of HR expertise and to employees

Trusted

Advisor

Business

Driver

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• Business Insight

• Client Relationship

Management

• Business Planning & Strategy

• Influencing, Coaching &

Mentoring

• Business Consulting

• Service Management

• Leading Others

Key competencies

Business HR Capabilities Grounded Expert

Insightful

Observer

Change

Leader

Engaged

Partner

We are the CUSTODIANS of the

consistent application of the

corporate principles, policies,

guidelines, processes and tools

as well as ensuring compliance

with all labor regulations

We are

AMBASSADORS

ensuring the voice

of the employee is

heard

We are BUSINESS

CATALYSTS by

developing and

implementing HR strategies,

policies, processes and tools

related to the Human element

of our business and acting as

COACHES to the relevant

Business Leadership Group on

all people related matters

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HR of tomorrow - The four roles of HR

HR must evaluate how it is performing today and how it wants to perform in the future.

CFO Focus

Triangle

CFO Focus

Triangle

Threshold

Performance

HR

Leading Edge

Provide leadership in workforce and talent strategies, and leadership development, ensuring alignment with and input to the business strategy. (e.g. Partner with the business leaders to understand forward-looking talent requirements)

Focus on HR service delivery to drive efficiency and effectiveness. (e.g. Optimize the use of recruiting technology)

Create and implement relevant HR policies and procedures that: foster adherence to defined corporate values; ensure regulatory compliance; and enable workforce risk management. (e.g. Provide training and education on what it means to live Client X’s corporate values)

Manage change and maximize workforce performance to assist in business strategy implementation. (e.g. Assist business leaders with the planning for the people implications of change, such as identifying relevant training)

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CFO Focus

Triangle

CFO Focus

Triangle

Threshold

Performance

HR

Leading Edge

• Focus : Develop, manage and govern HR policies and compliance; manage international HR compliance; manage workforce risks; build culture of performance out of compliance

• Role: Compliance and Governance Regulator (Corporate governance advisory and workforce risk management)

• Competencies: Reporting, compliance and guidance, good judgment, organizational awareness

• Critical Issues : Workforce risk management and broader guidance on controls to address workforce issues; establishing clear accountability and internal controls; developing appropriate tone at the top; finding ways to use compliance projects as a catalyst for performance improvement

• Manage labour related risks – regularly auditing HR processes and developing a formal strategy for mitigating workforce-related risks

• Play important role in larger challenge of building an ethical and informed workforce (employees who know, understand and believe in what they need to do)

• Strengthening HR’s reporting lines to ensure effective service delivery (client focused)

• Develop controls (policies and procedures) and metrics to embed a culture of performance

Roles and competencies

What leading organizations are doing

Steward: staying ahead of the curve on ethics, compliance, risk and governance

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CFO Focus

Triangle

CFO Focus

Triangle

Threshold

Performance

HR

Leading Edge

• Focus : Efficiently deliver HR services; design and foster the optimal connection between HR and the company; quality service level definition

• Role : HR service delivery owner (HR service delivery & vendor manager, and performance and reward program architect)

• Competencies: Leverage system capabilities, program/project management, problem solving, and communication

• Critical Issues : Operating model development and its continual evolution with the needs of the business; service delivery; shared services and outsourcing

• Developing a vision for assessing current programs against that vision to identify improvement opportunities

• Designing performance management programs to measure and evaluate performance of HR employees

• Focused on improving efficiency and effectiveness

• Administrator and functional/technical expert

• Aspires to be a strategic business partner, but most not there yet

• Significant emphasis on creating shared services organizations, with HR generalists in the field

• Service is provided efficiently in-house or is outsourced to ensure a premium isn’t paid for basic HR transactions

• Understand their function to anticipate their HR operating requirements

What leading organizations are doing

Operator: efficiently and effectively executing the core HR transactions

Roles and competencies

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CFO Focus

Triangle

CFO Focus

Triangle

Threshold

Performance

HR

Leading Edge

• Focus: Provide organizational design and performance optimization services; change organization behavior and establishing a value attitude; assist the business with change management associated with strategy implementation

• Role: Organizational/performance/change / Location al

• Competencies: Business perspective, organizational agility and facilitation, conflict management; Strong communication and change management skills

• Critical Issues : Maximize performance of the workforce; org. structures that promote collaboration and innovation; creating a work environment that helps people perform their best

• Take a lead role in helping the executive team and workforce deal with change

• Flexible and scalable for change

• Constantly improving capabilities

• Driving accountability through personal leadership, measurement, and commitment

• Embedding the value of strong people management throughout the organization

What leading organizations are doing

Catalyst: creating a work environment that helps people perform their best

Roles and competencies

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CFO Focus

Triangle

CFO Focus

Triangle

Threshold

Performance

HR

Leading Edge

• Focus: Coach and leadership developer; forward-looking talent management (contribute to business strategy, translate enterprise strategy into global workforce requirements, forecast talent needs, address talent gaps; orchestrate learning, skills and career development)

• Role : Workforce and talent management strategist

• Competencies: Critical thinking, global perspective, strategic agility, dealing with ambiguity,

• Critical Issues : Steering and informing the direction, helping the CEO and other leaders craft strategies that make sense in light of the labour trends and available talent

• Focused on driving business value, not just meeting internal customer needs

• Easily accessible expertise and tools to solve business challenges

• Partnering with business in creating strategies, not just reacting to outputs

• Tracks key people metrics for the business to help clarify impact of people on business value

What leading organizations are doing

Strategist: moving from supporting strategy implementation

Roles and competencies

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THANK YOU Dhananjay Bansod on behalf of NHRD