setting the standard for talent and engagement
TRANSCRIPT
SETTING THE STANDARD FOR TALENT AND
ENGAGEMENT
AUGUST 2018
We are Africa’s premier Human Capital and
Reward Consultancy, with offices in a number
of African countries. We have consulted to over
2700 organisations both locally and globally.
Our clients benefit from:
A solutions based end-to-end human capital
capability - a "one stop" approach;
Access to our African network for local
delivery;
An established and experienced team of
practitioners & experts;
Considerable experience across multiple
industries including the public sector.
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What is Genius / talent?
Gods gift to us is our talents….how
we use those talents is our gift to
God
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Which 2 animals are
dependent on each others talents?
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STRENGTHS LESSONS: #1
You can’t always SEE someone’s Strengths.
Zebras and Wildebeest …complimentary talent partners
Zebras have long front teeth - lawnmowers for the wildebeest.
Wildebeest graze predominantly on short grass.
Zebras have better memories - beneficial when crossing rivers.
Wildebeest jump indiscriminately and hope for the best
Wildebeest are natural water diviners
Domestic Wildebeest may be the answer to leaks in our municipal water
systems.
Zebra and Wildebeest travel together - Zebras have good eyesight but a poor
sense of smell - Wildebeest have bad eyesight but a good sense of smell
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just jump?
Which is the Loudest creature in the ocean?
Loudest fish in the ocean?
Loudest fish in the ocean?
Loudest fish in the ocean? Partner !!
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The Challenge
We often take our most powerful talents for
granted, and many of us may not be fully aware
of them.
Copyright © 2016 Gallup, Inc. All rights reserved.
Do what YOU do best, not what I do best.
What are some of your hidden
talents?
talk to people in elevators, airplanes, stores, and wherever you go.
STAND UP IF YOU ALWAYS …
need to pick someone to race while driving.
STAND UP IF YOU ALWAYS …
push elevator buttons to “remind” the elevator you are there.
STAND UP IF YOU ALWAYS …
are accused of being “too nice.”
STAND UP IF YOU ALWAYS …
are accused of not being “nice enough.”
STAND UP IF YOU ALWAYS …
Have a color-coded or otherwise organized closet.
STAND UP IF YOU ALWAYS …
We all have instinctive ways of behaving.
Even though there are times we laugh at
these behaviors, when used with intention,
they can be a source of great power and
contribution. These are your talents.
Everyone is different and can contribute in
different ways.
Talent
Strength
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Talent(a natural way of
thinking, feeling
or behaving)
Time Investment (time spent developing
your skills and building
your knowledge base)
X
Strength(the ability to consistently
provide near-perfect
performance in your role)=
Copyright © 2012 Gallup, Inc. All rights reserved.
Investing in Talent
We hire clever people, then we show them how
clever we are
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Building Strengths
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A focus on weaknesses prevents failure. A focus on strengths leads to excellence.
WHAT WOULD HAPPEN IF…
0
500
1,000
1,500
2,000
2,500
3,000
First
Time
90
Second
Time
150
First
Time
350
Average reader
Above-average reader
Second
Time
2,900
Copyright © 2012 Gallup, Inc. All rights reserved.
Word
s Per
Min
ute
Learning
Journal
Page 38
“ARE YOU PROMOTING YOUR MOST TALENTED MECHANIC”
ST PETER, GEN. MAXIMUS AND THE
CLEANER
Gen
Maxim
us
St Peter
The
Cleaner
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How engaged are your employees?
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NASA Janitor when asked what he was
doing replied: “I’m helping to put a
man on the moon.” (Legend)
The 10 – 6 – 2 Rule
10 - 6 - 2
• 10% improvement in commitment = 6% increase in effort
• A 6% increase in effort = 2% increase in performance
COST/IMPACT ANALYSIS
Global engagement is stagnating…
…the changing workforce needs to be managed differently
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“Only 3 out of 10 workers
agree their company’s
performance management
system helped improve their
performance”
– Watson Wyatt study cited in SHRM (2004). Performance
Management: A roadmap for developing, implementing,
and evaluating performance management systems.
“90% of HR heads believe
they do not yield accurate
information”
– CEB study cited in Rock, D., Davis, J., & Jones, B. (2014).
Kill your performance ratings. http://www.strategy-
business.com/article/00275?pg=all
“95% of managers are
dissatisfied with their
performance management
system”
Why?
Gallup-Certified Strengths Program:
Provide Strengths Coaching at Workplace
Clifton StrengthsFinder on-line assessment
Inovation indicators
My organization delivers on the commitments itmakes to its employees
My organization provides the support I need todevelop ideas that will help make it more successful
The tools and resources I have allow me to be asproductive as possible
My co-workers work together to achieve ourorganization's goals
15%
11%
11%
19%
32%
34%
45%
44%
26%
32%
23%
23%
11%
9%
9%
4%
11%
6%
9%
6%
6%
9%
4%
4%
Work Outputs
Strongly Agree Agree Slightly Agree
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Inovation indicators
My manager sets clear expectations and goals with…
I understand how my performance goals relate to…
My manager provides appropriate feedback to help…
My manager values my opinion
My manager cares about me
23%
36%
21%
23%
43%
40%
49%
49%
49%
48%
19%
9%
19%
21%
5%
6%
4%
4%
4%
2%
2%
6%
2%
4%
4%
5%
People Philosophy - Manager
Strongly Agree Agree Slightly Agree
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Inovation indicators
My organization offers good careeropportunities to employees who are…
My organization strongly supports thelearning and development of its employees
My Manager encourages my personaldevelopment
I have received sufficient training to performmy role effectively
My organization allows me to regularlyfocus on my talents
13%
22%
10%
9%
13%
30%
28%
80%
46%
41%
24%
33%
20%
17%
15%
9%
5%
11%
13%
7%
4%
7%
11%
9%
5%
11%
9%
Employee Growth
Strongly Agree Agree Slightly Agree
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The critical “DREAM” factors that ensure employee engagement :
• Develop a Charter of Shared Values – align employee’s and
organization’s values.
Respond effectively – Get input and opinions to earn trust and
respect.
Engender a positive working relationship with co-workers –
promote teamwork.
Align recognition and reward systems to performance – recognition
from the manager in addition to rewards for superior performance.
Make ongoing performance feedback part of the DNA – Make
ongoing performance discussions on what the employee is doing
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75 % of the working population will be…
The world in 2025…
and they are driving the change
Millennials don't want bosses ― they want coaches, not old-style command and control.
Millennials care about having managers who can coach them, and value them as both people and employees
Millennials are not pursuing job satisfaction ― they are pursuing development.
Keeping millennials engaged
Millennials don't want annual reviews
- they want ongoing conversations
and communication.
This dramatically affects the workplace -
millennials are accustomed to constant
communication and feedback by texting,
tweeting etc.
Millennials don't just work for a paycheque
― they want purpose and meaning.
Keeping millennials engaged
Millennials
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What Leadership do we need?
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CONVENTIONA
L
LEADERS
INNOVATION CATALYST
5% OF LEADERS
MOBILISE INNOVATIVE BREAKTHROUGHS
CO-CREATOR
4% OF LEADERS
REALISE SHARED PURPOSE
STRATEGIC
GAME-CHANGER
1% OF LEADERS
EVOKE UNEXPECTED POSSIBILITIES
LEADERSHIP IN THE ‘NEW WORLD OF WORK’
DELIVERS UNEXPECTED INNOVATION IMPACT
MORE PURPOSEFUL – MORE VISIONARY IN
THINKING
RESILIENT IN RESPONDING TO CHANGE &
UNCERTAINTY
GREATER CAPACITY TO RESOLVE
DIFFERENCES, MORE SELF AWARE AND
MORE ATTUNED TO THEIR THINK
EXPONENTIAL GROWTH
MORE STRATEGIC, COLLABORATIVE, PRO-
ACTIVE, ACTIVE IN DEVELOPING
SUBORDINATES AND LIKELY TO REDEFINE
CHALLENGES TO CAPITALISE ON THE
CONNECTIONS AND FIND IT EASIER TO
GET DIRECT REPORTS TO PARTICIPATE IN
KEY DECISIONS – THEY MAKE A MASSIVE
IMPACT
Colbrad International (Pty) Ltd© COPYRIGHT
2017
The majority of the workforce will freelance by 2027
Today, more than 57 million US workers (36% of the US workforce) freelance.
By 2027 the majority of the US workforce will freelance. Almost half the
millennials in the USA are freelancing already.
Simultaneously, there will be large-scale adoption of freelance talent by
companies looking to fill talent gaps. Pfizer and Samsung are part of a group of
companies going online to find freelancers.
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Education breaks out of the silo
Our global education system is broken. The way we educate future
generations no longer prepares them adequately for the skills and
jobs of today – let alone tomorrow. Preparing students for tomorrow
requires breaking down silos within education. Two Silicon Valley
Hitech Companies have started their own superior technology
schools.
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Our future ?
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HR STANDARDS
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Critical questions
1. How many of you would like to eat in a restaurant without
standards?
2. Or stay in a hotel without standards?
3. Or send your child to a school without standards?
4. Or have an operation at a hospital without any standards?
5. Or drive a car without standards?
6. Or use an airline without standards?
Then when it comes to HR …
Why do we continue to manage people
and govern the most precious part of
our organisations (i.e. people) without
standards?
Why HR Standards?
We need to improve the quality of HR practice.
HR will not be seen as a true profession without
standards.
Inconsistencies – practices, sites, business units,
companies, industries.
Too many examples of things going wrong
Raising the bar for the HR profession and business
impact.
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT❶Strateg
icHRM
❷ TalentManage
ment
❸ HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹Work-force
planning
❺
Learning
❻Perfor
-manc
e
❼
Reward
❽Well-ness
❾ERM
❿OD
⓫ HR Service Delivery
⓬HR Technology
(HRIS)
Prepar
e
Imple-
ment
Revie
w Improve
⓭ HR MEASUREMENTHR Audit: Standards &
Metrics
H R
C O
M P
E T
E N
C I E
S
© SABPP HRM SYSTEM STANDARDS MODEL
Payroll
STANDARD ELEMENT #1
STRATEGIC HR MANAGEMENT
❶
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategi
c
HRM
Talent
Manage
ment
HR Risk
Manage
ment
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
Work-
force
plannin
g
Learnin
g
Perfor
-
mance
Rewar
d
Well-
nessERM OD
HR Service
Delivery
HR
Technology
(HRIS)
Prepare
Imple-
ment
ReviewImprov
eHR MEASUREMENT
HR Audit: Standards
& Metrics
H R
C O
M P
E T
E N
C I E
SSABPP HRM SYSTEM STANDARDS MODEL
STRATEGIC HR
MANAGEMENT STANDARDDEFINITION
Strategic HR Management is a systematicapproach to developing and implementing long-
term HRM strategies, policies and plans that enable the organisation to achieve its
objectives.
SABPP (2013)
STRATEGIC HR
MANAGEMENT STANDARDOBJECTIVES
1.2.1 To ensure the HR strategy is derived from and aligned to the organisation’s objectives in consultation with key organisational stakeholders.
1.2.2 To analyse the internal and external socio-economic, political and technological environment and provide proactive people-related business solutions.
1.2.3 To provide strategic direction and measurements for strategic innovation and sustainable people practices.
1.2.4 To provide a foundation for the employment value proposition of the organisation.
1.2.5 To establish a framework for the HR element of the organisation’s governance, risk and compliance policies, practices and procedures which balance the needs of all stakeholders.
SABPP (2013)
Conclusion
The Strategic HRM standard element will help
to position the HR function at the strategy level
in organisations with a real, value-adding
contribution.
What 5 initiatives should you
implement today?
Train coaches and implement coaching for managers
Implement HR Standards
Train managers on the “New Management training”
Upskill HR on what is required in 2025
Benchmark pay and EVP
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A leap of faith
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What happens to the dog
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A leap of faith
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