Talent Management Strategies in the GCC

Lesley Harvey

The Human Edge

Agenda

• Welcome

• Housekeeping notes

• Session starts

• Q&A

• End of webinar

Housekeeping

• Slides will be available on our SlideShare page, link will be emailed to you

• Recording of the webinar will be available to download, link will be emailed

• Take the time to complete post-webinar survey that will pop up at the end

• You can type your questions throughout the session

• Time will be allocated in the end for the speaker to address your questions

Today’s Presenter

Lesley Harvey, Director – The Human Edge, is an accomplished management consultant specialising in Human Resources, an author, speaker and facilitator. She started her career in sales and marketing, followed by marketing management, and then Human Resources, where she used her marketing skills to good effect when managing employment branding, internal communications and building employee engagement within organisations. With over 18 years’ experience in HR, Lesley has extensive hands-on expertise in large multinational organisations based in the UK and internationally.

Definition

Talent consists of those individuals who can make adifference to organisational performance, either throughtheir immediate contribution or in the longer-term bydemonstrating the highest levels of potential.

Talent management is the systematic attraction,identification, development, engagement, evaluation,retention and deployment of those individuals who are ofparticular value to an organisation, either in view of their‘high potential’ for the future or because they are fulfillingbusiness/operation-critical roles. *source - CIPD

5

Being clear on the kinds of

people and capability that

will create value for your

organisation now and into the

future

Building the skills and

capabilities of your people

to meet current and future

demands

Placing the right people in

the right jobs at the right

time – to meet

organisation’s needs and

support career growth

Ensuring the right

environment for

identified talent to

deliver their best and

reach their potential

What is Talent Management?

What tells us we need Talent Management?

• Key roles unfilled for long periods

• Emergency outside hires

• Key roles filled mostly from outside

• Replacements unsuccessful

• Complaints about promotion decision fairness

• Loss of customer confidence

7

Directors/Leaders

Heads and Senior Managers

Functional Leaders

Transformation Change Leaders

Top talent identified

Next step is to embed talent management

further

• All other bands

Outcomes for Organisations

Talent Strategy

• What it is and what it isn’t

‘A plan to meet the strategic talent needs of the business and create competitive advantage through differentiating capabilities’ (centre for applied

HR research)

•NOT simply how HR will deliver various services

•NOT how HR will introduce the latest HR thinking

•NOT the plan for hr developments in recruitment, training, employee relations etc.

•NOT a plan for hr internal activities.

Understanding the Business -• As HR practitioners we often don’t

have the time or opportunity to really get down into the business detail.

• For Talent Management to work –we need to dig deep and find out what’s happening inside as well as outside

• Only then will you be able to write a Talent Management strategy .

Two Types of Talen Mgt Strategy

No clear strategy → Clear defined strategy

Casual/Informal processes → Formal processes

Limited to certain

individuals→ Open to all employees

No specific talent areas → A number of specific areas

(pools)

Closed/ Development for

the chosen few→ Open/ Clear

Exclusive Inclusive

11

Talent Strategy Framework Business Outcomes

business-specific imperatives/objectives linked to business success

Programs and ToolsHR programs, practices, and tools that will help to drive

needed behaviors

Talent OutcomesBroad set of people-related needs/outcomes aligned with business

objectives

MetricsQualitative and quantitative data that measures current

performance against outcomes

BehaviorsKey leader/manager behaviors and management practices

that will lead to talent outcomes

Talent Management process

Identify Strategic

Intent

Identify key people capability

requirements

Identify Talent

Talent Pools

Develop * Deploy Talent

Motivate & Retain Talent

Evaluate and Review

A. BEHAVIOURB. TRACKRECORD

C. AMBITION D. STRETCH

Is their behaviour consistent with the values/standards of

your organisation?

Do they have a record of delivering results (both within an outside your

organisation?

Do they personally aspire to more senior roles?

Have they got what it takes to stretch to bigger, more

complex senior roles in the organisation?

If so, how far can they go?

Performance management process Talent management process

PERFORMANCE POTENTIAL

The Talent Selection Model:

Performance and Potential

Performance and Potential (P&P)• Structured questionnaire

• Line manager and staff member

• Start at Chief Exec and work down

• Links performance through ‘what’ you delivered as a track record and ‘how’ it was delivered by referencing the Competency Framework behaviours

• Ratings based on frequency of activity/behaviour

• Considers stretch and personal ambition

• Although supported by a paper-based form, the results can be

input to a database

9 Box Grid Valued Specialist Exceeds or Far Exceeds Performance Expectations Capable of assuming a new role at the

same level of complexity Highly competent in current role

Role model in their current function

4

Emerging Potential Exceeds or Far Exceeds Performance Expectations Capable of growing into a more complex

role within the same level

This person could advance to the next

layer

Highly competent in current role Role model in their current position

7

Top Talent Exceeds or Far Exceeds Performance Potential to grow into a role with much broader responsibility and complexity.

This person could advance into a role

one layer above their current position within a 0-2 year time frame and

possibly a second move within a 3-5 year time frame. Highly competent in current role

Role model in their current position 9

Emerging Specialist Meets Performance Expectations Capable of assuming positions at the same level of complexity

Competent in current role Steady performer within functional area or current level of responsibility

2

Solid Contributor Meets Performance Expectations Capable of growing into a more complex role within the same level

This person could advance to the next

layer Competent in current role Core of the business, consistent

performance results

5

Rising Star Meets Performance Expectations Potential to grow into a role with much broader responsibilities

This person could advance into a role at

least one layer above their current position Competent in current role

Core of the business, consistent

performance results 8

Underperformer Below Performance Expectations Lacks competence in current role

If no improvement displayed after development, exiting the organization may be appropriate

1

Inconsistent Performance Below Performance Expectations Inconsistent or disappointing performance in relation to potential exhibited

Lacks competence in current role May still be new to position but doesn’t seem to be adapting as well as

anticipated Improved performance is necessary

before advancement expected 3

New to Role Too early to assess performance and/or competence

Likely an individual who is adapting to a new role (not just new to company) Perceived to be able to take on greater

responsibilities/roles once performance is demonstrated Anticipate successful results once this person matures in their new role

6

Potential

Performance

16

Success for Talent Management depends on…

• For every role and or destination:• – The competencies and skills required to do that role re identified • – The experience necessary to be considered for such a role is determined • – The kinds of jobs and roles necessary to gain the necessary experience are highlighted • For every person • – Be listed on the Talent Identification Plan & Talent Reviews conducted on• a quarterly basis to identify development needs • – Have an updated internal CV with Jobs done and experiences gained• – Have recent Performance Appraisal with Competencies and skills achieved• – Have recent psychometrics and assessment data on record • Have a personal development plan in place • For Internal talent market• – All vacant or future roles accessible by everyone and advertised internally first• – Matching criteria from the “Internal Talent Pool”• Individual responsibility• – Up to the individual to make sure they move into jobs to gain the necessary experiences and

competencies• – Attend the necessary training & development programs

One size does not fit all!

• Talent Management Strategy needs to be company specific

• Talent Identification requires careful planning and a mature workforce

• Development interventions need to be tailored to individual needs.

• Successful programmes ensure that each individual has a personalised plan

• Succession Planning – Career Development and talent Management are aligned

What do we mean by Succession Planning?

The systematic approach to:

• Building a leadership pipeline / talent pool alignedto business strategy

• Developing potential successors in ways that bestfit their strengths

• Identifying the best candidates for all categories ofpositions

• Concentrating resources on the talent developmentprocess

Purpose of Succession Planning

• Ensures the organisation has sufficient talent(successors) coming through the talent pipe

• Reduces the risk of having key positions vacant –leading to loss of revenue

• Ensures there is a leadership criteria and practice inplace to identify and develop potential successors tomeet the business requirements

• Develops new leaders

• Forms part of the overall Attraction & Retentionstrategy

Integrating Talent Management & Succession Plans

Identify Positions

Use competency framework to determine

success criteria

Develop links from talent pools to position

Talent Retention

• Loss of Knowledge

• Cost of Re-hiring and Inducting

• Slowed Growth & Development

• Loss of Production

Retention matters!

Factors affecting Retention

Engagement

Induction & Orientation

HR Policies

Corporate Values

Reward & Recognition

Management

It’s a fact that……

• Happy Hens Lay more Eggs

• Contented Cows Give Better Milk

• Well Fed Soil Yield Bigger Vegetables

• Valued Workers Deliver Better Returns

Questions ?

• Thank you all for your time to-day

• Do you have any questions for me?

• Contact: lesleyeharvey@yahoo.co.uk