Linda Clark-Santos, Ph.D. Boise State University EMBA 6 February 2013.

DEVELOPING and ENGAGING TALENTHow to Build a Competitive Advantage in the New Economy

Linda Clark-Santos, Ph.D.

Boise State University

EMBA 6 February 2013

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A business imperative--as critical as financial strategy◦ Talent is an asset to be thoughtfully managed◦ Growth and sustainability will be impaired if the right talent is not

available in sufficient quantities◦ Supports—even drives--strategy

Recruitment is not just filling positions--it is acquisition of talent

Development is not just training—but full engagement

Retention is not just reducing turnover—it is building for the future

Talent Strategy: Managing Human Capital

Developed by Linda Clark-Santos ALL RIGHTS RESERVED

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Sales → Marketing

Accounting → Finance

Information Science → Technology

Personnel → Human Resources

Maturation support functions into strategic partners



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Defense Employee advocate Compliance “Hire, fire, and keep us out of court!”

Former Personnel Function

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Forward looking Offense Building organizational capability

Strategic Human Resources


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Opportunity Meets Capability

Marketplace Opportunity

Organizational Capability

Organizational agility


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Talent management: Full suite of activities to

attract, develop, engage and retain human

capital that is critical to the organization’s

success

Working Definition


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The Talent Management Equation

Develop & Engage Talent

Retain Talent & Build for the Future

Attract & Hire Talent

Sustainable & HealthyOrganization

x

=

x


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Attract & hire

Develop & engage

Retain & build for the

future

The Talent Management Cycle


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Employer Brand

Compelling mission

Reputation of leadership

Reputation as employer

Corporate responsibility

Corporate citizenship

Community involvement

Quality of products & services

Lifestyle & location

Job design

Competency model for target position

Sourcing & screening

Active

Passive

Personal

Technological

Competitive benchmarking

Comprehensive interview loop

Career Value Proposition =

Compensation + Career growth



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Development: Learning opportunities that develop competencies needed

by the organization; provided to ensure the near-term and long-term success

of employees—including preparing for career advancement

Onboarding: Efforts by the organization to orient and assimilate new hires

successfully into the culture and ensure their full engagement and success

early on

Employee engagement: Strength of positive connection employees feel to

their organization—demonstrated by continuing discretionary effort and

characterized by employees feeling valued and involved

Discretionary effort: Willingly and regularly going beyond the minimum

requirements of the job

Working definitions


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Orientation

Company – including job link to

organization’s success

Department

Workstation

First 30-100 days onboarding

New Leader Assimilation

Performance reviews

Individual development plans

Informal opportunities to learn from and

connect with other employees

Formal development programs

Training

Coaching & mentoring

Job rotations & stretch assignments

Compensation reviews

360-degree feedback

Voice of the customer feedback

Connect to the business!



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Connect to the business....

http://www.youtube.com/watch?v=8NPzLBSBzPI

http://www.youtube.com/watch?v=8NPzLBSBzPI

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The Experience Continuum

The Brand The Culture

The Candidate Experience

The Employee Experience

Day O

ne

Onboarding period:

First day of employment & the following 30-100 days


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Engagement DriversSource: Kenexa WorkTrends Report, 2010

Confidence in future of

organization

Promising future for self

Work-life balance

Contribution valued

Excitement about work

Growth opportunity

Safety

Motivating vision


Quality & improvement

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Career growth

Great managers

Leadership with strong vision & strategy

Individual and team goal setting

Goals alignment

Crisp execution


Brand & culture alignment with mission

Rewards & recognition programs

Long-term financial incentives

Relevant and timely communication

Personal

Technological

Two-way

Annual talent review

Organizational design review

Succession plan for key positions

Profiles of key talent – including flight risk

Bench strength

Analysis and roll-up report

Calibration sessions

Forecast of talent needs for the coming year



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Talent Scorecard How well is your organization managing its talent portfolio?

What is your employer brand to attract talent?

What do you do to develop talent?

What do you do to engage talent?

What do you do to retain talent and build for the future?

What should YOU do to make your organization more competitive in the talent space?

Attract & hire

Develop &

engage

Retain & build


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What about “”top talent”?

How important are “A” players? How important is potential? Are high performers and high potentials

the same thing?

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High performers: Employees who excel in their current positions—A players

High potentials: Employees who have the capability to advance beyond their current roles

Top talent: Those who are A players in their current roles with high potential to advance to greater responsibility—either in technical or leadership roles

Working definitions


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High performers in current roles

High potentials who can do more either in

leadership or technical roles

High performers + High potentials = Top talent

TOP TALENT


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Clearly articulate compelling vision and values to inspire and connect top

performers to common purpose

Ensure that senior leaders model the vision & values in their words and

actions

Seek opinions of top performers on how to improve company

competitiveness and ensure future success

Provide resources to enable top performers to do their jobs

Train managers to cultivate top performers

Provide challenge, career progression, growth

Engaging & retainingtop performersSource: “Engaging and Retaining Top Performers,” Towers Watson, December 2009

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Top performers are...◦ are most engaged when they can embrace and be guided

by an organization’s vision, values, and strategy.◦ are less likely than other employees to believe their

company is innovative...

Top performers are critical of their organizations if they lack career development opportunities and experience weak leadership—the same two areas that are drivers of engagement for all employees.

Engaging and Retaining Top PerformersSource: “Engaging and Retaining Top Performers,” Towers Watson, December 2009

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The Talent Equation: Does “top talent” matter?

Develop & engage poor performers

Retain mediocre talent & poor performers

Attract & hire mediocre talent

??x x =

Questions: • What happens when talent is mediocre?• Does all talent have to be “top” talent?• In what roles do you need A players? • How do you develop your high potentials?• What happens when a top talent reports to a mediocre manager?


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The Talent Management Equation




Sustainable & HealthyOrganization

x

=

x


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DeLong, T. J. & Vijayarahavan. V. “Let’s Hear It for B Players.” Harvard Business Review. June 2003.

Herman, Anne E. Onboarding New Employees: An Opportunity to Build Long-

Term Productivity and Retention. Kenexa Research Institute. 2009.

Kowske, Brenda J., Herman, Anne E. & Wiley, Jack W. Exploring Leadership and

Managerial Effectiveness. Kenexa Research Institute WorkTrends Report. 2010.

Schumann, Mark, & Sartain, Libby. Brand from the Inside: Eight Essentials to Emotionally Connect Your Employees to Your Business. Jossey Bass. 2006.

Towers Watson. “Engaging and Retaining Top Performers.” (www.towerswatson.com) 2009.

For more information...

http://www.towerswatson.com/

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Linda Clark-Santos is a consultant with multi-faceted work experience in both the public and private sectors. Throughout her

career, she held progressively expanding leadership roles both in business and in higher education. Her work experience

includes both start-up and turnaround assignments with special expertise in leadership development, organizational design,

talent recruitment and management, learning, communications, and human resources strategy. She was a General

Manager at Ore-Ida Foods in Boise; a Director at H-E-B Grocery Company in San Antonio; a Vice-President at Starbucks

and a Senior Vice-President at Washington Mutual in Seattle. She also served on the faculty of Boise State University and

as the Dean of Continuing Education at Central Washington University.

In 2006, Linda started her own consulting practice to serve leading edge organizations in their efforts to improve business

results. She is a seasoned coach and facilitator who works with executives and their teams to boost employee engagement,

improve performance and foster innovation. In addition, she has a special understanding of the powerful role of culture,

values, and brand in executing business strategy. Her work, “Of Dragons, Caves, and Rock Stars: The New Reality of

Leadership Development” is the lead chapter in the 2010 Pfeiffer Leadership Development Annual.

Linda earned an undergraduate degree from Oregon State University, a Master's degree from Boise State University, and Ph.D.

from the University of Idaho. She is affiliated with the Centre for Creativity & Innovation and the Executive MBA Program at

Boise State University.

Contact information:

Email: [email protected] Office phone: 208-367-1700 Website: www.lindaclarksantos.com

Thanks for the opportunity to be with you!

Your facilitator: Linda Clark-Santos, Ph.D.

http://www.lindaclarksantos.com/

Linda Clark-Santos, Ph.D. Boise State University EMBA 6 February 2013.

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