PRECISE. PROVEN. PERFORMANCE.

Managing change

Strategies to Align Goals and Retain

the best Talents within the Company

The main focus of our Agenda: talent

management as a business subject.

2

El foco de nuestra Agenda: la gestión del

talento como un tema de negocios.

2

“ ”“ ”3

4

“ ”

The main focus of our Agenda: talent

management as a business subject.

Because the growing and the continuity of the Firm

depends in great measure on the perfect ‘fit’

between the knowledge, skills and emotions of our people…

… day by day build a working environment where…

the focus is on excellence, where the view is on

Clients, where the impulse is internal and where

the opening is constant…

…and we manifest this in our value proposal, co-

designed with our people to promote the wisdom, the

personal mastery and the autonomy of us all who

build Moore Stephens network.

A new way of THINKING about TALENT:

1 Prejudices

2 Value Proposal

3 Attraction

4 Development

5 Differentiation

‘old’ paradigm ‘new’ paradigm

One All

Benefits Total reward

To Buy Marketing

Training T * Co * Pr

Equals >I = HPce & HIPO

5

Within this context, the challenge depends

on knowing how to impact on „YOU‟

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Please think for 1 minute…

Which predominant FACTOR,

Will you attribute, over others,

to your career success

as a team leader?

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Great People Decisions Claudio Fernández Araoz

Your success depends on decisions you

make as to how influence on „YOU‟

► DEVELOPMENT ► LUCK + ►GENETICS

►(decisions) you have taken with PEOPLE, were the KEY

► Decisions about CAREER

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You make about people

are KEY for your own personal satisfaction and

professional success,

and they can be sistematically analyzed and, largely,

IMPROVED.

Key idea 1:

The decisions

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We should also agree on principles,

axioms and paradigms

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“I decide whether I stay or go”

Let‟s also agree principles, axioms and

paradigms

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Certainty Challenge

Love and connection

Growing

Significance

Contribution

To Learn…

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persue pleasure

avoid pain

Let‟s also agree on principles, axioms y

paradigms

13

First corollary:

is in my NO CONTROL area but still I can choose a

paradigm…

and that DECISION

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We have to resolve a Dilemma to

continue: what do we do?

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persue pleasure

Let‟s also agree on principles, axioms y

paradigms

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Second consequence of the dilemma:

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Engagement goes a step further…

Know how

to do it

(and do it

well!)

Is a ‘talent, a high performer

Motivated People

“has already done the check-out”

“always connected + with everything”

“is on autopilot”

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“(I can”)

(“I act”) (“I want”)

Is always late

Is demotivated

Good intentions, but inefficient

Individual Talent (IT)=

abilities + capabilities + action

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(IT)

Where in the formula, should you observe

the „engagement‟ of the management?

1. In personal demonstration of the determination towards results, but with the right balance between mental, physical and relational dimensions;

2. In your intense desire to know what your people need, through observation, dialogue and enquiry;

3. In behavior and exceptional efforts to apply development strategies that unleash talent.

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Nothing more IMPORTANT.

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Partner / Head / Founder

Director /

Manager

The new Role to manage Talent for the

Company leader and his team:

2. To identify and ‘engage’ those high

performance and potential personnel;

3. To link the growing of the Firm with the

Talent planning;

4. To spend less time on low added-value

activities

1. To make his direct staff responsible

for the results in talent management.

1. Definition of objectives

2. Performance Evaluation

3. Feedback

4. Training

5. Recognition

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of employees „highly engaged‟

expressed they can

trust and count on their colleagues*;

of them

expressed they had a “high

intention of

remain in the company”

Engagement for the 256!

* Accenture Survey - Institute for High Performance > Research Report / June 2011 23

combining practices of

knowledge management with

succession plans

First consequence of the corollary: You

should only retain the…

24

explicit

knowledge

of your

people

3 KEY IDEAS so far :

The decisions you make about people will always be key in your

personal success; ‘WHY’ is the key;

People do not like to be ‘retained’; however, they would respond

better to initiatives which maximise their pride in a way to meet

their objectives;

An employee or a team with engagement decide to unleash

their talent towards the organization’s aims and, by doing so,

they increase their chances to stay in the Company for longer.

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26

“It is incredible to observe how we are,

at the same time, enormously different,

but immensely equals.” Julio Olalla

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Be aware of what your people want and

need

What do you think is the WORST?

Simply NOT KNOWING

what people need or…

…knowing what people want and

simply do NOTHING about it?

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People can be (and usually

are….)

CONFUSE!

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Once more: money, does it buy employee

loyalty?

“The most common tool used by companies to retain their people is through rewards (salary, commissions,

bonuses etc.)

“The factor economic is the number #1 reason why people quit their jobs”

T or F? you can answer in an individual way, if they are - for yourself– T or F the following

statements:

“When people is satisfied with their reward, it is very likely they stay in the company”

“The employee’s intention to remain in a company depends on factors that go far beyond the economic sphere”

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Once more: Does money buy employee‟s

loyalty?

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Be aware of what your people feel about their

managers. Do you remember the now classic Gallup

report…?

People do not leave their companies…

They leave their

BOSSES.

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If we wish to design our Proposal to

engage people most, what should we do?

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They are divided by generation and

gender …

Needs:

Reasons to leave the company:

Incentives and strategies to achieve their engagement: 3

1 a

nd

less

32

-47

48

-65

34

They are divided by generation and

gender …

Needs:

Reasons to leave the company:

Incentives and strategies to achieve their engagement: 3

1 y

men

os

32

-47

48

-65

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Thinking about your people as consumers,

make yourselves these 4 questions:

How

is he?

Age

Generation

Sex

Race

Role

What

does he

want? Expectations

Needs

Ambitions

What does

he do? Habits

Conducts

Who is he?

Values

Leadership

Personality History Skills

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Who are

they?

What

do they

offer? Their value

proposal

Their attractive

How they

communicate?

Messages:

rational and

emotional

Disadvanta

ges? Learning

Access T/D

Responsibility

Pressure

Balance

Other SMEs?

Big4?

Personal projects?

Thinking about your competitors, make

yourselves these 4 questions:

Disadvantage

37

They tell a story. And they talk to “YOU”

in his language

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And that enables them to stay in

Top 10… year after year…

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Using „correct‟ (and „marketing‟)

sentences such as…

“a supportive and

collaborative workplace”

“individuality is

encouraged”

“global opportunities”

“A place where

YOU can make

a difference”.

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But there are 3key factors to maximise,

linked to basic human needs:

> There is nothing that people cannot achieve

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Business outcomes Which translates into a better organizational

performance and a superior return for your

shareholders.

A comprehensive value proposition In order to strengthen the company Brand

(employer branding)

Atmosphere of engagement A highly productive working environment,

Which promotes group competencies.

Clarify

direction

and priorities

Make them

feel valued

Personal

Mastery

Provide them

guidance

and support

Autonomy Purpose

Understanding the formula…

Communicate where you are going, why, and show them the route plan to follow;

It has to do with defining responsibilities, objectives and giving them empowerment.

This involves allowing people to co-create part on that destination;

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Clarify

direction

and priorities

Understanding the formula…

Reward your employees for their performance in different ways and in a competitive manner;

Recognize good work performance which is based on personal engagement, builds pride and reinforces the sense of belonging;

Encourage personal search for the right balance between personal life/work, promoting the search for purpose and the grater use of their personal strengths.

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Make them

feel valued

If he can,WE ALL

can. The balance

is the key

to achieve vitality

and top

performance

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Consider this as something more than a

simple benefit: a „pole of attraction‟

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If you want your people to continue investing their

abilities and talents in your business development,

you must give them time and advice for their

RECOVERY, so that can regain their energy

levels ”

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Understanding the formula…

It is about self-management and managing relationships, in other words, you need to support your Emotional Intelligence (EI);

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Provide them

guidance

and support

From 1 to 100%, In which percentage would they rate your Emotional Intelligence?

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Emotional self-awareness

Self-control

Social conscience (emotional dynamics of others)

Managing relationships (communicate, inspire, resolve conflicts)

Your Emotional Intelligence will always impact on

your effectiveness and on the engagement of the

team

Understanding the formula…

It is about self-management and managing relationships, in other words, you need to support your Emotional Intelligence (EI);

It is about you being able to Influence your team members’ behavior by introducing new powerful beliefs, creating new habits and developing new abilities;

It is about your ability to provide a useful and appropriate Coaching, based on your character and competencies, elements of confidence. 49

Provide them

guidance

and support

Something else: an add value for the

formula:

The ‘Employer Branding’ is thus established by the formula: it relates to what your SME has to offer to its employees. It can be used as a long term strategy in order to support your sense of belonging and to influence your future candidates own perceptions, as well as yours.

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The value-added (or “promise”)

switch becomes an attraction tool for

new talents;

That ‘promise’ communicates values,

which influence perceptions among all

potential candidates;

Which definitively expresses what will be

the individual’s experience, once they

look at the company ‘from inside’.

The VALUE from a Value-added proposition

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Moore Stephens should also start to sell

its Model… 52

Every message must answer YOU

his main 3 questions:

Why should I work here? (gratifying experience?)

1

What do they expect from me?

(promoted actions and expected results?)

3

What can I expect if I achieve the results?

(related benefits?)

2

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Just about to finish…

8 Force Ideas 54

1. Design the new value proposal;

2. Communicate it internally; share it regionally

3. Modify it with the input and the „voice‟ of the people;

4. Implement the model in each country, with adaptations

5. Establish indicators (how many, speed, effectiveness)

6. Start to sell that „promise‟ to the world (web)

7. Identify formally your talents (high performance and/or high potential)

8. Celebrate every goal that strengthens and gives wisdom to the model

8 Force Ideas, strategic imperatives and

next suggested steps

55

Just about to finish…

Thank you very much.

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PRECISE. PROVEN. PERFORMANCE.

CONTACT US:

email: dhrjobs@hotmail.com.ar

email2: liderazgo2020@ezensitive.com

Blog: aledelobelle.wordpress.com

Web site:

Mobile (International): 54911 55953121

Skype: alejandro.gaston.delobelle

Buenos Aires / Argentina * 2011

Modelo de Liderazgo 2020

e-Book #1 http://www.wix.com/dhrjobs/15-ebooks-

alejandro-delobelle

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Call your team, discuss the formula (the 3 key factors to potentiate) and define which will be, in your firm, your:

proposal of value; the core competencies for your leaders and the indicators of engagement to evaluate.

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8 Force Ideas, strategic imperatives and

next suggested steps

In line with your talent management strategy, start with ‘internal customers’. Make conversations with them and find out their answers to the following questions:

I. Do you think you have left your mark during your term In MS (company) (country)?

II. What would you need to start leaving your mark?

III. Do you think there is a culture of trust and respect within this small company, in which you can learn and grow personally and professionally?

IV. Do you feel your moves are supported, do we encourage new risks, do we learn from our past mistakes?

Compare the answers with their current performance: is there any coincidence between results and answers?

Please look again: analyze each individual’s personal profile, ‘who is who’ using valid psychometrics tools.

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8 Force Ideas, strategic imperatives and

next suggested steps

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Q?

S?

E?

8 Force Ideas, strategic imperatives and

next suggested steps

How many firms in the Region decided

to implement the new proposal of

value? (quantity)

How fast have they decided

to do it? (speed)

How successful were they?

(effectiveness)

Transmit this proposal of value, sell it and validate it, as follows:

By making it a good basis for development of competences, reflected on individual and annual training and development plans;

As point of reference at the time of entrance interviews, in order to substantiate ‘fit’ between the candidate’s profile and the corporate culture .

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8 Force Ideas, strategic imperatives and

next suggested steps

Reviewing the local website to increase the dialogue with ‘YOU’,

with testimonies, photos, videos and all the pride and learning that

implies working in a professional services PME;

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8 Ideas fuerza, imperativos estratégicos y

próximos pasos sugeridos

Who are they?

How was their performance in the

past?

Which clients to they attend and which

projects will we give them now? Why

will we do it?

Whom could they replace tomorrow?

Breathe engagement, talk about it. Turn it into a new mindset. Make of it a business priority, as are the results or the budget. You can do it as follows:

Celebrate ‘small and great’ success, as well as any other event where any selected core competencies were express; Think like someone in Marketing: everyday is full of Moments of Truth, that add or subtract ‘points’ to the strategy of engagement. Add points one at the time, one person at the time, one process at the time. But all firms at the same time.

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8 Force Ideas, strategic imperatives and

next suggested steps

6 Key ideas more:

You must articulate your engagement strategy according to the

different segments you intend to target, as a marketer would do

with his Customers;

Clarify and ‘sell’ the Mission and the strategic plan to your team,

while you encourage them to make their voices heard by others;

Use all the tools you have available to value your people’s work

and to renew their energy; money is just a hygienic necessity;

give time and support balance and personal interests, the plus;

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6 Key ideas so far (cont):

Work on your own emotional intelligence, in a way to increase

the organizational emotional intelligence (EI); and so the results

Your role as a leader is to inspire, encourage and challenge

your ZONE OF TALENT, in order to develop through example, more

leaders, so maximize Coaching and any available leadership

training opportunities;

The objectives of all your leaders at M&S must include indicators

related to talent development, as those of profitability or

growth are set out. 65