#TFT12 Breed Lewis

Planting the seeds Overcoming talent shortage today

and tomorrow

Breed lewis

Planting the seeds

Overcoming talent shortage today and tomorrow

Topics

1. Workforce across the generations

2. Employee Engagement

3. Talent Management

4. Retention Myths

5. Capabilities

6. High Potentials

7. Career Paths

Macanta Consulting 2012

“Take our 20 best people and

virtually overnight, Microsoft

becomes a mediocre company” Bill Gates


Talking ‘bout Generations Who they are

Silent Gen

1925 – 1945

Baby Boomers

1945 - 1964

Gen X

1965 - 1977

Gen Y

1978 - 1995

Motto

When in

command, take

charge

Live to work

Work to live

Like Xers on steroids

Values Work itself, and

colleagues

Respect,

empowerment,

challenge & growth

Work/life balance,

individualism,

entrepreneurial

Technology

Immediate feedback &

payoff

Hard work pays off

Technology

Preferences Work with strong

leaders

Results oriented work

environment,

stability

Harmonious work

environment. flexibility

Challenging meaningful

work, high expectations

of success

Relationship to

employer

Willing to learn

new skills

Be included in

decision making

Not intimidated by

authority

Little loyalty to employer

Ramon Costa, Business Productivity Advisor at Microsoft Innovation Center


© Macanta Consulting 2011

Generation Y?

“The problem with today’s youth is that they think they know everything, they are impatient to make their mark and change the world and just want the older generation to step aside and let them take over before they have even learned what needs changing”

Anonymous

Introducing the “C” Generation

• Connected

• Communicating

• Content-centric

• Computerised

• Community-oriented

• Always Clicking!


What are they looking for?

• Workplace flexibility

• To be technology enabled

• Relationship based interactions


Employee Engagement

• Buy-in, support.

• Employees have a real voice, not a token

voice.

• Ideas from many sources, action from

many sources

• Values are embodied throughout the

organization.

• Is not about programs, perks, or pay.


A Model for Employee Engagement

Engaged Workforce

Supportive Co-workers

Job & Career Satisfaction

High Performing

Organization

Satisfied & Loyal

Customers

Productive & Profitable

Organisation

High Performing Workforce

Committed Employees

Credible Leadership


The Challenge

“A relatively small group of people at the top can hold the

organization’s capacity to change hostage …….to their own

personal willingness to adapt and to change”

Gary Hamel, world leading expert on business strategy.


Talent Management: What is it?

• Alignment of employees with business priorities to deliver greater performance and results

• Keeping “the end in mind”: performance management, competency, leadership development, and succession planning

• As organisations strive to meet strategic goals, they must ensure that they have a continuous process for recruiting, training, managing, supporting, and compensating their employees


Why Talent Management?

• The context in which we do business is more

complex and more competitive

• Employee expectations are changing with a

desire for work-life balance and meaningful jobs

• “The War on Talent”: workforce demographics

are evolving as large numbers retirees leave

• Emerging technologies are changing the

employee competencies needed in

organizations


Evolution of Talent Management

• Personnel Department

• Strategic HR

• Talent Management


Old Mindset about

Employees

New Talent Mindset

A vague notion that “people are our

most important asset”

A deep conviction that better talent

leads to better corporate performance

HR is responsible for people

management

All managers are accountable for

strengthening their talent pool

We have a two-day succession

planning exercise once a year

Talent management is a central part of

how we run the company

I work with the people I inherit I take bold actions to build the talent

pool I need

Ed Michaels, Helen Handfield – Jones, Beth Axelrod, The War for Talent, 2001.


What are you looking for?

A service culture?

• Customer first – internally & externally

• Collaboration & teamwork

• Proactive – not reactive

• Learning organization

• Creativity & empowerment

“Culture is one of the softer elements of an organization’s identity but it’s extremely important when you want your organization to improve its service delivery system.”

Glenn Remoreras


Obstacles to good Talent Management\

1. Senior managers don’t spend enough quality time on talent

management;

2. Organisation is ‘siloed’ and does not encourage constructive

collaboration, sharing of resources;

3. Senior leaders are not sufficiently involved in shaping talent

management strategy;

4. Senior leaders do not align talent management strategy with

business strategy;

5. Line managers do not address underperformance effectively,

even when chronic.


5 Retention Myths

1. HR should have fixed it!

2. She left for more money

3. We can fix it by packaging salaries effectively

4. We got it wrong at recruitment stage

5. We can fix all of the turnover issues


Passion & zeal

Creativity

Initiative

Intellect

Diligence

Obedience

Value and engagement

Commodities


"The important thing is to be able at any moment

to sacrifice what we are for what we could

become.“

Charles du Bos


Managers and Leaders

• Define the culture of your workplace.

• Seek advice from on-the-ground leaders.

• Test your assumptions and messaging with

these leaders before taking anything

company-wide.

• If you are restructuring say why.

• Describe everything ‘workplace’ in terms

that relate to employees..


Recognition & Empowerment

• Provide employees with the tools, resources, training, and

information they need to be successful.

• Give ongoing performance feedback — both positive and

corrective.

• Foster a collaborative working environment.

• Demonstrate faith and belief in your employees’ skills,

abilities, and decisions.

• Thank employees and acknowledge their contributions on a

regular basis.


Work-life Balance


Build an Atmosphere of Trust

• Behavior of leader/manager speaks

louder than words

• Communicate constantly with

employees

• Encourage people to express their

ideas and opinions

• Hold people accountable for adhering

to the organizational values

“The art of communication is the language of leadership” James Humes


What Drives High Potentials?

• Challenges

• Problem solving

• Creativity

• Curiosity

• Seeing results of efforts

• Making things happen

• Opportunity to make a difference

• Influence


Investment in High Potentials

• Education (10% of development)

– Workshops/Courses

– Recommended reading

– In house training

• Exposure (20% of development)

– Networking events

– Forums

– Mentoring/Coaching

– Feedback from Management

• Experience (70% of development)

– Rotation

– Role shadowing

– “Breakthrough” goals

– On the job experiences (structured for

development)

– Initiatives


The Process

• Identify high potential candidates

• Nominate them

• Participate in round table discussion

• The number will be based on the succession

plan for key staff members

• Engage with HR to devise a talent

development plan

• Ensure that you have mentors for high

potential candidates


Discuss Career Path

Technical

Architect

Programmer

Incident Analyst

DBA

Analyst

Operator

Business Support

Service Desk

Administrator

Personal Assistant

Business Relationship Manager

Service Owner

Super User

Management Operations Manager

Facilities Manager

Continuity Manager

IT Director

Chief Information Officer


Pathways

Professional Consultant

Technical Expert

Manager Specialist


Expected Outcomes for Organisation

• Early identification of ‘talent pool”

potential;

• Recognition in the industry for

developing talent;

• Improved attraction and retention.


In a downturn, Talent is all you have!

• Continue to maintain and invest in your talent programs

• Do not sacrifice your values, principles, or people

• “Only when the tide goes out do you know who has been swimming without a bathing suit.” (Warren Buffet.)

• Your loyal people are, in effect, your bathing suit!

• Many great people are on the market. Use it as an opportunity to build your talent.


5 Affordable Ways to Retain Talent

• Offer professional development

• Provide work-life balance

• Leave without pay for travel

• Variety of projects

• Tuition reimbursement

• Quality and timely feedback


Integration of Programs

Knowledge Management


Best Practice Talent Management

Business Priorities

Talent Management

Attract, develop and retain

Organizational Capability

Ensure maximum ROI from Talent


Thank you.

[email protected]


WITH THANKS TO OUR SPONSOR

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#TFT returns may 2013

#TFT12 Breed Lewis

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