Winning The Talent War“Acquiring, developing and deploying the right talent”

Karen Storey

XLogic FZ LLC XLogic FZ LLC

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Today’s Session

• Part 1: How to ensure your talent strategy is integral to your

business strategy

• Part 2: How to engage all stakeholders in the design and

ongoing deployment of your talent programme

• Part 3: How to keep your talent pipeline on-track during

challenging times

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What is talent management?

• The system in which people are recruited, developed,

promoted and retained to optimise the organisations ability

to realise positive business outcomes in the face of shifting

competitive landscapes.

• A business process that systematically closes the gap between

the talent an organisation has, and the talent it needs, to fully

respond to emerging business challenges.

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In it’s most basic form, it should tell you?

• What kind of talent you need to win

• In which positions

• How much of it you need • How much of it you need

• Where to find it

• How best to develop it and how to keep it

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Traditional Talent Management Process

acquire deploy develop retainacquire deploy develop retain

Focus Focus

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Why you should think about talent more seriously?

• There is a demonstrated link between better talent and

better bottom line performance

• Talent creates financial value – the human capital impact

• Business is getting more complex and with that, competitive

advantage becomes harder to establish

• Boards and shareholders are becoming more demanding

• Employee expectations are also changing

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Part 1: Aligning Your Business Strategy and

Talent StrategyTalent Strategy

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Saying you have talent doesn’t make is so...

• WORKFORCE PLANNING AND TALENT MANAGEMENT MUST

BE AT THE HEART OF BUSINESS STRATEGY!

• ITS NOT SUFFICIENT TO SIMPLY SAY ‘WE NEED MORE TALENT’

– YOU NEED TO BE SAYING ‘WE NEED THE RIGHT KIND OF

TALENT FOR THE CHALLENGES WE FACE RIGHT NOW!’

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The people that matter need to see the link....

Vision

Strategic

Priorities

Cultural

PrioritiesLeadership Imperatives

Strategic

Priorities

Capacity

BUSINESS

LANDSCAPE

TALENT NEEDED

Capacity

Needs

GAME PLAN

MEASUREMENT

Identify Potential

Assess Readiness Accelerate

Development Focus/Performance

Select/Deploy Talent

Communication Accountability Skill Alignment Measurement

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Make the link obvious

• If business leaders and managers cannot see the direct link

between talent management practices and business

outcomes – the TM strategy will NEVER receive the attention

and support it requires to succeed

• Begin with the end in mind – relentless focus on delivering • Begin with the end in mind – relentless focus on delivering

the longer term strategy

• If the TM strategy is surrounded by business silos, is

fragmented and stands apart from the fundamentals of the

business – it will fail!

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Question Time - The chicken or the egg.....

• Can an organisation with a poor culture be good at talent

management?

• Can talent management create a better culture?

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Poor Leadership WILL Break It! You need...

• A leadership team with a deep commitment that people

matter

• Leaders that an ability to nurture and manage performance

• HR leadership that are good at translating business needs into

talent strategies

• Leaders and managers that ‘Walk the talk’ – your value

proposition needs to be tangible not just a poster on the wall

or something you say to ‘hook’ a good candidate

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Ownership is key....

• Involve your senior leadership team in the early stages of the

talent strategy development

• Hold them accountable for delivering the programme content

• Make talent management a strategic priority and show the

team how it can support the overall business strategy

• Communicate the why, the how, and the what continuously

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The reality......

• Most talent programmes are simply not delivering the right

results

• Many companies simply can get the programme to stick

• Those that do attempt it report less than average results for

their talent $’s

• International companies and expatriate managers still

struggle to develop local talent

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Let’s discuss some of the barriers

• What are some of the barriers that you think contribute to

this apparent failure by both large and small companies?

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Barriers are mostly human barriers!

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Have you got the right reputation?

• Highly satisfied and engaged employees are as rare as they

are valuable

• Neither employee satisfaction or engagement alone can

deliver the result – a manager cant build a high performance

workforce by solely focusing in engaging employees –

because dissatisfied high performers wont stay longbecause dissatisfied high performers wont stay long

• Nor can a leader focus exclusively on making employees

satisfied because although they will happily stay forever they

may lack the motivation to innovate and perform

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Do you have the pull factor?

• Let me ask you all a very direct question...

• “Why would a talented person want to work • “Why would a talented person want to work

at your company?”

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Part 2: How to engage all stakeholders in the

design and ongoing deployment of the talent design and ongoing deployment of the talent

programme

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Engaging key stakeholders

Lets discuss....

1) Who are the key stakeholders?

2) What do they give/deliver2) What do they give/deliver

3) What do they get?

4) How can we keep them engaged in the process?

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What motivates talent?

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Lets brainstorm each of these components...

• Great Company

• Great Jobs

• Compensation and Lifestyle

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What does the research say......

Great Company Great Jobs Compensation &

Lifestyle

Values and culture

Well managed

Company has exciting

challenges

Strong performance

Industry leader

58

50

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Freedom and

autonomy

Job has exciting

challenges

Career advancement

and growth

56

51

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Differentiated

compensation

High total

compensation

Geographic location

Respect for lifestyle

56

51

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Industry leader

Many talented people

Good at development

Inspiring mission

Fun with colleagues

Job Security

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20

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16

11

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and growth

Fit with boss/admire 29

Respect for lifestyle

Acceptable pace and

stress

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The results speak for themselves....

• The top performing companies in terms of shareholder value

outperform mid level companies in 13 our of 19 employee

value propositions dimensions and perform about the same in

the remaining six

• This equates to 88% of the top performing companies very • This equates to 88% of the top performing companies very

rarely being faced with their job offers being turned down

and seldom do they lose their top performers to other

companies.

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Where do most companies focus their effort?

Where does your organisation focus it’s talent efforts?

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Don’t just focus on the top tier

Top Management

Middle Management

The Vital Many

Traditional Focus

of TM resources

The Vital Many

Employees

Indirect WorkforceHigh

potential

Specialist

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Linking Talent To Reward & Recognition

Goal Setting

Communication

Trust

Accountability

Alignment – does it reinforce

Desired culture

Company Values

THE BIG 4!

IMPACT!Company Values

Business Objectives

Manager Relevance

Employee Engagement

Business Results

IMPACT!

RESULTS

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Making The Model Work

• Measure employee engagement and satisfaction

• Assess current recognition efforts to determine what is

working and what can be improved

• Design structured, integrated, practical recognition solutions

• Train managers to use the tools that will embed recognition

into your culture

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Why one size does not fit all!.......

Recognition Practice % Who WANT to be

recognised in this manner

% who ARE recognised

in this manner

Cash Bonus 82% 25%

Verbal Praise 49% 70%

Recognised for individual

achievements

46% 53%

Written Praise 45% 29%

Non-cash incentives 44% 17%Non-cash incentives 44% 17%

Recognised for both individual and

group achievements

39% 25%

Recognised for team/group

achievements

38% 43%

Formal praise in front of others 38% 32%

Recognition event 23% 14%

Symbolic award 17% 13%

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Generational Talent Management

• Lets take Generation Y......

• The GEN-Yers (born 1982-1993) balance idealism with

pragmatism, demand flexibility, balance, respect and

accessibility.

• Want long-term career development, a variety of experiences

and sense of purpose and meaningand sense of purpose and meaning

• They want open social networks and work life balance.....

• And if your a baby boomer non of these matter and you

are trying to manage this new workforce dynamic....

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Developing Talent

It’s not all about sending your good and great off to do an MBA!

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Talent Management approaches

• Long term career development opportunities – multiple

delivery channels

• Sense of purpose and belonging

• Access to mentors and coaches

• Work-life balance and flexibility • Work-life balance and flexibility

• Honest open communication

• Respect

• Two way feedback

• Collaborate design and development options

• Generational branding and delivery mechanism

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Part 3: How to keep your talent pipeline on-

track through challenging times track through challenging times

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Retrenching

• Use cost cutting measures as an opportunity to redesign jobs

so that they are more engaging

• Look at ways of changing responsibility, accountability, span

of control

• Headcount reductions can encourage more collaboration

where silos exist currentlywhere silos exist currently

• Get teams involved in cross functional alignment sessions –

give your talent cost reduction exercises and reward them on

achievement

• Engage talent at the outset of your downsizing efforts

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Should we cut our development budget?

• These should be protected wherever possible not least

because:

• Maintain workforce morale

• Increase long-term productivity

• Can train employees for redesigned jobs• Can train employees for redesigned jobs

• Ensure your team are ahead when the market recovers

• Think more innovatively – use internal senior team to deliver

instead of external trainers

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Linking This All Together..

• Have clear business strategy and objectives

• Link and set your talent priorities around your business

strategy

• Create integrated, energising talent solutions

• Ensure your processes and technology helps you deliver on • Ensure your processes and technology helps you deliver on

your promise

• Track your talent indicators and be flexible and adaptable

until you get it right

• Track engagement and satisfaction and act on the data

• Develop strong talent leadership

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Q&A

Are there any questions or talent issues that you or your

company are facing, that we can discuss as a group –

collectively we may be able to give you some fresh ideas to

tackle the problem! tackle the problem!

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Thank you for your time and input today.

We wish you every success on your talent

journey!