1. Talent
Management 4.0:
An Innovative
Approach to a
Changing
Workforce
Presented by
Lome Koekemoer &
Debbie Craig

2. About us….

3. 80% of CEO’s globally believe the biggest
challenge their organization faces in meeting their
strategic objectives is having a sufficiently agile
workforce.

4. Top Human Capital risks
Source: Mercer Global Talent Trends 2019
Excessive time
to fill positions
Low or
declining
employee
engagement
Inadequate
diversity
Thin leadership
pipeline
Ineffective
hiring decisions
Slow
decision-
making
Lagging
productivity

5. EVOLUTION FROM TALENT 3.0 – 4.0

6. Talent 3.0 Framework
Identify
Retain
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology
• Disruptors
• Shifts required
to move to 4.0

7. PLAN
DISRUPTOR:
BIG DATA
1

8. THE BIG DATA REVOLUTION –
CHANGING EXPECTATION FOR HR LEADERS
• HR professionals spend 11 hours a week creating reports.
• Competitive advantage for any HR team: the art to mine data,
identifying relationships, patterns, hypothesis and testing them
• HR needs to be agile in harnessing big data for business
performance and results.
What HR Managers do
What HR Managers should do
Talk about human capital in business terms
Use data and analytics to help make workforce decisions
78
69
34
70
Use an accurate and complete view of workforce costs to evaluate decisions
33
31

9. ORGANISATIONS WHO MAKE USE OF CUTTING-EDGE
HR ANALYTICS HAVE A 79% GREATER RETURN ON EQUITY
QUANTIFIED ORGANIZATION
Better BI Process Maturity
More Manager Access toAnalytics
More Categories of Metrics
More Data Sources
BI ProcessMaturity
3.2
Effective
Managers with BI access
74%
Metrics categories Tracked
4.2
BI Sources
4.8
BI Sources
2.4
Managers with BI access
20%
Metrics categories Tracked
2.8
BI ProcessMaturity
1.8
Efficient
NOT QUANTIFIED

10. TALENT DATA ANALYTICS
• Create pools of on-demand talent that
can be tracked and tapped into at any
time
• See key risk areas in your teams with
advanced warnings that action might be
required
• Helps leaders to think internal first and tap
into talent that they may not have
considered previously

11. FUTURE DRIVEN ANALYSIS USING AI & MACHINE LEARNING
• Arrange your data to train algorithms, feed analytics and power AI
• How will you predict behavior (e.g. who will leave the business?
• Who will be in conflict? Who will perform best in the financial
year? Who will gain most from a new project challenge?)
• Powerful tool to predict future needs

12. Evolution of Talent: 3.0 – 4.0
PLAN
• Strategy, philosophy & principles
Business case
• Process & calendar
• Workforce planning and
segmentation
• Succession planning
Evolving thinking
Agile organisation design … teams … HR
Plan for capabilities vs plan for roles
Rapid re-alignment capability
Questions
• Do we know what the organisation of the
future will look like?
• How do you plan for roles and skills that may
not exist yet?
• How do we enable the gig economy – and
align to culture, EVP and brand?
• Levels of work, performance standards, roles
and jobs architecture - still relevant?
• How do we manage different needs and
levels of maturity – fit for purpose
• Clarity, consistency, equity vs constraint to
flexibility, innovation and playing to strengths
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology

13. Globally, up to 375 million workers need to switch
occupational categories and learn new skills
Nr of workers needing to move out of current occupational category to go find work (2016-2030)
Up to 375 million workers (14% of all workers affected) by 2030
Source: McKinsey future of jobs report

14. Examples

15. Agile Organisations - New Paradigm
Source: McKinsey: The Five Trademarks of Agile Organizations

16. 2
PERFORM
DISRUPTOR:
CONTINUOUS
FEEDBACK

17. Performance management 4.0
In 2018, 76% of companies were in the process of reinventing their performance management
process
Research (Korn Ferry, Bersin & Deloitte, Mercer, ATD) shows that traditional performance
management:
• Is highly ineffective (does not improve actual employee performance)
• Is not trusted by executives or employees to deliver business value
• is damaging employee engagement, alienating high performers, and costing managers
valuable time.
• Majority of rated top performers were not actually the most valuable to the company
Leading organizations are scrapping the annual evaluation cycle and replacing it with ongoing
feedback and coaching designed to promote continuous employee development. (e.g Deloitte,
FedEx, Adobe, Zappos, Microsoft, IBM, Unilever, Netflix)
The purpose of performance management has changed:
Traditional: comparison assessment –
put people in 9 box grid, decide who
should get biggest bonus, who was
ready for promotion etc.
Now: the main focus is growth and
development. Research showed lowest
performing companies were 50% more likely to
say their performance process was focused on
compensation and promotion

18. The changed focus of performance management
In the past Evolving to …
Annual appraisal and ratings Continuous feedback and coaching
Forced ranking No forced ranking
Annual goals and objectives that are rigid
and unclear
Quarterly goal setting with flexible goals that are clear and simple
(OKR)
Annual talent reviews by team (feedback
once a year)
Continuous talent reviews by peers and manager (frequent
feedback)
Development as afterthought
Development as core, manager rewarded for talent production
not talent hoarding
Focus on growth Focus on delivery
Recognition by manager Recognition by manager, peers, team leaders
Career plan for promotion and HiPo’s Career plan for everybody, open movement and mobility
Focus on moving up or out Focus on moving across, down, up, around (internal mobility)
Compensation based on ratings
Compensation based on performance, growth, market demand
for position, customer impact
Bell-curve distribution of raises and financial
returns
High performers receive higher level of compensation than
median and middle
Individual focus
Companies that include team, project or company objectives in
their process far outperform those that focus only on individuals
Manager training: disciplinary process,
accountability and judgement
Manager training: giving good feedback and coaching

19. Relying on a new science
• Mindsets: Encourage Growth vs
fixed mindset (Dweck)
• Neuroscience: Minimize threat,
maximise reward - SCARF model.
• Positive psychology: positive
encouragement is 3 x more
impactful. Use terms such as not yet
• Coaching to facilitate insight: Allow
solution to appear from the
subconscious using powerful
questions, reflection, mindfulness

20. Evolution of Talent: 3.0 – 4.0
PERFORM
• Performance philosophy
• Performance standards
• Role profiles
• Performance contracts
• Link to reward
Evolving thinking
Strategic alignment, agile goals, check-ins,
focus on development, multiple feedback
and recognition sources, career mobility, key
person/mentor/manager as chief engager,
measured on talent value, compensation on
talent value
Questions
• How do we reinvent performance
management that is agile, relevant,
developmental, brain friendly, strategically
aligned AND holds people accountable, plays
to strengths, focuses on positive affirmations
and informs relative reward?
• How do we balance clarity, fairness and
reward for performance with freedom to
innovate and adapt quickly?
• How do we balance time vs employee
experience OR clarity and accountability vs
free-loaders
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology

21. Unintended outcomes – no ratings
1. Manager conversation quality declines by 14% because managers struggle
to explain to employees how they performed in the past and what steps to
take to improve future performance.
2. Time spent on informal conversations decrease by 10 hours because
managers do save time, but don’t shift that time to ongoing, informal
performance conversations
3. Top performers are less satisfied (by 8%) with pay differentiation, because
managers have trouble explaining how pay decisions are made and linked
to individual contributions
4. Employee engagement drops by 6% because managers are unable to do
the very things that are proven to engage employees – setting expectations,
holding clear performance and development conversations, and providing
appropriate rewards and recognition.

22. Manage performance on a continuum
• Formal performance
management
• Focus on
measurement and
historical ratings
• Rated by manager
• No formal
performance
management
• Informal conversations
with leaders
• Agile performance
management
• Linked to projects or
work packets
• Rated by team or
squad leader
EITHER
OR?
BOTH
AND?
WHY??
Time Costs: HR and managers spend way too much time on
them that could be well spent elsewhere.
ROI: Companies are not seeing them have enough of a
positive impact on performance.
Morale: Lack of capability for crucial conversations means
PM reviews can end up causing more harm than good.

23. Group discussion
• Formal performance
management
• Focus on
measurement and
historical ratings
• Rated by manager
• No formal
performance
management
• Informal conversations
with leaders
• Agile performance
management
• Linked to projects or
work packets
• Rated by team or
squad leader
EITHER
OR?
BOTH
AND?
Questions
1. Where are we as an organisation on this continuum
2. Where do we need shift from and to
3. What is one thing that I can do to influence this

24. 3 IDENTIFY
DISRUPTOR:
ARTIFICIAL
INTELLIGENCE

25. Using AI to bring “intelligence” to the talent
acquisition process
• Highest performing companies are 90% more
likely to use “non-resume” factors in selection
• We’re seeing an increase in the need for
personal communication skills, divergent
thinking and learning agility – none of which
can be assessed through traditional selection
interviews
• Enter:
• Volume based AI/ predictive assessments
(Assessfirst, Pymetrics etc.)
• Video interviewing (Hirevue, Talegent etc.)
• Gamified assessments and simulations
(Zyvo, Cut-e, Revelian etc.)

26. PREDICTIVE ANALYTICS (THE MOVE AWAY FROM
NORM GROUPS)
• AI-driven predictive models
• This provides reliable indicators
about an individual’s capacity to
succeed and to thrive over the
long term
• Using AI to identify the best person
for the (very specific) job

27. Evolution of Talent: 3.0 – 4.0
IDENTIFY
• Levels of work
Competency standards
Segmentation
Identification of potential
• Assessment
• Talent pools
Evolving thinking
Shifting definitions of potential
Talent readiness & capabilities vs role succession
Personalisation vs segmentation (both)
Expansion of talent – internal, external, gig
Gamified assessment - employee experience
Enabling recognition of talent at all levels
Talent data validity – manager, person, assessments
Just in time updates of data
Questions
• How do we assess for potential in a way that is
fast, friendly, fun (mobile, gamified) AND
credible?
• Which attributes or skills will enable success
regardless of the environment or role?
• How do we attract and access the talent of
the contractors in the gig economy?
• How do we look broader and deeper to find
the talent gems that have been overlooked
before through poor education or opportunity
but that have the potential to shine?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology

28. How do we identify talent?

29. New tools to segment talent
Performance
Potential
High
Potential
Talent Risk
Subject
Matter
Expert
Valued
Contributor
Leadership
Pipeline

30. New tools to segment talent
Talent Leverage Matrix©
PerformancevsPassion talent matrix
Talents to avoid using Potential talent
Investment talent
Grow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Performance“Iamgoodatthis”
Passion “I love to do this”

31. Group discussion
Questions
1. Where are we as an organisation in terms of identifying and
segmenting talent
2. Where do we need shift from and to
3. What is one thing that I can do to influence this

32. 4 FIND
DISRUPTOR:
GAMIFICATION

33. GAMIFIED ASSESSMENTS
• Powerful way of enhancing
engagement in the recruitment process
and selling your unique EVP for
potential talent as a innovative
employer
• Especially useful for graduate talent
& tech talent
• Especially useful to assess neuro-cognitive
capabilities as well as response under
pressure (agility, resilience, adaptability,
problem solving etc.)

34. VIRTUAL REALITY & SIMULATIONS
• Gauge the behavioral & cognitive
fit of candidates in real-life
simulations
• Built on spatial data structures and
the latest academic research in
the fields of neuroscience,
psychology and machine learning
• Monitors candidate output
collecting thousands of data
sources
• Apply deep learning methodologies
to classify structured data into
essential insights for recruiters( eg
personality traits, cognitive and
managerial skills etc.)

35. Evolution of Talent: 3.0 – 4.0
FIND
• Strategic sourcing
• Head hunting
• Staff incentives to recruit
• Attraction and EVP
• External talent pipelines
(alumni)
• On-boarding
Evolving thinking
Differentiated and personalize EVP – Comm Bank
Talent mapping external talent pipelines (alumni/Gig
economy/outsource)
Social sourcing
AI and gamification in filtering top candidates
Questions
• How can we utilise sourcing technologies,
social media and search algorithms in an
appropriate and ethical manner? Data
validity and bias?
• How deep and wide do we invest in building
our future pipelines of critical skills?
• Does it help to communicate an EVP promise
… when the reality is often different and
individual?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology

36. VOLUME SCREENING & AI-ENABLED PREDICTION
• AI analysis of success profiles
• Volume screening of candidates
using assessments
• Automatic ranking of candidates
against success profile
• Assists recruiter to make objective
decisions about best-fit candidates

37. 5 DEVELOP
DISRUPTOR:
A NEW WAY OF
LEARNING

38. LATEST TECHNOLOGY TRENDS:
THE AGE OF VIDEO
• 87% of millennials cite access to professional development and
career growth as the most important factor in a job
• Video will be responsible for 80 percent of the Internet traffic
around the world by 2020
• This places video at the heart of modern eLearning strategies
since 90% of information transmitted to the brain is visual, and
visuals are processed 60,000X faster in the brain than text.
• Studies have also shown that viewers reported retaining 95% of
a message when they watch it in a video compared to 10%
when reading it in text.

39. LATEST TECHNOLOGY TRENDS:
SOCIAL LEARNING
• Utilizing the power of technology to
create platforms
• Allow people to share content,
experiences, thoughts, discuss topics
and collaborate
• Learning Management Systems with
Social Learning and Knowledge
Collaboration tools like Discussion
Forums, Communities, Blog, Twitter
etc. will be the stars in the coming
years.

40. LATEST TECHNOLOGY TRENDS:
MICRO LEARNING
• We have devolved from a 12 second average attention span
in the year 2000 to an 8 second average attention span in
2015.
• It just makes more sense to deliver content to learners as small
chunks of information rather than huge chunks of data.
• By providing learning in small,
specific bursts of learning, it has
been proven to improve the
“Sticking Factor” of the learning by
a factor of 10
• Micro learning also offers
advantages to the organisation as
it decreases the time learners are
away from their jobs while
attending training

41. LATEST TECHNOLOGY TRENDS:
ADAPTIVE LEARNING
• Employees don’t want to wait for the company
to send them on training – they want to learn all
the time and want to control how and when
they learn
• Modern learning systems can now essentially
learn the way people learn, and adapt learning
material to each learner.
• As you go through a course, the learning
technologies in place track which elements of
the course you work well with, and which ones
are more challenging, so that it can adjust the
course path and course materials based on
your performance.

42. TRAINING GAMES
• Engaging training games that improve comprehension, engagement and
changes behavior.
• Each game is designed to marry learning with game play.
• Used for: new-employee on-boarding, sales and product training, leadership
development, safety, security, compliance, systems & processes, customer
service, and many other training topics.

43. Evolution of Talent: 3.0 – 4.0
DEVELOP
• Talent pool management
Accelerated talent programs -
elite
Deployment/mobility options
Planned learning
• Coaching & mentoring
• Succession management
Evolving thinking
• FROM: a transactional, siloed, controlled,
reactive, face-to-face, prescriptive, unquantified
impact learning function (with pockets of
excellence)
• TO: an agile, digitally enabled, collaborative and
facilitated learner driven experience that focuses
on performance and impact at scale
Questions
• To what extent can you accelerate
development when it takes time and
experience to learn the really important
leadership lessons?
• How can we provide access to learning,
equip learners to be self-directed and build
leadership capability to encourage and
support continuous learning?
• How do we address the social aspect of
learning in a busy digital world?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology

44. Learning Design Principles
Real-life, real-work challenges
Self-driven, personalised learning
journeys
Learning readiness
Leadership DNA
Learning culture
Commitment and accountability
Collaboration and co-creation
Challenge comfort zones
Accelerated learning design
Optimal mix of activities
Digital learning
Access to learning

45. Skills or identity shifts required
Curious
Creative
Courage
Conscious
Critical thinker
Collaborative
Change influencer
Contributor
CHOICE
From indifferent spectator…
To curious explorer
From cautious dreamer …
To possibility connector
From passive hitch hiker …
To maze navigator
From status consumer …
To community builder
From independent competitor
… To trust cultivator
From default thinker …
To meaning maker
From controlled critic …
To courageous adventurer
From distracted operator …
To wise discerner

46. 6
RETAIN DISRUPTOR:
EMPLOYEE
EXPERIENCE

47. The move from talent management to talent
experience
Move away from end-to-end talent management systems (designed for HR) to platforms
that help employees manage their own talent experience
What employees want:
• Assess their skills, and take training to grow &
develop
• Find cool projects that will help them grow/
progress their career
• Understand what they need to do to get
promoted to the job they really want and
apply when they’re ready
• Share their goals and aspirations with their
managers and team
• Get feedback from others on how they’re
performing
• Give feedback to their managers and peers
What HR wants:
• Aggregate talent needs and plans to
determine budget needs
• Data analytics (risk, planning, decision-
making)
• Process tracking
• Record keeping (job levels, benefits,
performance scores etc.)
• Integration with entire HR value chain

48. The evolution of talent systems
(adapted from Josh Bersin)

49. LATEST TECHNOLOGY TRENDS: CAREER
PATHING FOUSED ON EMPLOYEE
EXPERIENCE
• Employees want to manage their own
careers and volunteer for gigs or
assignments to develop their skills and
broaden their careers
• Companies with best-in-class career
development practices see 3x more
revenue per employee and up to 50%
reduction in employee churn.
• Use the aspirations, talents, skills, and
interests, of your employees and
match them to career path
opportunities within the business.
• Powerful gap analysis enables
employees to clearly see what skills
they currently have and the areas
they need to

50. Focus on employee experience
(source: Bersin by Deloitte)
1
Reimagine
your
organisation
as an
institution
with
citizenship &
purpose
2
Listen to your
employees
and
stakeholders
at all levels
3
Reinvent
your HR
practices –
focused on
teams, agility
and inclusion
4
Adopt a
growth
mindset and
enable every
employee at
any age to
grow
5
Act local,
empowering
managemen
t to do what’s
right in every
community

51. Evolution of Talent: 3.0 – 4.0
RETAIN
5 greats:
• Great Company
• Great Rewards
• Great Leaders
• Great Culture
• Great Careers
Evolving thinking
• Employee experience
• Integrated and life stage flex
• Design thinking – personas (personalization)
• Social recognition and rewards
• Purpose, contribution, flexibility
Questions
• How can we use design thinking to develop
retention strategies focused on the
“user/talent experience”?
• Reward is just a hygiene factor. How can we
utilise the other aspects of retention such as a
great reputation, an enabling, inclusive
culture, inspirational leaders and challenging
roles to really keep people interested,
motivated and engaged?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology

52. Evolution of Talent: 3.0 – 4.0
REVIEW & MANAGE
• Strategic Talent Review
• Talent Data
• Accountability
Capability
• Technology
Evolving thinking
• Systems enablement
• Data and trend analysis
• Self-driven data with validation
• Leaders accountable for talent value
• Talent risk response strategies
• Integrated talent management
Questions
• How can we utilise technologies to review
talent continuously without the annual
strategic talent review that requires loads of
time and attention
• How do we still get the leadership attention on
talent risks and decision (not becoming an HR
data and numbers exercise)?
• Is there a future Facebook for talent?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology

53. QUESTIONS

54. Contact
us
Lome Koekemoer
Head of People Development
+27 82 453 8132
lome@yellowseed.co.za
Debbie Craig
CEO of Catalyst Consulting
+27 82 872 5429
debbie@catalystconsulting.co.za