1. Talent Management ‘ PILLARS OF TALENT AND ENGAGEMENT” By Dr Lawrence Ndombi Regional Leader, BPC

2. What is Talent Management ‘ Talent Management is the use of integrated set of activities to ensure that the organization attracts, retains, motivates and develops talented people it needs now and in the future. The aim is to ensure secure flow of talent as a corporate resource’ Armstrong, 2006

4. Attraction and retention policies and programme

5. Talent Audit

6. Role development

7. Talent relationship management

8. Performance management

9. Total reward

10. Learning and Development

12. Drivers of emphasis on talent management Demonstrated relationship between better talent and better business performance. Talent is a rapidly increasing source of value creation. The context in which we do business is more complex and dynamic. Boards and financial markets are expecting more. Employee expectations are changing Workforce demographics are changing and employee expectations are also changing. Organisations are waging new ‘war for talent

13. War for Talent in Emerging MarketsNew Employee Reality

14. … this is what it’s all about

16. Growth of knowledge-intensive industries highlights the importance and scarcity of well-trained talent

17. Integration of global labour markets, however, is opening up vast new talent sources

18. Ageing populations mean shrinking workforces, particularly in Europe and Japan

19. With rapid economic growth in D&E, there will be rising demand for top-end local managerial talent

21. Competition for top local talent in D&E will be fierce

22. Recruiting and retaining the best will require new ways of working and rewarding

23. More partnering and outsourcing to fill skills gaps

25. Talent Planning Measure and Report Recruiting Succession Planning Performance Management Learning & Development Compensation Career Planning Talent Life Cycle

27. Key roles/key talent pools

28. career turns model

29. Skills & Competencies

30. performance standards

31. performance ratingsLearning & Development System Performance Management & Reward System “4WD Talent System”

33. Identification of key gaps between the talent in place and talent required to drive business success.

34. A sound talent management plan designed to close the gaps.

35. Accurate hiring and promotion decisions

36. Connection of individual and team goals to corporate goals.

37. Development of talent to enhance performance in current position as well as readiness to transition to next level.

39. Best practices in talent management Potential, performance and readiness are not the same Talent management is all about putting the right people in the right jobs. Talent management is more about ‘hows’ than ‘whats’ Software does not equal talent management

40. What drives Engagement ? Role of HR

41. THE RADIO STATION FM AM

42. Best practices in talent management MODELS

43. Talent Development Models

44. Talent review

46. No discussion of self i.e. discussion the next higher level

47. Departmental discussions summarized

48. Company Confirmations ( CEO , HODs and HR)

49. Need for HR Planning calendar and commitment by the top

51. Provide professional and Resource Leadership within JIC

52. Maintain attractiveness of the Department

53. Strategic Talent Flow Planning

54. Match Key People to Key Jobs

55. Prepare Leadership Differentiation Matrix for the Department

58. Aligned Reward

62. Start getting to know the people

63. Bench strength -1st view

64. Draft Leadership Supply Strategy

65. Identify Key Roles

66. Action plans for key capability hotspots

69. TALENT FLOW MODEL HAVE A TALENT STRATEGY BE CLEAR ON INPUTS AND OUTPUTS LEADERSHIP PLANNING A MUST COMPETITIVE EDGE IN PACE OF MANAGING DIFFERENT FACETS OF THE FLOW

70. SKILLS, COMPETENCIES & EXPERIENCE Not the same Blend to match Measured against the Organisation objectives Measured against the job/role

72. What is required by the job

73. Measured by demonstrated capability

74. Personal characteristics

75. Shape how the job is undertaken

76. Measured by clearly observable behaviourOutstanding Performance

77. INTEGRATED CAPABILITY MODEL

78. Who’s in the Pipeline? 1st-lineSupervisors All Employees? High Potentials and Replacement Pool for Sr. Managers Middle Managers Technical Specialists Time High Potential Leadership Program

79. Retaining Talent -Global Talent Management Survey

80. Some examples of Talent Management Metrics Size of succession pipeline (number of potential successors per position) Percentage of leadership positions filled from the succession pool Quality of succession candidates (number of successful placements) Quality of leadership appointed Time to-take-charge Attractiveness of Leadership Brand (retention of specific pools) Diversity of pool Percentage of cross-unit & cross-functional moves Employee perceptions of the organisation

81. SYNDICATE DISCUSSION 3 GROUPS DISCUSS HOW YOU WILL MANAGE TALENT DIFEERENTLY

82. THANK YOU