Aventis Masterclass on Winning War for Talent 2.0 on 17 18 December 2014

Copyright @2014 Centre for Executive Education Pte Ltd
(Program Licenced to Aventis Learning Group for Masterclass on Winning War for Talent 2.0)
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Masterclass on
“Winning the War for Talent 2.0”
Prof Sattar BawanyProf Sattar Bawany
Adjunct Facilitator, Aventis Learning Group (ALG)
CEO & Master Executive Coach, Centre for Executive Education (CEE)
Regional Managing Director, Executive Development Associates (EDA)
17-18 December 2014, Aventis’ Campus@Concorde Hotel, Singapore

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Every morning in Asia, a tiger
wakes up. It knows it must
outrun the slowest deer or it will
starve to death.
Every morning in Asia, a deer
wakes up. It knows it must run
faster than the fastest tiger or it
will be killed.
It doesn’t matter whether you are a tiger or a deer:
when the sun comes up, you’d better be running…..
Are You a Tiger or a Deer?

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Top – Optimistic
Middle – Realistic
Bottom – Negative,
Pessimistic
Looking at you:
Direct
Devil’s Advocate
Very Detailed:
Analytical
Cautious
Distrustful
Bigger Ears – Better Listener
Little Details:
Ernest
Intense Conviction
Risk taker
Facing Left:
Traditional
Friendly
Good at details
Facing Right:
Innovative
Active
Creative
4 Legs:
Secure
Stubborn
Stick to ideals
3 Legs or Less:
Paranoid of
Change,
InsecureLong Tail – Good Sex Life
How Well Do You Know YOURSELF?

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Module 1:
Introduction and
Workshop Objectives

• CEO of Centre for Executive Education (CEE Global)
• C-Suite Master Executive Coach, EDA Asia Pacific
• Adjunct Faculty of Harvard Business School Corporate Learning
• Adjunct Faculty of Duke Corporate Education (CE)
• Adjunct Professor teaching leadership development and human
resource courses with Curtin Graduate School of Business
• Over 25 years’ in executive coaching, group facilitation, executive
education and senior leadership development and training
• Assumed senior global and regional leadership roles with DBM
(Drake Beam & Morin), Mercer Human Resource Consulting,
Hay Management Consultants and Forum Corporation
About Your Master Facilitator
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S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN OF ACTION
NJOY OURSELVES
The S.C.O.P.E. Approach

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• Evaluate the today’s current challenges in managing talent
• Understand the best working practices in talent management
• Develop the skill in retaining identifying and managing talent pool
• Develop an effective strategy for employee attraction and retention
• Gain a deeper understanding of performance management
• Leverage on managerial coaching to engage mission critical talent
• Be able to lead and engage a multigenerational workforce
• Develop a SMART Action Plan for developing their effectiveness in
Talent Management
This Masterclass will provide you with a foundation of knowledge
that will enable you to:
Workshop Objectives

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Key Questions to Ask:
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Questions for CEOs and Board of Directors to ask:
1. What is the key talent risks associated with our core business
strategies? With our major investments?
2. What is our talent bench strength? How is our organization
mitigating succession risks?
3. What plans are in place to bring about smooth succession or
substitution of our key talent, if the need arises?
4. How can we strengthen our talent-related due diligence in joint
venture and M&A situations of any of our holdings or subsidiary
entities?

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Group Exercise: State of Talent
Management in Organisations
• What is the current state of talent
management in Singapore
Organisations?
• What are the operational challenges
and how would you resolve them?
What are your recommendations?
Duration: 15 minutes

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Video on
Talent Management @
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Part I of the Video
http://www.youtube.com/watch?v=CCVy7OxThGo
Part II of the Video
http://www.youtube.com/watch?v=8_mlEWJ_nto

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Module 2
Understanding
Human Capital and
Talent Management

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Human Resource Management
• Human resource management (HRM) is defined as a strategic and
coherent approach to the management of an organization’s most
valued assets – the human capital (people working there) who
individually and collectively contribute to the achievement of its
objectives.
• HRM consists of four generic processes or functions that are
performed in all organizations:
 Selection – matching available human resources to jobs;
 Appraisal – performance management;
 Rewards – the reward system is one of the most under-utilized and
mishandled managerial tools for driving organizational performance;
it must reward short as well as long-term achievements
 Development – developing high quality employees.
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What is Talent Management (TM)?
Talent Management is the strategic management of the flow
of talent through an organization.
Its purpose is to assure that the supply of talent is available to
align the right people with the right jobs at the right time
based on strategic business objectives.
The right supply of talented workforce is crucial to realize the
strategic goals of the organization not only for today but also
in the future.
Organization’s efforts to attract, select, develop, and retain
key talented employees in key strategic positions.

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Talent Management (TM) Concept
• TM introduced by McKinsey Consultants, in the 1990’s
• TM is identified as the critical success factor in the
achieving sustainable organisational success
• TM focuses on
– differentiated performance: A, B, C players or
employees influencing company performance and
success
– identifying key or critical positions in the organization
• Research has consistently show that firms do recognize
the importance of talent management but they lack the
competence required to manage it effectively

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What is Talent?
According to McKinsey; talent is the sum of
• a person’s abilities,
• his or her intrinsic gifts,
• skills, knowledge, experience ,
• intelligence,
• judgment, attitude, character, drive,
• his or her ability to learn and grow.

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Who are Talented People?
• They regularly demonstrate exceptional ability
and achievement over a range of activities
• They have transferable high competence in
assuming different roles and responsibilities
• They are high impact people who are
resilience, emotionally intelligence and can
deal with complexity

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CEE Talent Management Cycle
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Source: Sattar Bawany, ‘How Singapore Companies Can Win the War for Talent’ in Singapore Business Review
http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent, 5 September 2013

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Elements of Talent Management
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1. Talent Acquisition.
2. Talent Development
3. Performance Management
4. Succession Planning
5. Talent Engagement
6. Organizational Results

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How does TM fits within HR?
TALENT
ACQUISITION/PLANNING
Proactively recruiting world-class,
diverse leadership talent
Executive Recruiting
New Leader On-Boarding
Assessment/Candidate Slating
PERFORMANCE
MANAGEMENT/
SUCCESSION PLANNING
Ensuring a strong leadership pipeline to
drive growth for today and tomorrow.
Performance Management
EQ-i 360 Feedback
Leadership Transition
TALENT DEVELOPMENT
Developing and executing programs,
processes & tools to grow our current
and future leaders
Leadership Programs for
High Potentials
Executive Coaching
Global Talent Development
TALENT ENGAGEMENT
EMPLOYEE SATISFACTION – TALENT RETENTION
Identifying the level of engagement of employees to optimize contribution and reduce enhance retention
ACHIEVING ORGANISATIONAL RESULTS

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The Business Case for TM
• To compete effectively in a complex and dynamic
global environment to achieve sustainable growth
• To develop leaders for tomorrow from within an
organization
• To maximize employee performance as a unique
source of sustainable competitive advantage
• To empower employees:
Cut down on high turnover rates
Reduce the cost of constantly hiring new people and
also cost in training them

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Value Proposition of TM
 Talent Management strategies help ensure the quality,
depth and diversity of a company’s leadership and
talent bench.
 Effective Talent Management accelerates businesses’
ability to exceed performance expectations and drive
future growth by:
 Developing talent with the values, skills and experiences
needed to be successful today and in the future
 Aligning and integrating core HR processes with business
processes to increase individual, team and organizational
performance

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Group Exercise: Best Practices on
TM Strategies in SG Organisations
• Review of the 10 Best Practices
Approaches to Talent Management
• One of the biggest challenges in Talent
Management from an HR perspective is to
obtain commitment from line
management.
• What is your experience on the above?
• Identify other potential barriers to
successful implementation of Talent
Management and your recommendations
to resolve them?

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Talent Management in Today’s
Global Economy
• Companies today face formidable talent challenges. The ability
to sustain a steady supply of critical talent is a challenge facing
all organizations — worldwide.
• Among the issues impacting the “next generation” workforce
are impending skill shortages, an increasingly cross-
generational and diverse workforce, the need for knowledge
transfer from retiring baby boomers, and significant leadership
gaps.
• Intense cost pressure from both traditional and emerging
competitors, new markets, and more demanding customers are
additional elements that give a new sense of urgency to the
concept of talent management.

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Increasing
Senior Management
Accountability for
Talent Management Plan

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Questions to Ask:
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Questions for CEOs and Members of Board Directors to ask:
1. What is the talent strategy that supports our organization (business) objectives
and capital investments?
2. What talent KPIs are we monitoring at the board level? How do they connect
to our business strategy?
3. What development have we provided our key successors in the past year? Has
our leadership bench strength changed and why?
4. How does our management access the necessary talent to support operational
excellence, such as lean and other quality and process improvement methods?
What improvements are being made?
5. Which board committee provides primary oversight for our talent programs
and policies? Should a board level talent/human resources committee be
formed to allow more focused oversight by the board?

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Group Discussion: Important
Talent-related KPIs
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There are a number of metrics that
directors should be given access to that
would help provide more clear insight into
talent-related risks. These include:
• Succession bench strength
• Pipeline for critical organizational roles
• Leadership capabilities required in the
future vs. current capabilities
• Value of engagement score increase
(dollars per point)
What are other KPIs that would be relevant to Your Organizations?

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Module 3
Performance Management
(Aligning Performance,
Recognition and Discipline)

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Performance Management and
Talent Management
• Performance Management is one of the elements in the CEE
Integrated Talent Management Framework (discussed earlier),
which also includes Talent Acquisition, Talent Development,
Succession Planning, Talent Engagement and Organizational
Results.
• Performance Management can be defined as the process of
creating a work environment in which people can perform to
the best of their abilities. This involves the examination of
workforce capabilities to evaluate current skill sets and identify
career development for individual employees - is one of the
most critical element in the CEE TM framework.

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Elements of Performance
Management System
• A performance management system is a part of a continuum of
ongoing information and feedback about the character and
quality of work provided over time.
• All performance management systems have three elements in
common:
– a process,
– a tool (instrument), and
– A series (mid-year and end-of-year) of performance review
or discussion sessions.

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Coaching and Feedback
• Feedback is the process of giving and receiving information that
is pertinent to the work being performed in real-time. Feedback
is information exchange. The goal of this exchange is to ensure
that there is a common agreement of what “good
performance” looks like.
• Coaching uses the feedback process to direct and redirect work
efforts and behaviors. Coaching provides this direction in the
context of a relationship wherein the manager attempts to help
the employee be the very best performer he or she can be.
• Good performance management and day-to-day management
are designed to create and replicate good performance. When
performance exceeds expectations, recognition is appropriate

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Recognition
• Recognition is an investment in future performance.
Recognition is reinforcement. It communicates the simple
message, “that was good, do it again.”
• Recognition is a required part of good supervision; it is neither
optional nor additive—it is an indispensable ingredient.
• An effective recognition program takes advantage of both
formal and informal methods.
• The process for receiving formal recognition should be simple,
clear, and easily administered.
• Another counterproductive recognition model is one that has
an approval mechanism by which a manager’s nomination can
be overruled by HR or the CFO.

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Performance Improvement Plan (PIP)
• Most often PIP is provided in a written letter to the employee in
question, with defined elements and defined check-in points to
follow-up on the matter.
• A model letter has the following elements:
 Description of the issue(s)
 How it impacts others in the company
 Why the issue(s) is/are bad/undesirable
 Note who does what, by when to make corrections
 Impact of the bad actions on performance
 Time frame to follow up

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Characteristics of an Ideal
Performance Management System
• Strategic
Congruence
• Thoroughness
• Practicality
• Meaningfulness
• Specificity
• Reliability
• Identification of
effective and
ineffective
performance
• Validity
• Openness
• Standardization

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Case Study: Network Solutions Inc.
Consider Network Solutions’ performance management
system in light of what we discussed as an ideal system.
Then, answer the following questions:
 What are the features of the system implemented at Network
Solutions that correspond to what was described earlier as ideal
characteristics? Which of the ideal characteristics are missing?
What would be your recommendations?
 Based on the description of the system at Network Solutions,
what do you anticipate will be some advantages and
disadvantages as well as the potentially positive and negative
outcomes resulting from the implementation of the system?

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Module 4
Succession Planning

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Succession Planning - Defined
Process of identifying the future
leaders of your organization and
creating a development plan for them
to be ready when the time comes.

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Succession Planning
• It is imperative that Succession Planning is a
key part of a company’s strategic planning
process
• Without a proper succession plan, it would be
difficult to nurture and develop your key
talent.
• Succession Planning is much more important
than most companies realize.

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Succession Planning &
High Potentials
• Succession planning involves the identification of high-potential
employees, evaluating and honing their skills and abilities, and
preparing them for advancement into positions which are key to
the success of business operations and objectives.
• Succession planning involves:
Understanding the organization's long-term goals and
objectives.
Identifying the high-potential candidates and their respective
developmental needs.
Determining workforce trends and predictions.

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Steps Involved in Succession
Planning
1. Identifying legal and diversity issues to consider
2. Establishing present and future leadership roles and objectives
3. Selecting key employees
4. Evaluating the strengths, weaknesses and readiness for
succession in key employees
5. Planning for the individual development of and ways to retain
key employees
6. Identifying “emergency” positions without successors
7. Planning for positions that cannot be filled internally

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Possible Pitfalls of Succession
Planning
• Lack of a formal development plan for each key person
• Development plans that are not implemented properly, or
plans not implemented at all
• Development plans that are not tailored to the needs of an
employee
• Development plans are not discussed with employees, and
mutual consent is not obtained
• Key employees not knowing that they are key employees

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Possible Pitfalls of Succession
Planning
• Development plans that are not well thought out, and made
just for compliance
• Including employees who are not qualified in the “key
employee” list just to make them feel better
• Employees staying in the same position for too long resulting
in your best people leaving the organization
• An employee being identified as a successor, but not getting
the leadership position when the time comes

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Who are High Potentials?
 High Potentials consistently and significantly outperform
their peer groups in a variety of settings.
 While achieving these superior levels of performance, they
exhibit behaviors that reflect their companies’ culture and
values in an exemplary manner.
 Show a strong capacity to grow and succeed throughout
their careers within an organization – more quickly and
effectively than their peer groups do.
Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business
Review, June 2010

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 The difference between high-performance employees and
high-potential employees is that the high-performance
employee are very good at performing their jobs, while the
high-potential employees have demonstrated measurable
skills and abilities beyond their current jobs.
 The real damage is done when the high-performance
employee is promoted to a managerial level, is uncomfortable
and struggles in their new role, resulting in high levels of
stress and anxiety, causing them to quit.
High Performers vs. High Potentials

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 Studies show employee turnover can cost companies up to
40 percent of their annual profit. That's for the turnover of
all employees, regardless of their performance levels.
 The financial impact of losing a significant number of high-
potential employees (those Gen X and Y who have been
identified as your future leaders) can be exponentially
higher.
High Performers vs. High Potentials

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Building a Leadership Pipeline
Reference: Ram Charan, Stephen Drotter and James Noel “The Leadership Pipeline”, Jossey-Bass,
Wiley, San Francisco, California, 2000

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“Crisis may be an overused word, but it’s a
fair description of the state of leadership in
today’s corporations. CEOs are failing
sooner and falling harder, leaving their
companies in turmoil. At all levels,
companies are short on the quantity and
quality of leaders they need.”
Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008
Business Case for
Succession Planning

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 Introduced a clear Gen Y Talent Management Strategy
– Current leaders who espouse performance and development conversations
– HR facilitation without “encumbrance”
 Key elements include:
– Selection based on values - creative, courageous, responsive, international and
trustworthy….and explicitly modelling desired behaviour
– Commitment from EXCO down…Talent Management Committee
– Senior Leaders have responsibility to be talent scouts for Gen Y leaders
– Senior Leaders expected to have “Conversations that Count” – performance, learn and
develop, career development and engagement of Gen Y employees
 For this Bank, Gen Y Talent Management is a differentiator!
Case Study – Global Bank with
Significant Asia Presence

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Program Evaluation
Development of Pipeline of
Gen Y High Potentials

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• Develop Internally—buying may not be an option
• Update Curriculum for Development of Gen X and Y
• Update Approach to Organizational Learning
• Boost Emphasis on Gen X and Y Future Leadership
• Be Clear about Executable Tasks of Leadership
Organizations need to be more intentional & articulate
about the leadership skills they require & more
creative in designing experiences that help Gen X & Y
employees acquire them
HR’s Role: Building the Pipeline

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 Finding leadership talent early is essential. The path from
initial recruitment to the senior levels of a company is
approximately twenty-five years long and involves, on
average, only five jobs before becoming eligible for the CEO
post.
 The sooner Gen Y potential talent is identified, the better it
can be developed and tested.
 The most precious resources here are not financial but the
time, energy, and attention of other leaders. These are
always in short supply and must therefore be devoted to the
people who are most likely to succeed at top levels.
Identify Gen Y Talent Early

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Alignment with
Strategic Direction
Expanding Leadership Competence Organization Competence
•Markets
•Competition
•Customers
•Products
• Shift of Mindset (Mental Models)
• Leadership Effectiveness – Core Transitional Skills
• Business and Financial Acumen
• Development of Others (Corporate Coaching Skills)
•Business Processes
•Structure & Accountabilities
•Relationships, Power & Politics
•Staffing & Capabilities (Knowledge Mgt)
Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p40
Transition of High Potentials

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Development
Review Board
Executive Development
Coach
Professional
Network
Development
Assignments
Business
Results
Leadership
Growth
Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61
Accelerating the Development
of High Potentials

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Agenda
 Senior insight powerful (+)
 HiPo presents goals,
aspirations & developmental
questions
 Career plans assessed in light
of organisational needs
 Board shares personal insights
 Brainstorm specific
developmental suggestions &
connections
HiPo Development Review Board
HiPo
Executive
Committee
HR Facilitator
(Strategic
Business
Partner)
Executive
Coach
HR
Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61
Accelerating the Development
of High Potentials

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Executive Development Approaches
Executive Education (classroom/online),
Stretch Assignment, Action Learning,
Executive Coaching and Mentoring
Company/
Sponsor
Expectations
Individual/
Coachee
Expectations
Transition
Readiness
Assessment
Company/
Sponsor
Feedback
Individual/
Coachee
Feedback
Gaps
Action
Plan
Gaps
Action
Plan
Adapted from: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42
Download Complimentary e-copy from CEE Website at: http://www.cee-global.com/6/publication
Framework for Developing Sustainable
Leadership Pipeline
(Critical
EQ Competencies)

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• Next Generation of leaders at all levels demonstrate
a high degree of Emotional Intelligence in their role
• Emotionally intelligent leaders create an
environment of positive morale and higher
productivity resulted in sustainable employee
engagement
• Critical EI competencies includes: relationship
management; cross cultural communication;
effective negotiation and conflict management
Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with
Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010.
Download Complimentary e-copy from from: http://www.cee-global.com/6/publication
Leadership Competencies of Next
Generation of Leaders

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Importance of Developing Leaders in
Achieving Organisation’s Results
Sattar Bawany (2014), “Building High Performance Organisations with Results-based Leadership Framework” in
Leadership Excellence, November 2014 (11.2014) issue:www.hr.com/en/magazines/leadership_excellence_essentials/

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Growth Potential
Performance
Low Medium
High
Low
Medium
High
9 - Hi Potential Future Leader
Superior performer.
Strong possibility of promotion to
next level or beyond within
12 months.
Superior performer with moderate
possibility of promotion to next level or
expanded lateral move within organization
within 1-3 years.
Solid performer with strong possibility
of promotion to next level within
1-3 years based on increased job
performance in current role.
5 - Hold for Development
Solid performer in current role. May be
relatively new in position and still
growing into job.
Promotion likely in 2-3 years.
2 - Watch List
Performance not good. May be due to
change in job scope or wrong job.
Due to recent performance trend,
potential may be questionable.
3 - Unusual Case
Current performance is not good
but past performance has been strong
(could be short term issue or
wrong job, etc.).
7 - Pro in Position
Seasoned Professional.
Consistently superior performer,
difficult to replace but not likely
to be promoted within 12 months.
4 - Solid Performer
Performance has been solid.
Unclear whether individual can
grow with the job. Unlikely to be ready
for promotion in foreseeable future.
1 - Watch List
Performance is weak in current role.
Individual is doing just enough to get by.
Chances of fixing are remote.
Consideration should be given to
replacing the individual.
Best Practice: GE* Nine Box Model
*GE Crotonville’s Management Training Center

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Succession Plan
Organization Name, Department Name
___________________
Key Position Title
Incumbent
Name
Position
Vulnerability
Succession Candidate
Names
Open in
< 1 Yr
Open in
1–3 Yrs
Open in
3 + Yrs
Ready in
< 1 Yr
Ready in
1–3 Yrs
Ready in
3 + Yrs
Tool: Sample Readiness Level Chart

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Overall Performance Summary:
(Indicate recent performance including major accomplishments or performance issues.)
Key Strengths:
(List 2 - 3. Indicate key technical or professional competencies, skills or knowledge the person
has.)
Development Needs:
(List 2 or 3. Indicate key experiences, skills or knowledge the person lacks in order to move to
the next level.)
Development Actions:
1. On The Job: (What new responsibilities do you plan to assign to help this person develop
this year?)
NAME: ________________ TITLE: ________________
Sample Development PlanTool: High Potential Assessment - 1

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2. Special Assignment: (What task force, projects or special assignments will be given this
year to aid development?)
3. Training: (What specific training or seminars are recommended this year for his/her
development?)
Potential For Promotion:
(Indicate this persons readiness to be promoted to the next organizational level.)
Ready now for the next level.
Ready in the next 24 months.
Ready in 2 to 3 years.
Recommended Next Position: (List the next assignment that would most benefit the
individual in his/her development.)
Sample Development Plan (cont’d)Tool: High Potential Assessment - 2

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Group Exercise: Case Study on
TM and Succession Planning

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• Succession Planning Process:
 Identify a critical position in the organization (Ann, the CEO)
 Delve down three levels below the critical position: no one, then Abby (Head of
HR), and finally Robin (Head of Organisational Excellence)
• Looking at this example, what are the potential
challenges do you foresee to the subject of succession
planning for Ann’s role as the CEO and what are your
recommendations to the Board?
 Prepare your Group Response on Flipcharts and appoint a Spokesperson to
Present to the larger Group
 Duration: 15 minutes (Group Discussion) 15 minutes (Plenary Presentation)
Group Exercise: Case Study on
Succession Planning

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Module 5
Talent Retention:
Harnessing the Potential of
Your Multigenerational
Workforce

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VIDEO ON
GENERATIONAL DIFFERENCES
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Source: http://www.youtube.com/watch?v=i4JxRqWkNlQ

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Gen Z/ i-Generation /
Linksters
Generation Y /
Millenials
Generation XBaby BoomersTraditionalists
68 and over 50-67 33-49 19-32 18 and under
1922-1945 1946-1964 1965-1980 1981-1994 1995-2010
Value logic and
discipline,
stability, want a
legacy
Idealistic,
competitive,
questions
authority,
dislikes change,
recognition,
stellar career
Work/life
balance,
career
portability,
flexible, some
anxiety, dislike
micro
management
Value diversity,
technologically
superior,
change, want
meaningful
work, embrace
selected
technologies
and don’t let go
Technology a
part of life,
never lost,
multi-profiled,
multi
collaborators,
multi personality
multi locations
The 5 Generational Traits

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Generational Work Perspectives
Generation Years Born Work Perspectives
Traditionalists 1922 - 1945 “Company loyalty” - Believed they'd work for the same
company their entire career.
Boomers 1946 - 1964 “Live to work” - Believe in putting in face time at the
office. Women enter the workforce in large numbers.
Gen Xers 1965 - 1980 “Work to live” - Believe that work should not define their
lives. Dual-earner couples become the norm.
Gen Yers
(Millennials)
1981 - 1994 “Work my way” - Devoted to their own careers, not to
their companies. Desire meaningful work.
Gen Zers
(Linksters)
1995 to present “Living and Working their way” - Their struggles in the
work environment are tied to their youth and
inexperience. Desire for change, stimulation, learning and
promotion that will conflict with traditional organisational
hierarchies.
Sattar Bawany, ‘Unlocking unlocking the benefits of a multi-generational workforce in Singapore’,
http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore,
published in Singapore Business Review on 24 January 2013

69
What is the inter-generational mix in
Singapore?
• Key findings from survey commissioned by TAFEP :
 Together, Gen X and Gen Y make up 60% of the workforce
 Means that 40% of the workforce is over 50 years of age
• Most employees are:
 Working in multi-generational teams
 In some cases cross cultural teams
 In some cases with remote teams in other parts of the world
Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg

Source: The Straits Times, Singapore 8 April 2010

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Generational Differences

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Bringing a New Type of Language
to the Workplace
• Your gf is getto lol
• Rofl nah she’s cool
• Lol coolies ttyl gtg pos
Your girlfriend is lower class
laugh out loud
Rolling on the floor…
Laugh out loud, stay cool, talk
to you later, got to go,
parents over (my) shoulder

73
Group Discussion: Productivity Of
Multi-Generational Workforce
• What is the impact a multi-generational
workforce has on effectiveness and
productivity at your organisation?
• What are the operational challenges
and how would you resolve them?
What are your recommendations?

74
Source: http://www.youtube.com/watch?v=rDAdaaupMno

75
EI Mini Quiz
Important Note: The purpose of the following short quiz is to
provide you with an application of Emotional Intelligence (EI) in
managing a multigenerational workforce. The results you get from
this quiz are NOT a comprehensive picture of your EQ.

76
Scenario 1. You are a Baby Boomer Manager in a
meeting when a Gen Y colleague takes credit for work
that you have done. What do you do?
A. Immediately and publicly confront the colleague over the
ownership of your work.
B. After the meeting, take the colleague aside and tell her that
you would appreciate in the future that she credits you
when speaking about your work.
C. Nothing, it's not a good idea to embarrass colleagues in
public.
D. After the colleague speaks, publicly thank her for
referencing your work and give the group more specific
detail about what you were trying to accomplish.

77
Answer for Scenario 1
The Credit Stealing Colleague:
The most emotionally intelligent answer is D. By demonstrating an awareness of
work-place dynamics, and an ability to control your emotional responses, publicly
recognizing your own accomplishments in a non-threatening manner, will disarm
your colleague as well as puts you in a better light with your manager and peers.
Public confrontations can be ineffective, are likely to cause your colleague to
become defensive.
A. 0 Points – Immediately and publicly confront the colleague over the
ownership of your work.
B. 5 Points – After the meeting, take the colleague aside and tell her that you
would appreciate in the future that she credits you when speaking about your
work.
C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public.
D. 10 Points – After the colleague speaks, publicly thank her for referencing your
work and give the group more specific detail about what you were trying to
accomplish.

78
A. Ignore it – the best way to deal with these things is not to
react.
B. Call the person into your office and explain that their
behavior is inappropriate and is grounds for disciplinary
action if repeated.
C. Speak up on the spot, saying that such jokes are
inappropriate and will not be tolerated in your organization.
D. Suggest to the person telling the joke he go through a
diversity training program.
Scenario 2: You are a Gen X Manager in an
organization that is trying to encourage respect for racial
and ethnic diversity. You overheard a Gen Y employee
telling both sexist and racist jokes. What do you do?

79
The most emotionally intelligent answer is C. The most effective way to create an
atmosphere that welcomes diversity is to make clear in public that the social
norms of your organization do not tolerate such expressions. Confronting the
behavior privately lets the individual know the behavior is unacceptable, but does
not communicate it to the team. Instead of trying to change prejudices (a much
harder task), keep people from acting on them.
A. 0 Points – Ignore it - the best way to deal with these things is not to react.
B. 5 Points – Call the person into your office and explain that their behavior is
inappropriate and is grounds for disciplinary action if repeated.
C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate
and will not be tolerated in your organization.
D. 5 Points – Suggest to the person telling the joke he go through a diversity
training program.
The Racist Joke:

80
Scenario 3. You are a Gen Y Manager and have recently
been assigned a Baby Boomer in your team, and have
noticed that he appears to be unable to make the
simplest of decisions without seeking advice from you.
What do you do?
A. Accept that he "does not have what it take to succeed around here" and
find others in your team to take on his tasks.
B. Get an HR manager to talk to him about where he sees his future in the
organization.
C. Purposely give him lots of complex decisions to make so that he will
become more confident in the role.
D. Engineer an ongoing series of challenging but manageable experiences for
him, and make yourself available to act as his mentor.

81
The most emotionally intelligent answer is D. Managing multigenerational
employees requires high levels of emotional intelligence, particularly if you are going
to be successful in maximizing the performance of your team. Often, this means that
you need to tailor your approach to meets the specific generational needs of the
individual, and provide them with support to help them grow in confidence.
A. 0 Points – Accept that he 'does not have what it take to succeed around here'
and find others in your team to take on his tasks
B. 5 Points – Get an HR manager to talk to him about where he sees his future in
the organization
C. 0 Points – Purposely give him lots of complex decisions to make so that he will
become more confident in the role
D. 10 Points – Engineer an ongoing series of challenging but manageable
experiences for him, and make yourself his mentor (reverse mentoring)
The indecisive Baby Boomer Employee:

82
Module 6
Talent Engagement:
GROW Your Talent with
Managerial Coaching

83
“Coaches help people set better goals and then reach those
goals, provide the tools, support and structure to accomplish
them”
International Coaching Federation
“Coaching is a powerful, collaborative relationship between a
coach & a willing individual which enables, through a process of
discovery, goal setting the realization of strategic action”
Corporate Coach U
What is Coaching?

84
“Coaching is unlocking a person’s potential to maximise their own
performance. It’s helping them to learn rather than teaching them”
The Inner Game in Business by W Timothy Gallwey
“Coaching is the art of improving the performance of others.
Managers who coach encourage their teams to learn from and be
challenged by their work. Create the conditions for continuous
improvement by helping staff to define and achieve goals.”
Coaching Successfully by Roy Johnson and John Eaton.
What is Performance Coaching?

85
Helping an individual:
 “Learn what it takes” to improve existing
capabilities
 Set meaningful goals
 Be accountable for results
 Understand and eliminate barriers
Focus of Managerial Coaching

86
Intention
WordsRelationship
TRUST
COACHABLE MOMENT®
Those moments when an individual is open to taking in new information that will
effect a shift in his/her knowledge and behavior.
Being a Manager - Coach

87
1. Goal 2. Reality
• Invite self
assessment
• Feedback
• Is there a gap?
• Be creative – look at the
full range, brainstorm
• Offer suggestions for
consideration – beware
advice!
3. Options4. Wrap Up
• Identify possible
obstacles
• Commit to action
• Identify steps
• Agree support
• Agree topic for discussion
• Agree specific objective
of the session
• Set longer term aim
if appropriate
Gap?
The GROW Coaching Model

88
1. Goal 2. Reality
• What’s the evidence?
• What have you already tried?
• What did you learn
from that?
• What other feedback
do you have?
• If you looked at this from another
angle … what could you do then?
• What could you try now?
• What else?
• What could you do as a first step?
3. Options4. Wrap Up
• What do you want to cover today?
• What are you hoping to achieve today?
• What are the priorities?
• What other help/input do you need?
• When could you do this?
• What could get in the way of your plans?
• How will you overcome this?
• How will you/others know you’ve been
successful?
• End – what have you learnt from
today? How have we worked
together? What could we do
differently next time?
GROW – Coaching Questions

89
Conduct these role-play sessions in groups of 3. For each of the role-
play sessions, there will be an employee, a manager-coach and an
observer.
Preparation – 5mins
Coaching session – 10 mins
Debrief – 5 min
Rotate the roles after each role-play session.
Focus will be on a real-life case scenarios that you are currently
experiencing in your workplace/teams. Alternatively you may
consider one of the 3 examples workplace scenarios on page 65.
GROW – Coaching Practice Session

90
Module 7
Summary & Crafting a
SMART Personal Action Plan

Organization
Analysis
-Job descriptions
-Job specifications
Assessing the Employees
A B C D
Potential
Candidates
Performance
Evaluation
Bus. Results
Personal
Development
Activities
Talent
Review
Committees
Potancial
Candidates
and
Succession
Lists
Approval
of the
Lists
Analysis
Assessment
DevelopmentTalent
Development
Programs
January - April May-June July onwards......
Summary: Talent Management Process

92
Individual Exercise: Creating a
SMART Personal Development Plan
Specific Goal
Measurement When I achieve this goal, I will know I am successful because:
Other people will notice the following difference(s):
Actions What action will I take? What will I do differently?
Reality Check Is this goal achievable?
Why is this goal important?
What resource(s) do I need? Funding? Support?
Timeline When will I start?
When do I expect to meet my goal?

93
Appendix
Recommended Further
Readings and Videos in the
Participants’ Resource
Workbook

94
Key Readings and Resource
Bawany, S (2014) ’Winning the War for Talent 2.0 in Asia Pacific’ in Talent Management
Excellence Essentials, January 2014 (01.2014) issue.
www.hr.com/en/magazines/talent_management_excellence_essentials/.
Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership
Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid
Creation Publishing LLP, E-copy of the Chapter is available as a download from:
www.cee-global.com/6/publication
Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and
Purpose, Nicholas Brearly.
CEE Published Articles on Talent Management: www.cee-global.com/6/publication
CEE Past Presentations on TM: www.cee-global.com/7/speaking_engagements
94

95
GE Talent Machine - Interview with Jeff Immelt and Jack Welch:
http://www.youtube.com/watch?v=CCVy7OxThGo
The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach:
http://www.youtube.com/watch?v=G9ElB4RILm0
Talent Management Summit: Leading and Engaging a Multigenerational Workforce:
http://www.youtube.com/watch?v=BiCJ3s7mRSo
Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance:
http://www.youtube.com/watch?v=jZ6_-WhjT8I
TED Talk by Simon Sinek on Inspiring Leadership:
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
95
Recommended Videos

96
http://www.youtube.com/watch?v=03o1JZ7c7gI
Leading and Engaging Your Talent

97
If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts…

98
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE Global)
Strategic Advisor & Master Facilitator, IPMA Asia Pacific
C-Suite Master Executive Coach, Executive Development Associates (EDA)
Email: sattar.bawany@ceeglobal.com
Slideshare: www.slideshare.net/ceeglobal
LinkedIn: www.linkedin.com/in/ceeglobal
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/cee_global
Articles: http://www.cee-global.com/6/publication
Further Dialogue on Social Media

Hewitt’s
Human Capital
Consulting
In partnership with
The State of
Talent Management:
Today’s Challenges, Tomorrow’s Opportunities
Human Capital Institute | Hewitt Associates | October 2008
Resource Reading Materials for Masterclass Winning the War for Talent 2.0 Page 1 of 90

The State of Talent Management: Today’s Challenges, Tomorrow’s Opportunities
Copyright © 2008 Human Capital Institute. All rights reserved.
Hewitt Associates
For more than 65 years, Hewitt Associates (NYSE: HEW) has provided clients
with best-in-class human resources (HR) consulting and outsourcing services.
Hewitt consults with more than 3,000 large and mid-size companies around
the globe to develop and implement HR business strategies covering
retirement, financial and health management; compensation and total
rewards; and performance, talent, and change management. As a market
leader in benefits administration, Hewitt delivers health care and retirement
programs to millions of participants and retirees on behalf of more than
300 organizations worldwide. In addition, more than 30 clients rely on
Hewitt to provide a broader range of HR business process outsourcing
services to nearly a million client employees. Located in 33 countries,
Hewitt employs approximately 23,000 associates. For more information,
please visit www.hewitt.com.
For specific questions regarding this report, please send email to:
humancapitalconsulting@hewitt.com.
Human Capital Institute
The Human Capital Institute (HCI) is a catalyst for innovative new thinking
in talent acquisition, development, deployment and new economy
leadership. Through research and collaboration, our global network of
more than 130,000 members develops and promotes creativity, best and
next practices, and actionable solutions in strategic talent management.
Executives, practitioners, and thought leaders representing organizations
of all sizes, across public, charitable and government sectors, utilize HCI
communities, education, events and research to foster talent advantages
to ensure organizational change for competitive results. In tandem with
these initiatives, HCI’s Human Capital Strategist professional certifications
and designations set the bar for expertise in talent strategy, acquisition,
development and measurement. www.humancapitalinstitute.org.

Table of Contents
Research Highlights: Talent Challenges of Today...................................................... 1
The State of Talent Management.............................................................................. 5
Talent Strategy........................................................................................................... 6
Workforce Planning and Talent Acquisition............................................................. 10
Capability Development and Performance ............................................................ 15
Leadership and High Potential Development......................................................... 20
Talent Analytics........................................................................................................ 25
Recommendations for the Future............................................................................ 29
Acknowledgements................................................................................................. 33
About the Research................................................................................................. 34

1
Research Highlights: Talent Challenges of Today
Companies today face formidable talent challenges. The ability to sustain a steady supply
of critical talent is a challenge facing all organizations — worldwide. Among the issues
impacting the “next generation” workforce are impending skill shortages, an increasingly
cross-generational and diverse workforce, the need for knowledge transfer from retiring
baby boomers, and significant leadership gaps. Intense cost pressure from both traditional
and emerging competitors, new markets, and more demanding customers are additional
elements that give a new sense of urgency to the concept of talent management.
At a time when organizations need to optimize their workforces, most agree that talent
management is of strategic importance. To evaluate the extent to which companies act on
that belief, Hewitt Associates and the Human Capital Institute undertook a comprehensive
study seeking to assess the state of talent management practices in companies today.
About the Study
The research provides results from both a quantitative survey and qualitative interviews. The
survey was designed to gauge the maturity level of a comprehensive set of talent practices;
that is, the extent to which an organization’s practices are sophisticated, progressive, practical
and well executed. This enabled us to identify strength and challenges in talent management
and key areas of focus for the future. Nearly 700 senior-level talent leaders (both HR and
non-HR) participated in the study. Through supplemental in-depth interviews, we captured
innovative practices at select companies with more developed talent management practices.
This combination of quantitative survey data and qualitative interview results helped shape a
better understanding of the complex issues surrounding talent management today.
The growing recognition that the quality talent is a
sustainable competitive advantage, coupled with a realistic
view of the complexity and scope of changes in the global
workforce, has led to a renewed focus and urgency around
talent management. Based on nearly 700 responses,
human resources (HR) and business leaders overwhelmingly
identified “attracting and retaining skilled and professional
workers” as the workforce challenge most impacting their
organizational strategy. ”Developing manager capability,”
”retaining high performers,”“developing succession pool
depth,” and “addressing shortages of management or
leadership talent” closely followed.
Top 5 Workforce Challenges
1. Attracting and retaining
skilled professional workers
2. Developing manager
capability
3. Retaining high performers
4. Developing succession pool
depth
5. Addressing shortages of
management or leadership
talent

2
In today’s uncertain economic environment, it’s important that organizations address
talent issues promptly, but it’s equally important that they get them right — the first time.
There’s little room for trial and error, as all initiatives are expected to produce solid financial
results. Unfortunately, most companies are still struggling to institutionalize effective talent
management practices and programs.
Positive Results
Based on the results of this research, our collective experience, and prior research findings,
we believe that organizations are indeed improving their talent management capabilities.
The skills, performance, engagement, adaptability, and continuity of an organization’s
workforce are indisputably a core competitive advantage and prerequisite for sustained
financial success. Increasingly, organization leaders, starting with top officers, understand the
business payback of focusing on getting these things right. As a result, the advances being
made in talent management can be attributed to the following:
Senior Leaders Recognize Superior Talent as a Business Advantage: Senior leaders
do “get it.” In nine out of ten organizations, they believe superior talent provides a
vital competitive advantage. They increasingly recognize the critical linkage between
effective talent management and business success.
Focus on Talent Management: The pressure to attract and retain key talent has led
organizations to expend increased energy and resources on talent-related initiatives
over the past half-decade. Significant progress has been made on a variety of talent
management fronts — from getting foundational programs in place to creating and
deploying new programs, such as high potential development, leadership development,
and succession planning. However, most of the progress has been made in the
executive ranks, with less focus beyond the highest management levels.
Leadership Involvement: The need for more leadership involvement in talent
management is driven by the criticality of talent strategy development, articulation, and
execution. Some business leaders are starting to play an increasingly visible and active
role in talent management, understanding that their practices must be aligned with
these talent strategies in order to have a direct impact on workforce engagement and
performance.

3
Opportunities for Improvement
Although organizations have made significant progress raising awareness and attention to
talent management and implementing foundational programs, these efforts have not led
to well-executed talent management programs that are aligned with business priorities.
Organizations still lag in their ability to integrate talent management programs and evaluate
the return on their talent investments. The reasons are many, including:
Human Capital is Not Sufficiently Aligned With Business Strategy: While senior leaders
clearly recognize the importance of human capital, a number of companies struggle to
connect their people practices with their business imperatives. Only 17% of respondents
say their workforce strategy is consistently aligned with their business strategy across the
organization, while even fewer (7%) report consistently utilizing a specific quantitative
framework in which investments in talent management are aligned with business results.
Lack of Accountability and Capability for Talent Development: While most organizations
hold their executives and managers accountable for achieving business results, they are
not being held accountable for talent development. Few organizations consistently hold
managers (7%) or senior executives (10%) accountable for developing their direct reports.
Furthermore, most managers lack the basic capability to develop talent effectively. Just
5% of organizations say their managers have the skills to grow people in their jobs or to
provide the constructive feedback that supports and encourages employee development
consistently across the organization.
Inconsistent Execution and Integration of Talent Programs: The majority of companies
report having fundamental processes for talent management in place, such as basic
workforce planning, development programs for high potential employees, and
succession planning. However, few consistently execute these programs across the entire
organization. While slightly more than two-thirds (69%) of companies say they conduct
workforce planning across all divisions and business units, fewer than one-fifth (15%) do so
consistently. Furthermore, only 21% of companies consistently integrate talent practices
across the organization (e.g., rewards are tied to performance; performance is tied to
development).
Limited Use of Meaningful Talent Analytics: Data and analysis have long played a role in
driving business decisions; yet when it comes to talent analytics, most organizations have
a long way to go. Mired in tracking traditional workforce measures, such as headcount,
turnover, and cost-based metrics, few have graduated to tracking the metrics that
matter. Fewer than 10% of responding companies measure the effectiveness of talent
management programs, track the quality of talent, or use specific quantitative frameworks
to align human capital investments with their business strategy.
.

4
Select Companies are Leading the Way
There are exceptions, of course. Despite the monumental challenges facing organizations, a
few select companies have made significant strides in managing talent. What sets them apart
is their dedication and commitment to talent management and the creative, comprehensive
approach they take to developing their people in the following ways:
Depth and Consistency of Practices: Talent management is given top priority at these
companies — and it shows. Specific programs, such as talent reviews and succession
planning, are institutionalized throughout the organization, ensuring they are implemented
and integrated consistently across businesses, geographies, and employee segments.
Managers are taught how to develop employees, and talent programs are pushed deeper
into the organization to reach a broader group of employees.
Higher Commitment and Accountability for Talent Development: Abandoning the
belief that talent management is solely HR’s domain, these organizations consider it a
shared business and HR responsibility requiring active engagement, commitment, and
accountability from leaders and managers. From the CEO down, these business leaders
not only emphasize the importance of talent management, but are also actively engaged in
the processes. Additionally, they hold themselves responsible and accountable in tangible
ways for developing the next generation of talent across the entire organization — not just
at the leadership level.
Progressive and Innovative Practices: Never satisfied with the status quo, these
organizations are consistently investing in new ways to manage talent. Approaches vary
widely, but examples include progressive approaches to workforce planning, innovative
employer branding strategies, and more comprehensive efforts related to onboarding
and development of high potential employees. Some leading organizations are using
sophisticated predictive analytics to help drive strategic human capital decisions and
ensure that those decisions are aligned with the business strategy.
While most organizations still struggle to manage their talent effectively, select employers are
leading the way. They serve as role models to those who are struggling to build core talent
management capability by holding leaders and managers accountable for talent initiatives,
driving greater consistency in talent programs globally, and continually seeking new and
progressive ways to manage talent. The increased adoption of these approaches to talent
management point to an evolutionary trend toward better practices overall.
This report identifies the talent challenges that exist today, summarizes key findings from
the research, and draws examples of innovative talent practices from select companies.
Recommendations based on the research provide a foundation upon which companies can
build and strengthen their talent management capability to meet the business challenges of
the future.

5
5
Today’s fast-paced, global business environment, coupled with the ever-
growing challenge of a rapidly changing workforce, requires a well-planned,
rigorous approach to talent management. Fortunately, both HR and business
leaders recognize that talent is a critical driver of business performance. It
comes as no surprise then that talent management practices are often cited
as a key strategic priority. However, the execution of these practices is where
companies often fall short.
To gain a better understanding of the state of talent management, we
examined current practices in five specific areas: Talent Strategy; Workforce
Planning and Talent Acquisition; Capability Development Performance;
Leadership and High Potential Development; and Talent Analytics.
Using this framework, we examined talent management practices holistically
— from initial strategy through measurement practices. We looked at all
major areas related to how organizations acquire, develop, retain, and
reward employees. Beyond prevalence, we examined the sophistication of
such programs and the effectiveness of their execution. Finally, we analyzed
the extent of alignment; that is, how an organization’s talent management
strategy aligns with its business goals and how individual talent management
programs and processes connect to one another.
The State of
Talent Management
Talent Strategy
Talent Analytics
Workforce
Planning Talent
Acquisition
Capability
Development
Performance
Leadership
High Potential
Development

6
Talent management is a complex discipline, encompassing a wide array of
programs and processes. For such initiatives to be successful, a concrete
talent strategy must serve as a constant guide, providing direction for how
the organization will acquire, develop, and retain employees, while always
reflecting the key business goals of the organization. Successful companies
embed their talent strategy into the overall strategic planning process,
integrating individual programs and practices to ensure they are all driving
toward the same set of objectives.
Senior leaders value talent, but there is limited alignment with business
strategy
No strategy can be effective without the support of senior leadership —
and talent management is certainly no exception. In the past, HR struggled
to convince business leaders to invest their time and money in talent
management. Today, the challenge is not just whether to invest resources in
talent management, but also how to identify what talent practices provide
the greatest return; where leaders can most effectively spend their time
developing people; and how to drive greater consistency, integration, and
alignment of talent practices with the business strategy.
Without a doubt, senior leadership plays a key role in creating a culture
that supports talent development. This belief was strongly echoed by our
survey respondents, with 92% agreeing that their senior leaders see superior
talent as providing a vital competitive advantage. At Humana, for example,
CEO Michael McCallister clearly demonstrates the importance of aligning
the company’s consumerism strategy with human capital. He is credited
with fostering a culture of growth and development. By providing visible
support and commitment, he instills a “talent mindset” throughout the
organization — that is, a deep conviction that the best and brightest will
create shareholder value.
Many more CEOs today are active champions for talent management and
they and their leadership teams try to foster talent cultures within their
organizations. At McDonalds, a Hewitt Top Companies for Leaders winner,
CEO Jim Skinner has designated talent management and leadership
development as one of his top three priorities. It’s a commitment he
embraces in his everyday actions. At every opportunity, he espouses
the importance of talent and leadership development, both in regular
communications and when speaking publicly.
Key Findings in Talent
Strategy and Planning
Senior leaders value talent,
but there is limited alignment
with business strategy
Consistent execution and
integration of talent practices
continues to fall short
Organizations are building
stronger employment brands
as part of their talent strategy
Talent Strategy

7
In these select companies, the alignment and integration of workforce
strategies with business strategy underscores the high priority that
companies are placing on talent management. Granted, not all organizations
have managed to successfully translate leadership’s belief in talent
management into concrete actions that are linked to the business. While over
three-quarters (78%) of companies report aligning and integrating workforce
strategies with their overall business strategy to some or a considerable
degree, just 17% say they are doing so consistently across the organization.
Some attention is being placed on the identification of critical roles as part
of this alignment process. More companies today recognize that they have
limited dollars to spend on talent management and are looking for ways
to get the highest value from their investment. One way of doing this is to
identify future critical roles that will have the greatest impact on business
success and focus planning efforts more heavily on these roles. Today, 42%
of companies are identifying critical roles and capabilities to a considerable
degree within their organizations, but only 17% are doing this consistently
across the organization. This inability to consistently identify future skill
requirements creates challenges for organizations trying to build capability.
Figure 5: Degree of Alignment
and Integration of Workforce
Strategy with Business Strategy
Figure 6: Degree to Which
Critical Roles and Capabilities
are Identified
0
5
10
15
20
25
30
35
40
To Some
Degree
Not at All To a
Considerable
Degree
Consistently
Across the
Organization
40%
38%
4%
17%
0
10
20
30
40
50
Consistently
Across the
Organization
To a
Considerable
Degree
To Some
Degree
Not at All
42%
38%
3%
17%

8
Consistent execution and integration of talent practices continues
to fall short
While most companies have fundamental talent management processes
in place, few have managed to consistently execute and integrate such
capabilities across the organization. Just 13% report consistent execution
of talent management practices across all regions in which they operate. In
addition, little is being done to integrate talent practices with other talent
initiatives (e.g., tying rewards to performance). According to our survey, only
21% of companies do so consistently.
Through our broader research, we have found that companies with more
mature talent practices are driving better integration and consistency
through a combination of approaches including:
1) Investing in robust talent management technology solutions coupled
with process redesign;
2) More clearly defining corporate and field HR roles for designing and
delivering talent solutions, including greater use of talent specialists (in
some cases business partners) in the field to help improve integration;
and
3) Implementing global centers of excellence for talent management to
improve the coordination and consistency of practices across regions
and businesses.
Figure 7: Degree to Which
Organizations Execute and Align
Talent Practices
Not at
All
To Some
Degree
To a
Considerable
Degree
Consistently
Across the
Organization
Execute consistent talent
management practices across all
regions in which you operate
11% 45% 31% 13%
Integrate talent practices (e.g.,
rewards are tied to performance;
performance is tied to
development)
6% 38% 35% 21%

9
Organizations are building stronger employment brands as part of
their talent strategy
Leading organizations have clearly defined employment brands that
include a strong focus on diversity and corporate social responsibility. As
part of their brands, these companies also clearly define the values and
behaviors that they expect from people in the organization. Recognizing
that a compelling employment brand is critical to becoming an employer
of choice, organizations are building employment brands as a long-term
solution for attracting the best quality applicants. More than one-half (60%)
of survey participants report having a clearly established and well-defined
employment brand, and 50% say they believe their employment brand
provides a clearly differentiated competitive advantage that attracts and
retains the best talent. In a sign that employment branding is working, nearly
one-half (46%) of respondents report that their leaders and managers can
describe the brand in consistent terms.
Closely linked to a strong employment brand is a clearly defined set of
values that signal what an organization considers important. Here, the
majority of organizations (88%) report having a clearly articulated set of
values. Increasingly, these values include cultivating an inclusive work
environment, an endeavor that has been embraced by the vast majority of
organizations. Two-thirds (67%) of companies are actively working to develop
and sustain a culture of diversity and inclusion, while 24% report doing so
consistently across the organization.
Increasingly, employers are coming to understand that a winning strategy
includes a compelling employment brand, an inclusive work environment,
and the foundation of strong values. Without these key components, it will
be nearly impossible to succeed in today’s talent market.
0 10 20 30 40 50 60
Our employment brand provides a
clearly differentiated competitive advantage
that attracts and retains the best talent
All of our leaders and managers
would describe our employment brand
in consistent terms
We have a clearly established and
well-defined employment brand
50%
50%
46%
54%
60%
40%
Agree
Disagree
Figure 8: Employment Brand

10
Both workforce planning and talent acquisition are critical links in an
organization’s talent supply chain. Some companies are using increasingly
sophisticated approaches to workforce planning and talent acquisition
as part of their strategic business planning process. Successful workforce
planning and talent acquisition initiatives focus on meeting both the
short- and long-term workforce needs. These areas are often the most
visible services that HR provides, yet many HR organizations struggle with
developing an effective approach that meets business needs.
Some companies are investing heavily in building workforce planning
and talent acquisition capability, but most organizations approach these
areas in limited ways — focusing primarily on meeting the talent needs
of today, with very little emphasis on tomorrow. While most organizations
have foundational recruiting programs and processes in place, workforce
planning and talent acquisition processes are often not integrated and
technology is underutilized. Despite these challenges, most organizations
report being able to attract the talent they need.
Workforce planning in most organizations is short-term focused,
although some companies are becoming more strategic
Effective workforce planning requires a clear understanding of what talent
is currently in place and what is required to be successful in the future. By
matching future demand to current supply, organizations can effectively
identify their hiring needs and use these projections to inform their sourcing
efforts. While 69% of companies say they conduct workforce planning
broadly across all divisions and business units to some or a considerable
degree, only 15% report doing so consistently throughout the organization.
Most workforce planning efforts focus on top executive, management,
and critical roles. Thirty to forty percent of the companies surveyed report
using workforce planning to forecast the supply and demand of talent in
these roles for one to two years in advance, and 33% of companies report
forecasting top executive talent needs three or more years in advance.
However, below the senior leadership level, few companies are looking out
beyond two years to identify the kind of skills and capabilities needed to
support the business long-term. Only one out of ten companies forecasts its
Key Findings in Workforce
Planning and
Talent Acquisition
Workforce planning in most
companies is short-term
focused, although some
companies are becoming
more strategic
Talent Acquisition
fundamentals are in place but
there is plenty of room for
improvement
Despite challenges, most
companies report being able
to attract the talent they need
Workforce Planning and
Talent Acquisition

11
talent requirements for front line management and critical non-management
roles three or more years into the future. Remarkably, at least one-fifth of all
companies do not forecast supply and demand for any employee segment.
While these findings show limited use of workforce planning, a small, but
innovative group of organizations are using more advanced workforce
planning techniques, such as leveraging predictive workforce analytics to
anticipate both supply and demand for key skills and capabilities. John
Deere, for example, has adopted a sophisticated forecasting process for
projecting its internal supply of talent in key areas. Employing simulation
software adapted from its engineering group, the company factors in
historical trends with retirements and resignations, using an algorithm
to project retirement patterns. Drilling down relatively deeply into the
organization, John Deere is able to more accurately project supply,
particularly for specific critical skill sets. This process has proven to be an
effective means of forecasting which skills and capabilities will be needed to
meet business requirements up to five years into the future.
Figure 9: Forecasting the
Supply and Demand for Skills
(Years in Advance)
30%
25%
29%
36%
21%
24%
21%
14%
26%
3–5 years
1–2 years
Less than 1 year
No forecast
More than 5 years
0 5 10 15 20 25 30 35 40
Critical Non-Management
Roles (Product
Development,
Scientist, IT, etc.)
Front Line Management
(Manager, Supervisor,
or Equivalent)
Senior Management
(SVP, VP, Directors,
or Equivalent)
Top Executive Talent
(Business Unit Leaders)
2%
8%
27%
19%
34%
10%
1%
18%
5%
11%
7%

12
Talent acquisition fundamentals are in place, but there is plenty of
room for improvement
Most organizations have the fundamental aspects of talent acquisition firmly
in place, including processes to ensure compliance, incentives for employee
referrals, and internal job posting mechanisms.
However, few organizations have well-integrated talent acquisition
processes or are effectively leveraging technology. A mere 16% of
organizations consistently use technology to automate their recruiting
processes. Their shortcomings don’t stop there, as little is being done to
integrate talent acquisition practices with other talent initiatives. While
68% of organizations make considerable use of competency-based hiring,
just 12% of organizations consistently link candidate screening criteria to
other talent management processes, such as performance management,
development, and succession planning.
Despite challenges, most companies report being able to attract the
talent they need
Nonetheless, most organizations believe their talent acquisition efforts
are paying off. The majority (73%) feel they are successful in consistently
attracting high-quality candidates. Even more encouraging, 82% report that
these candidates typically accept their job offers. Organizations are less
certain that their future supply of candidates will meet their stated diversity
goals. However, these findings indicate a high degree of satisfaction with the
outcomes of their talent acquisition processes.
Figure 10: Fundamental Talent
Acquisition Practices
0 20 40 60 80 100
We have processes in place that
ensure compliance with government
regulations and laws
We provide incentives for employees
to refer candidates
We have an effective internal job posting
process and policy that facilitates growth
and movement within the organization
79%
98%
70%
30%
21%
2%
Agree
Disagree

13
This is certainly good news, but it is important to note that the talent
acquisition process does not end with attracting quality candidates. It is
equally critical to have a comprehensive approach to assimilating new hires.
Unfortunately, this is an area where we have discovered companies to be
faltering:
Only 20% consistently use a systematic onboarding process for new
hires across the entire organization.
54% do not offer networking, mentoring, or job support for the first
6- to 12- months of employment.
45% of organizations report an inability to maintain a high level of
engagement with new hires during their first year.
Figure 12: Attracting Quality
Candidates
0 20 40 60 80 100
We consistently attract
high quality applicants
Our high quality applicants
tend to accept our job offers
We have a strong pipeline
of diverse candidates
40%
73%
82%
18%
60%
27%
Agree
Disagree
Figure 11: Use of Technology
and Integration
0 5 10 15 20 25 30 35 40
Link candidate screening criteria
to other talent management processes
such as performance management,
development, and succession planning
Interview job applicants using
competency-based and/or
behaviorally-based techniques
Leverage recruitment
technologyin all aspects of
the recruitment process
16%
29%
38%
16%
29%
39%
25%
7%
23%
12%
25%
39%
Consistently across
the organization
To a considerable
degree
To some degree
Not at all

14
Given the importance of having the right talent in place — as well as the high
cost of recruiting new employees — it is critical for organizations to place
significant emphasis on their onboarding and assimilation efforts to ensure
retention during the first 12 months and beyond.
While most organizations struggle in this area, select organizations are
applying more proactive approaches to improve onboarding and assimilation.
One company we interviewed recently launched an onboarding Web site
designed to introduce new hires to the organization. In addition to a welcome
message from the CEO, it provides information about the company’s history
and leadership principles. New hires can take a virtual tour of the office and
access information about the orientation process, as well as a set of checklists
for the first 90 days. The site also features corresponding manager checklists
to ensure that managers are clear about their role in the onboarding process.
Seeking feedback on the onboarding experience, they ask new hires to
complete an evaluation after one month and then again after four months.
That information is then used to make improvements to the program. The
company reports very limited turnover during the first year of employment,
an accomplishment which it attributes in large part to the effectiveness of the
onboarding program.

15
Achieving sustained organizational performance through the development
of a capable workforce lies at the very heart of talent management.
Unfortunately, most companies aren’t very good at it. More than one-half
(56%) of the respondents in our study do not feel their organization is
effective at developing the capability of their employees. Outside of the
leadership ranks, capability development occurs sporadically — and with
limited accountability. Further, most organizations do not believe that their
managers have the capabilities needed to manage and develop talent.
Employees are not getting sufficient guidance on how to develop their
skills and grow in the organization. The lack of accountability for developing
talent below executive levels, coupled with managers’ lack of capability
to develop talent, are key drivers of the struggle many organizations have
effectively and consistently executing talent management practices.
Lack of accountability and capability for workforce development
Organizations successful at building capability and bench strength
demonstrate the value of employee development. Commitment starts at
the top and permeates all management levels. These leading organizations
are truly on the front lines of talent development — guiding, rewarding,
inspiring, and growing their talent pools. According to Hewitt’s Top
Companies for Leaders study1
, leaders and managers in Top Companies
spend significant amounts of time on talent development. In the vast
majority of Top Companies, leaders (including the CEO and Board) spend
at least 20% of their time developing talent. Granted, much of this focus
is driven by a sense of accountability, as 70% of Top Companies hold their
leaders formally accountable for developing talent. At American Express, for
example, 25% of the senior leadership team’s annual incentive is based on
their performance against specific talent and employee objectives.
Here, our research reveals some interesting differences in the focus on
accountability for results versus accountability for development. The vast
majority of organizations agreed that senior executives and managers are
held accountable for achieving business results (88% and 87%, respectively).
However, this focus on results does not extend to the workforce capability
development needed to support organizational priorities. Only 10% of
organizations consistently hold senior executives accountable for developing
Capability Development
and Performance
Key Findings in Capability
Development and
Performance
Lack of accountability and
capability for workforce
development
Select organizations
directly tackle capability
development challenges
Reward differentiation is
still more of a concept than
a reality
1
Hewitt Associates, Top Companies
for Leaders 2007: North American
Highlights, October 2007

Aventis Masterclass on Winning War for Talent 2.0 on 17 18 December 2014

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