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Winning The War For Talent

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Winning The War For Talent

  1. 1. Winning The War For Talent
  2. 2. What Is Talent? Dictionary Meaning Of Talent: 1. Innate ability, aptitude, or faculty, especially; above average ability: 2. A person or persons possessing such ability
  3. 3. Manager’s Definition Of Talent <ul><li>Great managers define talent as: </li></ul><ul><ul><li>&quot;a recurring pattern of thought, feeling or behavior that can be productively applied.&quot; </li></ul></ul><ul><ul><li>Every role, performed at excellence, requires talent, because every role, performed at excellence, requires certain recurring patterns of thought, feeling or behavior, excellence is impossible without talent </li></ul></ul>
  4. 4. What is War For Talent? <ul><li>A term coined by Steven Hankin of McKinsey & Company in 1997, and a book by Ed Michaels , Helen Handfield-Jones , and Beth Axelrod , Harvard Business Press , 2001. </li></ul><ul><li>It refers to an increasingly competitive landscape for recruiting and retaining talented employees focussing on not a set of superior Human Resources processes , but a mindset that emphasizes the importance of talent to the success of organizations . </li></ul><ul><li>From Wikipedia, the free encyclopedia </li></ul>
  5. 5. Talent Assessment <ul><li>Critical talent are the people who create the value an organization needs to succeed. </li></ul><ul><ul><li>Who possesses the greatest current and future potential? </li></ul></ul><ul><ul><li>What emerging workforce trends will impact your ability to deliver value? </li></ul></ul><ul><ul><li>Which strategies, skills, and capabilities are crucial to your current and future success? </li></ul></ul>
  6. 6. What is Talent Management? <ul><li>As institutions strive to meet strategic goals, they must ensure that they have a continuous process for recruiting, training, managing, supporting, and compensating their employees </li></ul><ul><li>Keeping “the end in mind”: design performance management, competency, leadership development, and succession planning </li></ul><ul><li>Alignment of employees with business priorities to deliver greater performance and results </li></ul>
  7. 7. What Is A Talent Management Strategy <ul><li>Talent Management Strategy is found in white space between HR Processes and Business Strategy. </li></ul><ul><li>The Objective is to move beyond optimizing talent to transforming talent into a strategic advantage. </li></ul>
  8. 8. What is Driving the Current Focus on Talent Management? <ul><li>Emerging technologies are changing the employee competencies needed in organizations </li></ul><ul><li>The context in which we do business is more complex and more competitive </li></ul><ul><li>Employee expectations are changing with a desire for work-life balance and meaningful jobs </li></ul><ul><li>Acute Shortage of Employable Human Resources </li></ul>
  9. 9. The Need for Talent Management Strategy <ul><li>Companies scoring in the top quintile of talent-management practices outperform their industry's mean return to shareholders by a remarkable 22 percentage points.” </li></ul><ul><li>“ The War for Talent, Part Two,” McKinsey Quarterly, May, 2001 </li></ul><ul><li>“ Just over 20 per cent of personnel managers can see little or no link between &quot;talent management&quot; and their organization's goals… Fewer than half believe the two are closely linked in their organization.” </li></ul><ul><li>“ Demographics, globalization, and the characteristics of knowledge work present long-term challenges that reinforce the argument for putting workforce planning and talent management at the heart of business strategy and for giving those issues a bigger share of senior management’s time.” </li></ul><ul><li>“ Making Talent a Strategic Priority,” McKinsey Quarterly, 2008, No. 1 </li></ul>
  10. 10. <ul><li>Talent Management is critical for Public Sector Institutions and Not For Profit Organisations too because…… </li></ul><ul><li>To fulfill is mission and Vision it depends on Talent more than anything else….. </li></ul><ul><li>These type of organisations face constraints on compensation </li></ul><ul><li>Often, these institutions have rigid set of recruitment norms </li></ul><ul><li>Other institutions come to these places for “Cherry Pickings” since these are good breeding grounds for talent……… </li></ul><ul><li>Therefore, Talent Management Strategy is important in Public Sector Institutions and Not For Profit Organisations also……… </li></ul>
  11. 11. Does HR Have the Capability? <ul><li>Business Unit Leaders ranked HR’s ability to provide credible advise on Work-Force Planning among the lowest of 24 HR functions / Operations. </li></ul><ul><li>This is particularly true in the Public Sector where only 13% and 17% of the Business Leaders respectively rank HR’s ability as “Effective” or “ Very Effective” </li></ul><ul><li>Source: Corporate Leadership Council 2009 </li></ul>
  12. 12. HR May Not Lead All Talent Activities <ul><li>Top Down: HR Leads </li></ul><ul><li>Define career path/ </li></ul><ul><li>Job Family / </li></ul><ul><li>Job Profile etc. </li></ul><ul><li>Develop Competencies </li></ul><ul><li>Define Talent Elements </li></ul><ul><li>Implement processes / programs </li></ul><ul><li>Bottom Up: Operation Leads </li></ul><ul><li>Create New Development opportunities and new jobs </li></ul><ul><li>Define Roles & Responsibilities for each employee and utilize skills </li></ul><ul><li>Share career information and guide talent for engagement </li></ul>
  13. 13. Work Force Planning
  14. 14. What Is Work-Force Planning “ Work-Force Planning is a process that provides strategic direction to talent management activities to ensure an organisation has the right people in the right place at the right time and at the right price to execute its business strategy”
  15. 15. Top Challenges in Work-Force Planning <ul><li>Lack of defined methodology or process for WFP </li></ul><ul><li>Inadequate tools and technology for the managing process </li></ul><ul><li>Vague & weak link in Business Strategy & Work-Force requirements </li></ul><ul><li>Lack of commitment or ownership from Business Leaders </li></ul><ul><li>Shortage of Funds & Executive Time to implement plans & programs </li></ul><ul><li>HR kept away (ignorant of ) from Business Goals and critical & challenging areas </li></ul><ul><li>Lack of success at Work-Force Planning </li></ul>If you can measure it…..you can improve it!
  16. 16. Consistent Workforce Planning Methodology EXIT ENTER WFP Objectives Forecast Demand Evaluate Supply Analyze Gaps Manage Gaps Apply TM Strategy
  17. 17. Workforce Segmentation <ul><li>Workforce Segmentation is taking a larger workforce plan and breaking it down into components ( Segments, Job Families) that have more strategic importance. </li></ul><ul><li>This allows organisations to analyze dynamics, needs and motivations of the critical roles, thus facilitating to invest scarce resources more strategically. </li></ul>
  18. 18. Workforce Segmentation Example Increased Investment Roles That Affect Strategy Strategic Critical To Driving Long Term Competitive Advantage, with specific Skills or Knowledge Core The “Engine Of Enterprise” Unique to institution and core to delivering on its Products & services Build Protect Roles That Are Affected By Strategy Requisite Cannot do without, but whose value could be delivered through alternate Staffing Strategies ( Eg; Outsourcing, Automation Technology ) Non-Core Talent whose skill sets no longer align with the institution’s strategic Direction Streamline Outsource Redirect Talent Segment and Value Strategic Action
  19. 19. Talent Management Process Assessment and Evaluation Compensation Performance Learning Succession Plan Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004 . Recruit Develop Deploy Retain
  20. 20. Recruiting Talent <ul><li>Focus on Strategic Recruitment: </li></ul><ul><ul><li>Long Term Vision ( Build or Buy) </li></ul></ul><ul><ul><li>Competency Metrics (Articulate competencies & measure) </li></ul></ul><ul><ul><li>Cost-Benefit Analysis ( Better spend to retain than recruit) </li></ul></ul><ul><li>Be proactive, not just reactive </li></ul><ul><ul><li>Succession Plan ( Develop II nd line and groom rather than recruit) </li></ul></ul><ul><ul><li>Demographics of the Work-Force </li></ul></ul><ul><ul><ul><li>( Watch each segment and not just total workforce, </li></ul></ul></ul><ul><ul><ul><li>parts make the whole) </li></ul></ul></ul><ul><li>Include Generational Recruitment </li></ul><ul><ul><li>Recruit to cater to the future needs and not just present issues </li></ul></ul>
  21. 21. The Advertisement Gap <ul><li>What the Companies advertise…… </li></ul><ul><ul><li>Fun Environment at work </li></ul></ul><ul><ul><li>Mission & Vision of the institution </li></ul></ul><ul><ul><li>Stress free Life Style & challenging work </li></ul></ul><ul><ul><li>Industry Lead Performance </li></ul></ul><ul><li>What the employees seek </li></ul><ul><ul><li>Opportunities for “Development” </li></ul></ul><ul><ul><li>Freedom & Autonomy at work </li></ul></ul><ul><ul><li>Values & Culture of institution </li></ul></ul><ul><ul><li>Differentiated Performance linked compensation Packages </li></ul></ul><ul><ul><li>Process oriented and professionally managed institution </li></ul></ul>
  22. 22. What is “Quality Of Hire” <ul><li>Quality Of Hire ( QOH) is the set of Meaningful Work-Force Measurements, unique to each institution, that defines success in hiring and retaining the right talent to fuel business. </li></ul><ul><li>These measurements need to be numerically based ( or converted to numbers) and derived from Business Results. Some commonly used Metrics are: </li></ul><ul><ul><li>Productivity at certain point ( After 90 Days, 1 year etc.) </li></ul></ul><ul><ul><li>Retention Rates and Turnover Rates </li></ul></ul><ul><li>Quality Of Hire is important component of Talent Management Strategy </li></ul>
  23. 23. Effectiveness Of Talent Acquisition Process <ul><li>Effectiveness of Talent Acquisition Process commonly known as Recruitment & selection process observed from: </li></ul><ul><ul><li>Time to Hire ( Elapse Rate) </li></ul></ul><ul><ul><li>Conversion Ratio </li></ul></ul><ul><ul><li>Cost of Recruitment </li></ul></ul>
  24. 24. Measuring Quality Of Hire <ul><li>Quality Of Hire Formula: </li></ul><ul><ul><li>QoH = PR+ HP+ ( HR/N) </li></ul></ul><ul><ul><li>Where </li></ul></ul><ul><ul><ul><li>PR= Average Performance Ratings of New Hire (%) </li></ul></ul></ul><ul><ul><ul><li>HP= % of New Hires reaching acceptable Performance Ratings in acceptable time frames </li></ul></ul></ul><ul><ul><ul><li>HR= % of New Hires retained after 1 year </li></ul></ul></ul><ul><ul><ul><li>N= number of Indicators </li></ul></ul></ul><ul><ul><li>For Example: </li></ul></ul><ul><ul><ul><li>70+75+ (80/3) = 75 </li></ul></ul></ul>
  25. 25. Levers Affecting Quality Of Hire and Benefits of Improving Quality Of Hire <ul><li>Levers Affecting QoH </li></ul><ul><li>Branding Of Employer </li></ul><ul><li>Work-Force Planning </li></ul><ul><li>Recruitment & Selection </li></ul><ul><li>On-boarding & Orientation </li></ul><ul><li>Performance Management </li></ul><ul><li>Talent Management </li></ul><ul><li>Benefits Of QoH </li></ul><ul><li>Positive Productivity </li></ul><ul><li>Higher Engagement levels </li></ul><ul><li>Better Brand Equity </li></ul><ul><li>Reduction in Hire Costs </li></ul><ul><li>Better retention Rates </li></ul><ul><li>Improved bottomline </li></ul>
  26. 26. People Aren’t Your Greatest Assets Get your Team to work together…not against! 57% Recruiters feel Hiring Managers Do not Understand Recruiting 63% Of Hiring Managers feel Recruiters don’t understand recruiting The Right People are!
  27. 27. Sources Of Poor Quality Of Hire Poor Quality Sources Vague Job & Candidate Profile Poor Quality Sources Loss Of Quality Due to Poor Selection Process Lost Quality due to Lethargic Process Loss of Productivity due to QoH Fish where fishes are……. And once in sight………. catch them fast………
  28. 28. Selection Fundamentals <ul><li>Decide the Benchmarks </li></ul><ul><li>Design the Tests to </li></ul><ul><li>Identify Talent </li></ul><ul><li>Predict Post appointment Performance </li></ul>Talent Pool Candidate's Qualifications Low High Post Appointment Job Performance Unacceptable Superior Qualifying Standards Targeted Performance
  29. 29. Techniques to Improve Selection Fundamentals <ul><li>Specific Job Descriptions and Competency Profile for the Job </li></ul><ul><li>Exhaustive Application Blanks </li></ul><ul><li>Trade Tests and Professional Knowledge Tests </li></ul><ul><li>Group Tasks and Groups Discussions </li></ul><ul><li>Sequential Interviews or Panel Interviews </li></ul><ul><li>Job Specific Psychometric and Psychological tests </li></ul><ul><li>Reference an antecedents check </li></ul>
  30. 31. Sources Of Recruitment Effort/ Cost Low High Strategic Value to the Organisation Low High Campus Recruitment Internal Search, Transfers and Job Rotations Deputations and Permanent Absorptions Appointment of Consultants On Contract Open Advertisement Search & Invitation
  31. 32. Selection Process <ul><li>Interview is merely one visible step in the procedure of selection……. </li></ul><ul><li>Be aware that there is an acute shortage of employable talent and therefore there is war for talent…… </li></ul><ul><li>Organisations begin the process to scout for talent well before interviews and work to integrate and bond talent well beyond making offers of appointments… </li></ul><ul><li>Try and map the entire process for an organisation… </li></ul>
  32. 33. Preparing For Selection Process <ul><li>Understand </li></ul><ul><ul><li>Your own Personality Type and preferences & Prejudices </li></ul></ul><ul><ul><li>Interests, aptitude and preferences of the Applicants </li></ul></ul><ul><ul><li>Knowledge Skills and ability required to perform on the Job </li></ul></ul><ul><li>Gather sufficient knowledge of the Industry trends, Jobs etc. </li></ul><ul><ul><li>Employment opportunities trends </li></ul></ul><ul><ul><li>General Industry requirements and job profiles </li></ul></ul><ul><li>Understand the mechanics of the selection process thoroughly </li></ul><ul><ul><li>Stages of the selection process </li></ul></ul><ul><ul><li>Eligibility criteria at each stage </li></ul></ul><ul><ul><li>Have copies of Advertisement, Competency profile, Compensation Packages, Present Employees Demographic Profiles. You need all this to make a decision of Hire. </li></ul></ul>
  33. 34. Types Of Interviews <ul><li>Screening Interviews </li></ul><ul><li>Often over telephone </li></ul><ul><li>Basically to ascertain candidate fulfills requirements </li></ul><ul><li>Focused on hard skills </li></ul><ul><li>Serial Interviews </li></ul><ul><li>Number of interviews one after other, later they compile notes </li></ul><ul><li>Each person has a focused role </li></ul><ul><li>Be consistent across panels and energetic till the very end </li></ul><ul><li>Group / Panel Interviews </li></ul><ul><li>Each interviewer has a specific role </li></ul><ul><li>Sometimes there is an observer </li></ul><ul><li>Tend to be long and throw up variety </li></ul><ul><li>Peer-To-Peer Interviews </li></ul><ul><li>Often to establish fit at finer levels </li></ul><ul><li>Don’t be casual and relax </li></ul><ul><li>360 0 examination of candidate </li></ul>
  34. 35. <ul><li>Technical Interviews </li></ul><ul><li>Often by Technical Group Heads </li></ul><ul><li>Can sometimes be rough on HR matters, since Non HR people do it </li></ul><ul><li>Usually very intense and in depth </li></ul><ul><li>Stress Interviews </li></ul><ul><li>Normally for filed jobs like sales and jobs that involve stress </li></ul><ul><li>To tests composure and temperament </li></ul><ul><li>Builds pressure and creates situations that are stressful </li></ul><ul><li>Meal Time Interviews </li></ul><ul><li>Usually after to confirm hiring </li></ul><ul><li>Order manageable food </li></ul><ul><li>Don’t relax and be casual </li></ul><ul><li>Blessings Interviews </li></ul><ul><li>Normally with CEO after Hiring is decision is made </li></ul><ul><li>Typically to gauge personality and culture </li></ul><ul><li>Be humble and polite and not brag </li></ul>Types Of Interviews
  35. 36. Mechanics of Interviews Stages of the Interview Rapport Building Make a warm greeting Get to know the interviewee’s background Initiate & engage in informal chat to build rapport Job Fitting Tests to what extent interviewee fulfills requirements Re-confirm information given on résumé’ Compares all applicants and establish rankings Hiring Decisions Demonstrate your excitement and enthusiasm Confirm long term interests Seek information and clarifications Negotiate joining time, compensation, roles etc.
  36. 37. Mechanics of Interviews Types of Interviewers and roles they play <ul><li>Senior Executives Focused on larger picture </li></ul><ul><ul><ul><ul><ul><li>Look for Personality / Cultural fits </li></ul></ul></ul></ul></ul><ul><li>Technical Group Very detailed oriented </li></ul><ul><li>Heads Focuses on the Technical competence </li></ul><ul><li>Or Project Leads Examines on the ability to do the task </li></ul><ul><li>Human Resources Concerned with the Eligibility criteria </li></ul><ul><ul><li>Professionals Checks on the cultural fit and soft skills </li></ul></ul><ul><ul><li>Drives, coordinates and owns the selection process </li></ul></ul>
  37. 38. Alternative Methods Of Job Search <ul><li>Traditional Methods </li></ul><ul><li>Newspaper advertisements </li></ul><ul><li>Placement Agencies </li></ul><ul><li>Campus recruitments </li></ul><ul><li>Modern Methods </li></ul><ul><li>Job Portals </li></ul><ul><li>Employee Referrals </li></ul><ul><li>Walk in Interviews </li></ul><ul><li>Job exhibitions </li></ul><ul><li>Professional networking sites like LinkedIn </li></ul><ul><li>Résumé’ blog sites </li></ul>Its your Need For Talent……..shape it as you wish…. Get it from wherever you Can……do not depend one source alone!
  38. 39. Experiences on Modern Sources Of Recruitment <ul><li>Online Job Portals are Obsolete </li></ul><ul><ul><li>Proliferation of Portals has caused confusion in applicants & frustration amongst employers </li></ul></ul><ul><ul><li>Quality Of Hire is poor leading to high costs </li></ul></ul><ul><li>Social Media </li></ul><ul><ul><li>Poor authentication of content </li></ul></ul><ul><ul><li>Lack of Privacy </li></ul></ul><ul><ul><li>Always initiated by “Have Not’s” and rarely by professionals </li></ul></ul>
  39. 40. Recommended Sourcing Strategy <ul><li>Narrow casting: </li></ul><ul><ul><li>“ Narrowcasting is method of sourcing candidates from a narrowly defined population groups that exhibit attributes similar to those that are successful in jobs” </li></ul></ul><ul><li>Steps in Narrowcasting: </li></ul><ul><ul><li>Identify and specify the attributes of talent </li></ul></ul><ul><ul><li>Identify where talent exists </li></ul></ul><ul><ul><li>Target the recruitment ads sharply highlighting attributes of talent </li></ul></ul><ul><ul><li>Automate the screening process drastically reducing the “Time to Hire” </li></ul></ul><ul><ul><li>During the selection process remember attributes of talent and focus on identifying the talent </li></ul></ul>
  40. 41. Mediocrity Trap Performance in job is low Subordinates not developed 37 Fewer “Talented” players attracted High performers leave Development/ advancement opportunities blocked Productivity and morale of group is low Keep Mediocre in critical jobs
  41. 42. Recommended Sourcing Strategy For Public Sector Institution & Not For Profit Organisations <ul><li>Articulate the “Talent” and define the Competency Profile very well </li></ul><ul><li>Optimize and conserve investments on recruitment </li></ul><ul><li>Concentrate on “Building Talent In-House by retention and grooming </li></ul><ul><li>Avoid “The Mediocrity Trap” and let competence emerge </li></ul><ul><li>Hone the Talent Spotting skills of Managers and keep sharpening the saw </li></ul><ul><li>Beef Up traditional sources by vibrant referral system: build alumni </li></ul><ul><li>Invest in Social Media to enhance the image of the institution </li></ul><ul><li>Evolve a strong Non Monetary incentive to join and reinforce “Psychological Contract” </li></ul>
  42. 43. Deploying Talent <ul><li>“ Deploy”: Working with key individuals to identify their interests, find their best fit in the organization, and craft the job design and conditions that help them to perform </li></ul><ul><li>Deployment is about matching the correct employee to a critical job or project </li></ul>
  43. 44. On boarding & Orientation <ul><li>Your Employees are getting Oriented to your institution whether you have an Orientation Program or Not! </li></ul><ul><li>The Orientation that they are getting </li></ul><ul><li>MAY NOT be the one you want or intend </li></ul><ul><li>Therefore, it is better to get new Hires Oriented systematically to your way of doing things! </li></ul>
  44. 45. On boarding talent: Some more Info n <ul><li>Effective On boarding process reduces turnover and increases the tenure of employees </li></ul><ul><li>Majority of the time spent on day is on Administrative Paper Filling Process….This can be made interesting! </li></ul><ul><ul><li>Simplify forms, if possible eliminate manual processes and automate wherever possible, evolve new hire portal and information kits etc. </li></ul></ul><ul><li>On boarding process is the time to reinforce your internal brand and provide exhilarating experience </li></ul><ul><ul><li>Focus on socializing, learning about secrets of success, </li></ul></ul><ul><li>70% New Hires decide in first 6 months about how long would they stay with the current employer……therefore make it count! </li></ul>
  45. 46. Orientation Program Types Apprenticeship Schemes Information About the Institution Low High Exposure to Values, Belief & Culture Low High Information Fair Culture & Legacy show
  46. 47. Vital Ingredients Of On boarding Strategy <ul><li>Involve Key Members of the Institution </li></ul><ul><li>Share the realistic career prospects for a new Hire </li></ul><ul><li>Highlight Uniqueness of the institution </li></ul><ul><li>Instill pride in new hires work on “Sense Of Mattering” </li></ul><ul><li>Learn from “Exit Interviews” and listen to “Aspirations” </li></ul>
  47. 49. On boarding process: Where Does It Go Wrong…. <ul><li>Lack of clearly identified Process owner </li></ul><ul><li>Weak support from the Seniors </li></ul><ul><li>Lack of understanding about its impact on Turnover & retention </li></ul><ul><li>Process becomes a check list and a tasks </li></ul>
  48. 50. Recommended On boarding Strategy For Public Sector Institution & Not For Profit Organisations <ul><li>People join because they believe in the “Cause” and want to contribute….Make it large and make it true </li></ul><ul><li>Align the HR Climate to the “Brand” it matters more than anything else……. </li></ul><ul><li>Invest in On-Boarding: Replacement costs are far more </li></ul><ul><li>Nurture talent and provide good grounding to bloom </li></ul><ul><li>There are fewer rules in this sector: Play to Win </li></ul>
  49. 51. Deploying Talent: Compensation Policy <ul><li>According to a survey </li></ul><ul><ul><li>Better institutions pay its employees more on a sustained basis and </li></ul></ul><ul><ul><li>They also differentiate a lot on between its Star Performers and the Deadwoods </li></ul></ul><ul><ul><li>These institutions believe that messages reach strongly and clearly through differentiated pay packages. </li></ul></ul>
  50. 52. Deploying Talent: Rewards & Recognition Policy <ul><li>Evolve appropriate Rewards & Recognition Policy that suits all types of needs </li></ul><ul><li>Most positions should have a visible and credible career paths </li></ul><ul><li>Supervisors and employees should communicate and foster the employee’s individual career, focussing on Rewards, Recognition, Learning, Growth & Development as a vital component of conversations…… </li></ul>
  51. 53. Recommended Rewards & Recognition Strategy For Public Sector Institution & Not For Profit Organisations <ul><li>Reward for doing the job well is an opportunity to do it </li></ul><ul><li>“ Sense of Mattering” and “Development” are the biggest rewards </li></ul><ul><li>Do not shy away from “Judicious Discrimination” : Brute Equality demotivate talent </li></ul><ul><li>Create opportunities for Growth and chisel career paths for talent where none exists……. </li></ul><ul><li>Recognise power and limits of “Money as Motivator” </li></ul>
  52. 54. Deploying Talent: Performance Management <ul><li>Deployment does not stop once employees are assigned to a specific job </li></ul><ul><li>Institutions must continuously focus on their critical talent to ensure that their skills, interests, and capabilities evolve in line with strategic objectives </li></ul><ul><li>Performance Management Strategy should have something for each type of employee and aim at making everyone a Star </li></ul>Skill Deadwood Stars Workhorses Problem Child Will Low High Low High
  53. 55. Deploying Talent: Learning & Development <ul><li>“ Develop”: Providing real-life learning employees need to master a job. Experiences that stretch their capabilities and the lessons they learn from those experiences are important. </li></ul><ul><li>Rather than push more information through training, it is more important that they “learn how to learn” </li></ul>
  54. 56. Deploying Talent: Development Strategies & Processes Importance to development ( Employee Perception) Absolutely essential or very important Effectiveness (Not Effective To Effective) Formal Training Cluster On The Job Training Cluster Feedback & Mentoring Cluster
  55. 57. Deploying Talent: Succession Planning <ul><li>In a recent poll, 67% of employees said they learned the most in situations where they were working together with a colleague on a task </li></ul><ul><li>“ Peer assist programs” such as mentoring and coaching are important aspects of succession planning </li></ul>
  56. 58. Retaining Talent <ul><ul><li>Doing work that engages them </li></ul></ul><ul><ul><li>Encountering fresh challenges </li></ul></ul><ul><ul><li>The number one reason employees leave comes down to </li></ul></ul><ul><ul><li>their relationship with their boss ! </li></ul></ul><ul><ul><li>therefore, organizations should focus on the development of the supervisors tasked with leading others </li></ul></ul>
  57. 59. Retaining Talent: Replacement Costs It makes Sense to Retain
  58. 60. Summary For Public Sector Institution & Not For Profit Organisations <ul><li>Its not the size of the dog in fight but the size of the fight in the dog that matters……. </li></ul><ul><li>Recognise the strengths and work around the constraints </li></ul><ul><li>Strategy is about creatively generating alternatives to achieve the goals </li></ul><ul><li>Never….never……..never Give Up! </li></ul><ul><li>Nothing is lost as long as your mind has not given it up! </li></ul>
  59. 61. Summary <ul><li>Winning the War For Talent is not about </li></ul><ul><ul><li>Recruitment nor is it about HR </li></ul></ul><ul><li>It’s about your need to succeed </li></ul><ul><ul><li>Its about your strategy and </li></ul></ul><ul><ul><li>its about working with others </li></ul></ul><ul><li>You would need to get it right and work through it……… </li></ul>