Talent Management Attract, Retain and Develop Talent Your Name

Objectives At the end of this session you will be able to: Recognise the business case for talent management Identify the need to have talent management integrated into the strategy of your organisation Recognise the key steps required to implement the Talent Management Continuum Draw up an action plan to address your talent management needs

Definition Talent consists of those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer-term by demonstrating the highest levels of potential. Talent management is the systematic attraction, identification, development, engagement, evaluation, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles. *source - CIPD

Talent Management Triangle

Exclusive to Inclusive No clear strategy → Clear defined strategy Casual/Informal processes Formal processes Limited to certain individuals Open to all employees No specific talent areas A number of specific areas (pools) Closed/ Development for the chosen few Open/ Clear

Most Common Problems Key roles unfilled for long periods Emergency outside hires Key roles filled mostly from outside Replacements unsuccessful Complaints about promotion decision fairness Loss of customer confidence

Talent Management Continuum Retaining Talent Attracting Talent Developing Talent Managing Talent Succession Planning Evaluating Talent

Effective Recruitment Process Attract External & Internal Assess Select Recruit Brand

Skill/Will Matrix GUIDE DELEGATE DIRECT EXCITE High Will Low Will Low Skill High Skill

Skill/Will The model is divided into four quadrants: 1. LOW SKILL / LOW WILL – The beginner to a role, project or task who is just starting out and is nervous or may have already tried and failed. 2. HIGH WILL / LOW SKILL – The enthusiastic beginner; new to a particular role, project or task. 3. LOW WILL / HIGH SKILL – The skilled, experienced person who is in need of attention of some description and may be being affected by the challenge of change. 4. HIGH SKILL / HIGH WILL – The skilled worker who is looking for more opportunities to grow and develop.

Higher Level Motivators Herzberg Hygiene Factors Salary Working Conditions Security Working Hours Interpersonal Relationships with Peers and Managers Company Policy & Admin Higher Level Motivators Recognition Achievement Work itself Responsibility Advancement Opportunity to increase capability and skills

Succession Mapping Enable Organisations to explore and visually understand their current Succession needs Forces organisations to consider the effectiveness of their Succession Planning Raises awareness of which areas/pools need to be improved Format : Proximity of role = critical/key role Thickness of Line = quality/effectiveness of Succession Plan in place

Succession Map - Example Line Managers Head of Finance MD Organisation Head of Sales Key Managers Team Leaders Head of HR

Succession Planning There are four stages to developing an effective succession plan: Identifying roles Understand capabilities Identifying employees Prepare employees

No Succession Plan Means… Loss of expertise Loss of business continuity Damage to client relationships Need to recruit replacements

Day 2 Talent Management

Evaluating Your Talent Consistent Reviews Adapt to Needs of Organisation Quantitive & Qualitive Data Robust and Reliable Data

Grow Feedback Model G R O W Subject: Who? Agree goals and agenda for the meeting Update on talents performance Both R Personal concerns or issues – workload & priorities, problems, morale, domestic issues if relevant O What is going well? What is not going well? Discuss progress against objectives – identify any issues and corrective action required, progress versus any milestones Review Behaviours Ask the Individual first then Line Manager to feed back W What can I, as the line manager, do differently to support you? Line Manager Review of actions agreed

Retaining Your Talent Job insight Line manager’s accountability Organisational development and progression Listen to employees Organisational flexibility Avoiding culture of 'working all hours‘ Job security

Talent Management Policy Some elements contained within a Talent Management Policy would be… Critical Positions Key Staff Success Criteria Potential Performance

Objectives At the end of this session you will be able to: Recognise the business case for talent management Identify the need to have talent management integrated into the strategy of your organisation Recognise the key steps required to implement the Talent Management Continuum Draw up an action plan to address your talent management needs