Powering People Development R. Palan Ph.D. Innovative ‘Talent Development’ for Employers

2 Session MIA conference 13 th October 2.00 – 2.45 pm

3 Our Experience SMR HRDPower Field practices

4 Framework for the session Impact of Talent Management on the business People as source of competitive advantage SMR’s PAGE framework Best practices from the region

5 Impact of Talent Development on the business “I asked for a pair of hands, unfortunately a person came attached with it”

6 Impact of Talent Development on the business A squirrel survives the winter not because of it’s severity but because of it’s preparation for the winter. A players B players C players

7 Impact of Talent Development on the business What is Talent? How does it impact the employer? How do we develop talent to profit?

8 Impact of Talent Development on the business War for Talent – critical driver of corporate performance

9 Impact of Talent Development on the business Current environment of change, process jobs and self managed teams.

10 Impact of Talent Development on the business New perspective Make a difference to the bottom line Process competencies Achieve job results

11 Impact of Talent Development on the business Aligning Employees with organisational mission, vision, values and strategies. Distributing “just in time” learning opportunities. Integrated Performance Systems. Building and Retaining Intellectual Capital.

12 People – a source of competitive advantage People are the scarce resource Human Capital as a competitive advantage Maximising the value and R.O.I.

13 People – a source of competitive advantage Organisation Job Person

14 People – a source of competitive advantage Functional Behavioral Role Core

15 People – a source of competitive advantage Iceberg Model

16 People – a source of competitive advantage Testing for competencies rather than intelligence. David McClelland

17 People – a source of competitive advantage Causal Flow Model CAN DO WILLING TO DO

18 People – a source of competitive advantage Develop Vs Hire You can teach a turkey to climb a tree, but it is easier to hire a squirrel.

19 SMR’s PAGE Framework Person Program Performance Gap Position Evaluate Assess

20 Best practices from the field Mean

21 Best practices from the field One S.D. above the mean

22 Best practices from the field A difference which makes no difference is no difference. Superior Performance Psychologist William James

23 Best practices from the field “ Core competency is a bundle of skills and technologies that enables a competency to provide a particular benefit to customers.”

24 Best practices from the field Customer value Competitor differentiation Extendability 3 Tests

25 SMR thoughts Principal of leverage Workability

26 SMR thoughts Create a winning EVP (employee value proposition) to attract talent. Rebuild your recruiting strategy Weave development into your organisational culture

27 SMR thoughts Differentiate and affirm your employees Work out the R.O.I for your Human Capital.

28 SMR thoughts on future developments Pervasive talent mindset Using job experiences such as coaching, mentoring to cultivate the potential of employees

29 Thank You & Terima Kasih