Cee trueventus workshop on winning the war for talent 22-23 january 2013 final

© 2013 Centre for Executive Educationwww.ipma.com.sg

MASTERCLASS ON WINNING THE WAR FOR TALENT: Strategic Talent Management in a Global Economy

Prof Sattar BawanyCEO, Centre for Executive EducationStrategic Advisor, IPMA Asia Pacific

22 - 23 January 2013 Pan Pacific Hotel, Manila, Philippines

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© 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg

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 Deer?

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Knowing Yourself


SESSION 1: INTRODUCTION

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The S.C.O.P.E. Approach

S

C

O

P

E

HARE

HALLENGE

PEN MINDED

LAN TO IMPLEMENT

NJOY OURSELVES

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CEO, The Centre for Executive Education Strategic Advisor, IPMA Asia Pacific Managing Director & C-Suite Coach with EDA Asia Pacific Co-Chair of the Human Capital Committee of the American Chamber of

Commerce in Singapore (AmCham Singapore). Member of Frontier Strategy Group’s Expert Advisory Network (EAN) for

Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organisations.

Over 25 years’ international business management in executive coaching, facilitation, leadership development and training

Adjunct Professor of Strategy at Paris Graduate School of Management teaching international business strategies, leadership development and human resource courses

Previously assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corp

About Your Master Facilitator

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The Centre for Executive Education (CEE) is the Executive Development Division of The International Professional Managers Association (IPMA).

IPMA is a global ‘not-for-profit’ (NPO) members organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific

CEE’s mission is to assist client organisation to secure a leading position in their respective market place and developing a sustainable competitive advantage through developing their key asset, intellectual capital of the people.

CEE is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance

EDA established in 1982 is a pioneer and leader in creating custom-designed learning and executive/leadership development strategies, programs and processes to help clients (many Fortune 500 companies) achieve their strategic objectives and win in the marketplace.

Who We Are

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Workshop ObjectivesThis workshop will provide you with a foundation of knowledge that will enable you to: Gain an Understanding about the Context for Talent

Management in today’s Global Economy Understand and Implement of a Talent Management Model:

Competency Management; Talent Acquisition; Talent Planning; Talent Development and Talent Engagement

Leverage on a Proven Framework for Succession Planning in Developing Future Leaders (including High Potentials)

Best Practices from Leading Global Organisations in Talent Management & Succession Planning

Develop a Action Plan for implementing a TM Strategy


SESSION 2: DEMYSTIFYING

TALENT MANAGEMENT

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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 todaybut 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 Mc Kinsey 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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Talent Management ProcessesTalent Management processes include: Workforce planning Talent-gap analysis Recruiting Staffing Education and development Retention Talent reviews Succession planning Evaluation

To drive performance, deal with an increasingly rapid pace of change and create sustainable success, an organization must integrate and align these processes with its business strategies.

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Group Discussion: What is Talent?In your own Table Groups, develop a definition ofwhat is Talent and who are the Talented People inyour organisation?

Prepare your Group Response on s Flipchart and appoint a Spokesperson to Present to the larger Group

Duration: 10 mines (Discussion) and5 mines (Presentation)

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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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The Business Case for Talent Management To compete effectively in a complex and

dynamic global environment to achievesustainable growth

To develop leaders for tomorrow from within anorganization

To maximize employee performance as aunique source of sustainable competitiveadvantage

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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Talent Management: Value Proposition Talent Management strategies help ensure the

quality, depth and diversity of a company’sleadership and talent bench.

Effective Talent Management acceleratesbusinesses’ ability to exceed performanceexpectations and drive future growth by:

Developing talent with the values, skills and experiences neededto be successful today and in the future

Aligning and integrating core HR processes with businessprocesses to increase individual, team and organizationalperformance

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Talent Management ModelVision, Mission, Strategy and Values

Talent Management Strategy

Talent AcquisitionSourcing, Selection and Onboarding

Talent PlanningWorkforce Planning; Talent Metrics,

Leadership Pipeline &Succession Planning

Talent DevelopmentPerformance Management; Leadership Development;

Accelerating High Potential; Executive Coaching

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Talent Management fit within HR? Vision - Partner with the business to create organizational excellence through leadership and talent

acquisition, management, development & engagement Goal – Align & integrate core HR processes with business processes

TALENT ACQUISITIONProactively recruiting world-class,

diverse leadership talent

Executive Recruiting

New Leader On-Boarding

Assessment

TALENT PLANNINGEnsuring a strong leadership pipeline

to drive growth for today and tomorrow.

Talent Planning

Candidate Slating

Global Talent Development

TALENT DEVELOPMENTDeveloping and executing

programs, processes & tools to grow our current and future leaders

Leadership Programs for High Potentials

Executive CoachingPerformance Management and

360 FeedbackDevelopment Planning

TALENT ENGAGEMENTIdentifying the level of engagement of employees to optimize contribution and reduce enhance retention

Employee Satisfaction and Engagement

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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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Top 5 Workforce Challenges1. 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

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Group Discussion 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 and also identify other potential barriers to successful implementation of Talent Management and your recommendations to resolve them?

Prepare your Group Response on Flipcharts and appoint a Spokesperson to Present to the larger Group

Duration: 15 mins (Discussion) 5 mins (Presentation)

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How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?”.

Why should your Talent remain with your Organisation and as your Follower?

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“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek

References: http://www.startwithwhy.com/http://www.youtube.com/watch?v=qp0HIF3SfI4http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

Video on Your Role as Chief Talent Officer (CTO)


SESSION 3: COMPETENCY MANAGEMENT

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Talent PlanningWorkforce Planning; Talent Planning Metrics, Leadership Pipeline and Succession Planning



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What is Competency?

Competencies are the core elements of talent management practicesThey are the demonstrable and measurable

knowledge, skills, behaviors, personal characteristics that are associated with or predictive of excellent job performance.

Examples Adaptability, teamwork, decision making, customer

orientation, leadership, innovation etc.

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Examples of Competencies and DefinitionsAction OrientationTargets and achieve results,overcomes obstacles, accepts responsibility,

creates a results-oriented environment.....

Interpersonal SkillEffectively and productively engages with others and establishes trust,

credibility, and confidence with them

Creativity/InnovationGenerates novel ideas and develops or improves existing and new systems

that challenge the status quo, takes risks, and encourage innovation

TeamworkKnows when and how to attract, develop, reward, be part of, and utilize

teams to optimize results. Acts to build trust, inspire enthusiasm, encourage others, and help resolve conflicts and develop consensus in supporting higperformance teams

L. A. Berger, D. R. Berger. Talent Management Handbook: The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People, 2nd Edition McGraw-Hill, 2011

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Why Competencies?The challenge is to identify which competencies the

organization expects to see in their people

The starting point of the model is the creed (values, principles, expectations) and the business strategies

Through a competency model the organization sends a consistent message to the workforce about “what it takes” to be successful in the job

Helps employees understand what helps drive successful performance The Competency Model approach focuses on the “How” of the job. Competency model is behavioral rather than functional, focuses on the

people rather than jobs Competency models are outcome driven rather than activities (Job

descriptions focus on activities, competencies focus on outcomes) Integrates HR strategy with business strategy –both focus on outcomes

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Why Competencies?

The competency model serves as the foundation upon which all workforce processes are built.

Competencies promote alignment of talent management systems by creating a common language that enables these systems to talk with each other! That is, results of one TM system is used as the input data for the following TM system.

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The Competency Model

The Competency Model identifies usually three groups of competencies: Core competencies for the entire organization to shape the

organizational capabilities and culture required to achieve the strategic goals (5 or 6)

Leadership competencies for the management teams of various levels for selection, career planning and development

Functional (technical) competencies (specific for each job family)

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Developing a Competency Model

Use commonly available “ready to use” models with small adjustments for your organization

Develop own competency model with help of external consultants where necessary

Behavioral Benchmarking compare superior performers with other best people in the organization and in other benchmark companies

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Developing Organization’s Own Competency Model Overview of current tasks and responsibilities Come to agreement about what successful “outcome

driven” performance looks like Review of competency library and selection of “must

haves” for the position Rank top competencies as demonstrated by exemplary

(superior) performers Identify of those competencies that align with the vision,

mission and strategic plan of the organization Verify the competencies with a larger sample of the

organization

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Competencies & Talent ManagementTALENT=COMPETENCE+COMMITMENT+CONTRIBUTION

Being competent is not only enough to be a talent The competent person should be committed to the causes

and goals of the organization And should be able and willing to contribute to the success

of the organization So, developing your talent is not enough, the organizations

need to take all the measures to motivate, reward their talent pool to gain their commitment and contribution.

Retention is also essential to gaurantee future alignment of the talent with the right key positions


SESSION 4: TALENT ACQUISITION

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Talent Acquisition

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Acquiring Talent

Sourcing talent is the process to generate a pool of qualified candidates for a particular job. The organization must announce the job’s availability to the market and attract qualified candidates to apply. The organization may seek applicants from inside the organization, outside the organization or both.Talent selection is the process to make a “hire” or “no hire” decision about each applicant for a job. The process usually involves determining the characteristics required for effective job performance, interviewing, and then measuring applicants on those characteristics.

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Group Discussion: What’s the Business Case?

What is the business case for effective talent acquisition?

What are the costs of acquiring the wrong talent?

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Key Assumptions

“Organizations need to get the right people on the bus and in the right seats to succeed.”

“Good coaching, training, mentoring, etc., is not likely to make up for bad selection.”

“Hire hard….Manage easy!”

Collins, J. (2001). Good to great. New York: HarperCollins.

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Acquisition Workflow

Requisition process. Sourcing. Application process. Screening and interviewing. Acquisition. Employment offers. Regrets.

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Important Considerations

Person-Job Fit: The match between a person’s knowledge, skills and abilities and the requirements (competencies) of a specific job (“demands-ability fit”).

Person-Organization Fit: The congruence of an individual’s personality, beliefs and values with the culture, norms and values of the organization.

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Person-Job Fit Analysis

Review core competencies (knowledge, skills, and attributes) for the position.

Observe or ask someone doing the same or a similar job to help validate.

List and prioritize the essential and desirable competencies. Essentials: The job cannot be performed without these essential KSAs (e.g.,

experience running X, Y, and Z reports in SAP’s CRM application). Desirables: Not essential to perform the job, but can be used to differentiate

candidates (e.g., fluent in Multiple Languages).

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Person-Organization Fit

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Person-Organization Fit Personality and work group (cultural fit):

Conscientiousness (careful, hardworking, organized, etc.)Agreeable (cooperative, good-natured, tolerant, etc.)Extroversion (sociable, gregarious, talkative, etc.)Emotional stability (anger, worry, insecurity, etc.)Openness to experience (flexible, curious, open to ideas, etc.)

Personal values and organization values. Personal interests and organization opportunities. Expectations and rewards. Followership and management style.

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Selection Methods

Competency Based Interviews Ability Tests Personality Tests Assessment Centres

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Individual Exercise:Your Interview ExperienceThink about your best or worst interview. Envision yourself in the office or conference room where the interview took place.

Was the room hot or cold? Were you comfortable or uncomfortable? What was your first impression of the person who interviewed you? What type of questions did the person ask? How much did you know about the organization or the job?

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Interview Questions Behavioral Interview: Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past.Behavioral questions typically begin with “Tell me about a time when…” or “Can you think of....”

Situational Interview: Applicants are asked how they would respond to a specific job situation related to the content of the job they are seeking.Any job-relevant question that begins with “What would you do if…" or “How would you handle…."

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Interview Questions Behavioral Questions:

Can you describe a time when you had to manage a heavy workload or a number of conflicting priorities? Competencies: work under pressure and ability to prioritize.

Can you tell me about a time when you improved a process or made a system work better? Competency: innovation.

Situational Questions: A work colleague told you in confidence that she suspects another

colleague of stealing. What would your actions be? Competencies: ethics and problem solving.

How do you respond to a peer who is preventing your team from completing its project? Competencies: leadership and dedication to goals.

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Group Exercise: Let’s Practice Think of a job with which you are familiar. Using your knowledge of the job, the culture of the

organization, etc., and the Interviewing Worksheet (on the next slide), identify the 5 most important competencies/dimensions of the job.

After you have identified the essential competencies, develop a behavior-oriented or situation-oriented question for each dimension.

When you have completed this, please prepare on a Flipchart an example of the dimension and the relevant questions with the rest of the larger group.

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Tool: Interviewing Worksheet

Step 1: List Job Dimensions

Step 2: Develop Interview Questions

Step 3: Cite the Candidate’s Experience

List and prioritize 5-10 of the most important dimensions or competencies of the job.

Develop behavioral or situational questions to probe how well the individual aligns with the job dimensions.

Provide evidence for how the candidate aligns.

Candidate: _________________ Position: _______________

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Executive Onboarding

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Introduction to On-boarding

On-boarding is a major tool in successful talent management and is critical for successful employee integration.

On-boarding creates an understanding of the organizational culture that helps the newly hired employee feel better connected to the organization’s business strategy and creates a sense of belonging. Implementing a well-managed on-boarding process can have a significant and measurable impact on employee productivity, retention, employment brand, services, workplace safety, and future hiring.

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What is On-boarding?

On-boarding is the strategic process of assimilating new employees into the organization’s culture and advancing

them to the desired level of productivity as quickly as possible.

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On-boarding vs. Orientation

On-boarding Orientation

•Comprehensive, broad, and ongoing employee integration•Begins when job offer is extended and accepted•Extends over several months•Introduction to organization’s structure, mission, vision, values, and business strategies•Socialization process to understand organizational culture and etiquette

•Brief period usually limited to one or two days•Provides basic employment information•Completion of new hire paperwork

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On-boarding Cycle

Pre-BoardingBegins when the

job offer is extended &

accepted

On-boardingContinues until the

employee is fully functioning &

productive. May last up to 12 months.

Off- boardingOccurs when the employee leaves the organization

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What is the Importance of On-boarding? Employee Engagement

Keeps the new employee engaged and excited about the organization and his/her choice to accept the position

Decreases the time it takes the employee to get to the desired level of productivity

Builds loyalty Employee Productivity

Ensures that the employee feels welcomed, a valuable part of the organization, and comfortable with the work environment as quickly as possible, all vital to the employee’s success

Employee Retention Can be based on how the employee is treated the first 30-90 days of

employment Can be affected by the support the employee receives in developing and

progressing in his/her career


SESSION 5: TALENT PLANNING

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Succession Planning and Management

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Succession Planning within HC Planning

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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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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 consider2. Establishing present and future leadership roles and

objectives3. Selecting key employees4. Evaluating the strengths, weaknesses and readiness for

succession in key employees5. Planning for the individual development of and ways to

retain key employees6. Identifying “emergency” positions without successors7. 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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Advantages of Succession Planning

An organization filled with high caliber leaders who are motivated to do their best

Better ensures that long-term strategies are carried out properly which in turn leads to better business results

Better reputation in the industry, which will in turn attract more future leaders

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The Talent Strategy

Describes what type of people the organization will invest in and how it will be done

Besides the specific elements of their creed, the talent strategy of all high performing organizations should have these directives:

1) Identify key positions in the organization (not more than 20-30 %)

2) Assess your employees and identify the high performers (classify according to their current and future potential)

3) Retain key position backups4) Make appropriate investments (select, train, develop,

reward)

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Assessing the Employees

Superkeepers- greatly exceed expectations (3-5%)

Keepers – exceed expectations (20 %) Solid citizens- meet expectations (75 %) Misfits- below expectations (2-3 %)

L. A. Berger, D. R. Berger. Talent Management Handbook: The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People, 2nd Edition McGraw-Hill, 2011

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Discussion of the role of Talent Planning to GE's success including HR's role in working with the CEO's. http://www.youtube.com/watch?v=CCVy7OxThGo

Video on Talent Planning@GE Inc.

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Building a Leadership Pipeline –Development of High Potentials

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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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HiPo29%

Non HiPo71%

Sources: Corporate Leadership Council (2005); DeViries (1992); Sessa and Campbell (1997)

93% of HiPo’s are High Performers About 50% promotions fail (range of 75% to 35%)

Few High Performers are High Potentials

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Growth Potential

Performance

Low Medium

High

Low

Medium

High

9 - Hi Potential Future LeaderSuperior performer. Strong possibility of promotion to next level or beyond within 12 months.

8 - Hi Potential Future LeaderSuperior performer with moderate possibility of promotion to next level or expanded lateral move within organization within 1-3 years.

6 - Hi Potential Future LeaderSolid performer with strong possibilityof promotion to next level within 1-3 years based on increased jobperformance in current role.

5 - Hold for DevelopmentSolid performer in current role. May berelatively new in position and still

growing into job. Promotion likely in 2-3 years.

2 - Watch ListPerformance not good. May be due to change in job scope or wrong job. Due to recent performance trend, potential may be questionable.

3 - Unusual CaseCurrent performance is not good but past performance has been strong (could be short term issue or wrong job, etc.).

7 - Pro in PositionSeasoned Professional. Consistently superior performer, difficult to replace but not likely to be promoted within 12 months.

4 - Solid PerformerPerformance has been solid. Unclear whether individual can grow with the job. Unlikely to be ready for promotion in foreseeable future.

1 - Watch ListPerformance is weak in current role. Individual is doing just enough to get by. Chances of fixing are remote. Consideration should be given toreplacing the individual.

Best Practice Succession Management Tool: 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 CandidateNames

Open in< 1 Yr

Open in1–3 Yrs

Open in3 + Yrs

Ready in< 1 Yr

Ready in1–3 Yrs

Ready in3 + 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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Successful High Potential leaders demonstrate a high degree of Emotional Intelligence and create an environment of positive morale and higher productivity resulted in sustainable employee engagement

Critical EI competencies such as relationship management; cross cultural communication; effective negotiation and conflict management

Reference: Sattar Bawany, Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ in ‘Coaching in Asia – The First Decade’. September 2010 Candid Creation Publishing LLP.; Singapore (Download from http://www.ipma.com.sg/publications.php)

Competencies for Development of High Potentials

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Introduced a clear Gen Y Talent Management Strategy Based on strong metrics and reporting

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 Example – Background Global Bank with Significant Asia Presence

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Program Evaluation

Development 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

Building Multi-Gen Pipeline: HR’s Role

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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

Accelerating the Development of High Potentials

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DevelopmentReview Board

Executive DevelopmentCoach

ProfessionalNetwork

Development Assignments

Business Results

LeadershipGrowth

Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61


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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


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Coaching Methodology

CompanyExpectations

IndividualExpectations

Transition Readiness Assessment

CompanyFeedback

IndividualFeedback

Gaps ActionPlan

Gaps ActionPlan

AchievementActionAnalysisAwareness

Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42

ART Framework for Developing Future Leaders & High Potentials

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Group Exercise: Integrative Case Study on Talent Management 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 mines (Discussion) 5 mines (Presentation)

Group Exercise: Integrative Case Study on Talent Management and Succession Planning


WELCOME BACK TO DAY 2MASTERCLASS ON WINNING

THE WAR FOR TALENT

Prof Sattar BawanyCEO, Centre for Executive EducationStrategic Advisor, IPMA Asia Pacific

22 - 23 January 2013 Pan Pacific Hotel, Manila, Philippines

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Recap: Talent Management ModelVision, Mission, Strategy and Values



Talent PlanningWorkforce Planning; Talent Metrics,

Leadership Pipeline &Succession Planning




SESSION 6: TALENT DEVELOPMENT

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Performance Management

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Get right leaders in right

roles

Grow / Develop Talent

ContinuouslyDevelop and

Upgrade

ManagePerformance

• Assessment & Selection

• Leadership Expectations & Values

• Recruiting & Sourcing

• On-boarding• New Leader-Team

Assimilation • Talent Management /

Succession Planning

• Assignment Management

• HiPo Assessment & Executive Coaching

• Executive Education Programs

• Workplace Action-based Learning

• Pay & Rewards• Performance

Management• 360 feedback• Employee Satisfaction• Quarterly Business

Reviews• Management Routines

Building a Strong Leadership Bench…all delivered through a series of integrated programs & processes…

• Business demands/strategy

• Ongoing planning • Business Performance

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Performance Management & Appraisal

Performance Management The process of creating a work environment in

which people can perform to the best of their abilities.

Performance Appraisal A process, typically performed annually by a

supervisor for a subordinate, designed to help employees understand their roles, objectives, expectations, and performance success.

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Performance Appraisal

Appraisal ProgramsAppraisal Programs

AdministrativeAdministrative DevelopmentalDevelopmental

CompensationCompensation Ind. EvaluationInd. Evaluation

Job EvaluationJob Evaluation

EEO/AA SupportEEO/AA Support

Training Training

Career PlanningCareer Planning

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Reasons Appraisal Programs Sometimes Fail Lack of top-management

information and support

Unclear performance standards

Rater bias

Too many forms to complete

Use of the appraisal program for conflicting (political) purposes.

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Pros and Cons of 360-Degree Appraisal

PROS• The system is more comprehensive in that responses are gathered from multiple

perspectives.• Quality of information is better. (Quality of respondents is more important than quantity.)• It complements TQM initiatives by emphasizing internal/external customers and teams.• It may lessen bias/prejudice since feedback comes from more people, not one individual.• Feedback from peers and others may increase employee self-development.

CONS• The system is complex in combining all the responses.• Feedback can be intimidating and cause resentment if employee feels the respondents

have “ganged up.”• There may be conflicting opinions, though they may all be accurate from the respective

standpoints.• The system requires training to work effectively.• Employees may collude or “game” the system by giving invalid evaluations to one another.• Appraisers may not be accountable if their evaluations are anonymous.

Using 360 Feedback Tools for Appraisal

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Performance Appraisal under an MBO Program

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Creating an Effective MBO Program1. Managers and employees must be willing to establish

goals and objectives together.

2. Objectives should be quantifiable and measurable for the long and short terms.

3. Expected results must be under the employee’s control and free from criterion contamination.

4. Goals and objectives must be consistent for each employee level (top executive, manager, and employee).

5. Managers and employees must establish specific times when the goals are to be reviewed and evaluated.

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The Balanced Scorecard The appraisal focuses on four related categories

Financial, customer, processes, and learning Ensuring the method’s success:

Translate strategy into a scorecard of clear objectives. Attach measures to each objective. Cascade scorecards to the front line. Provide performance feedback based on measures. Empower employees to make performance

improvements. Reassess strategy.

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Sample Personal Scorecard

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Managing Ineffective Performance

Possible Courses of Action Provide training to increase skills and abilities Transfer employee to another job or department Attention of actions to motivate employee Take disciplinary action Discharge the employee

Cautions All actions taken must be objective and fair. Do not treat underperformer differently, setting the

employee up to fail.

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Peformance Coaching

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“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?

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“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?

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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

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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

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1. Topic/ Goal 2. Reality

• Invite selfassessment

• Feedback• Is there a gap?

• Be creative – look at thefull range, brainstorm

• Offer suggestions forconsideration – 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 TGROW Coaching Model

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1. Topic/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?

TGROW – Coaching Questions

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Conduct these role-play sessions in groups of 3. For each of therole-play sessions, there will be an employee, a manager-coachand an observer.

Preparation – 5minsCoaching session – 15minsDebrief – 5 min

Rotate the roles after each role-play session.

Focus will be on a real-life case scenarios that you are currentlyexperiencing in your workplace/teams. Alternatively you mayconsider the 3 examples workplace scenarios.

TGROW – Coaching Practice Session

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Leadership Development

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1. Acting with an insensitive, abrasive, intimidating style

2. Lack of relationship management skills including

collaborative, interpersonal and team effectiveness skills

3. The inability to respond quickly and flexibly to rapidly

changing market conditions

4. Lack of cross cultural communication skills

5. Failing to make the boss/organization's priorities a high

priority

Top Lessons on Executive Derailers

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Video on Kids’ Interview on What is a Good Leader?

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Use intellectual as well as emotional capabilities to guide organizations through turbulent business environments towards achieving organization's results

Understand the importance of emotional intelligence in development of leadership effectiveness and sustaining employee engagement and productivity

Today’s Leadership Challenges

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Emotional Intelligence and Effective Leadership Development

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You CAN Change This!!!

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IQ refers to an individual’s logical abilities (or the cognitive aspects of intelligence) such as memory, problem solving, how to rationalize and analyze as well as scholastic abilities

Intelligence Quotient (IQ)

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Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups

“Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.”

Aristotle in ‘Nicomachean Ethics’

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

Emotional Intelligence and EQ

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“The capacity for recognizing our own feelings

and those of others, for motivating ourselves, for managing emotions

well in ourselves and in our relationships.”

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.

Emotional Intelligence by Goleman

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Harvard Video on Social Intelligence

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Goleman’s EI Model

Daniel Goldman, Leadership That Gets Results. Harvard Business Review. March-April 2000

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The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence

In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below.

1 = Disagree Very Much 4 = Agree Slightly 2 = Disagree Moderately 5 = Agree Moderately3 = Disagree Slightly 6 = Agree Very Much

Emotional Intelligence: Self Assessment


SESSION 7: TALENT ENGAGEMENT

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Source: The Chartered Institute of Personnel and Development (CIPD) Report on “Creating an engaged workforce” hhttp://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx

1. Employers want employees who will do their best work or ‘go the extra mile’. Employees want jobs that are worthwhile and that inspire them. More and more organisations are looking for a win-win solution that meets their needs and those of their employees. What they increasingly say they are looking for is an engaged workforce.

2. So what is employee engagement? It can be seen as a combination of commitment to the organisation and its values and a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be ‘required’ as part of the employment contract.

Demystifying Employee Engagement

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SaySay

StayStay

StriveStrive

EngagementEngagement

Source: Hewitt Associates Best Employers Study: http://was2.hewitt.com/bestemployers/canada/pages/driving_engagement.htm

Demystifying Employee Engagement

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Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in your company? by Steve Crabtree, Gallup Management Journal Article, June 2004

3 Types O Employees

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Alignment – knowing what to do Engagement – wanting to do it

Employee Engagement and Alignment

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Engaging Managers performs the following tasks:

Managers focus on their people

(Adapt Leadership and Communication Styles to each

Generation of Employees)

Managers treat their people as individuals (Understand the Psyche of

Multigenerational Employees)

Managers who coach their people (Maximise the Potential

and Meet the Aspirations of Employees)

Role of Managers

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Traditionalists Baby Boomers Gen X Gen YCareer Goals

Legacy Stellar Career Portable Career Parallel Careers

Rewards Satisfaction of a Job Well Done

Money, Title, Recognition, Corner Office

Freedom Is The Ultimate Reward

Work That Has Meaning

Work-Life Balance

Support in shifting the balance

Help me balance everyone else and find meaning in myself

Give me balance NOW! Not when I’m 65

Work isn’t everything. Flexibility to balance my other activities

Job Changing

Carries a stigma

Puts you behind Is Necessary Is Expected

Training I learned the hard way, you can too!

Train them too much and they’ll leave

The more they learn, the more they’ll stay

Continuous learning is a way of life

Source: Lynne C. Lancaster and David Stallman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work’, 2002.

Overview of Generational Differences

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Source: The Straits Times, 8 April 2010

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Changing Demographics Increasing numbers of Gen Y entering the workforce. Baby Boomers & Traditionalists are continuing to work for longer

tenures or are Re-engaged into the workforce. Alliance for Fair Employment Practices (TAFEP), 2010:

Gen X and Gen Y make up 60% of the Singapore workforce. Means that 40% of the Singapore workforce is over 45 years of

age. Multi-generational teams improve organizational

effectiveness and performance.Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010http://www.fairemployment.sg/assets/files/Publications/Publication%20-%20Harnessing%20the%20Potential% 20of%20Singapore's%20Multi-Generational%20Workforce.pdf

Generational Diversity in Today’s Workforce

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More flexible in changing demographics

Broader insight into your customer base

Wider pool of Talent

Diverse perspectives leading to stronger decision-making

Greater innovation and creativity

Meet the needs of diverse stakeholders

Multigenerational workplaces can be a source of positive challenge,opportunity, and significant growth if managed effectively.

Benefits of Multigenerational Teams

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How Does the Multi-Generational Workforce Impact Employers?HR professionals can play a strategic role by partnering with their Business Leaders in meeting the needs of their employees.

Are there specific business units that have a higher percentage of baby boomers set to retire in the next 10 years?

What are some possible flexible work options that will simultaneously attract all generations while encouraging Traditionalists and Boomers to remain employed and play key roles in knowledge transfer, leadership development, and mentoring of younger workers?

How can Human Resources professionals coach managers to maximize the performance of each generation?

What specific tactics are HR professionals using to attract the ‘best and brightest’ of the Gen Y employees that might differ from strategies used for other generations?

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Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, Published by GMP & Temasek Polytechnic, 2009

Leadership Characteristics That Gen Y-ers Want Their Leaders To Demonstrate

Leadership Characteristics That Managers From The Other Generations Believe In Demonstrating To Gen Y-ers

1. Caring (54%) 1. Competent (54%)

2. Inspiring (45%) 2. Honest (32%)

3. Competent (44%) 3. Forward-looking (31%)*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.

http://www.gmprecruit.com/resource_hub/..%5Cpdf%5CResourceHub%5Cgeny_press.pdf

Leading Gen Y Employees

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Top Factors That Motivate Gen Y To Stay In Organizations

Retention Strategies Most Utilized By Organizations

1. Opportunities for Career Advancement (63%)

1. Opportunities for Career Advancement (43%)

2. Good Work-Life Harmony (41%) 2. Emphasis on Learning & Development (37%)

3. Good Relationships (40%) 3. Good Compensation (24%)

*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.

Engaging Gen Y Employees

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Calculate Your Current (and Future)Investment in Gen Y:

How many Gen Y employees does yourorganisation currently have?

What is the average compensation forGen Y employee at your organisation?

Multiply the number of Gen Y employees xYour average compensation.

Can be seen as the risk your organisationtakes in assuming Gen Y will meet youremployment needs.

The better managed this investment, thelower the risk and the better return for allinvolved.

Exercise: Managing the ROI on Gen Y?

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

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Generation Z: The digital natives

Students today are all “native speakers” of

the digital language of computers, video games,

instantaneous communication, and

the Internet.

Students today are all “native speakers” of

the digital language of computers, video games,

instantaneous communication, and

the Internet.

Source: Marc Prensky, “Digital Natives, Digital Immigrants” (2001)

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The Linkster Generation (those born after 1995) is the onejust entering the workforce now. Like any other generation,it brings its own mindset into the workforce.

Linksters primarily work part-time while attending school. They are called Linksters because no other generation has

ever been so linked to each other and to the world throughtechnology. Their struggles in the work environment aretied to their youth and inexperience.

They are complete digital natives and cannot functionwithout communicating through social media.

Desire for change, stimulation, learning and promotion thatwill conflict with traditional organisational hierarchies.

Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.

Gen Z or The Linksters

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Get them into a routine that they can master. Generation Z will be unlike Baby Boomers, who are often

loyal to a firm. They don’t expect jobs for life and will moveonto the next job, similar to Generation Y.

Managers of Generation Z employees will have to beprepared to give regular feedback that tells them they aremaking a difference to the organisation

Development and work/life balance are more important thanfinancial reward, with both Gen Y & Z being committed totheir own personal learning and development.

Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012http://www.i-l-m.com/edge/managing_generation_Z.aspx

Managing Gen Z

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• Profitability/ROI• Cost Optimisation• Employee Turnover /

Retention

• Employee Satisfaction• Employee Loyalty

• Policy on CSR, Sabbatical• Rewards and Flexibility• Culture, Espirit De Corps

• EQ Level & EI Competencies• Servant Leadership/Level 5• Leadership Styles

Organisational Results

Talent Engagement

Organisational Climate

Leadership Effectiveness

Customer Loyalty• Customer Satisfaction• Service Value/

Relationship

Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

Engaging Your Multi-Gen Talent

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

Group Exercise: EI Mini Quiz

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“Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.”

Aristotle in ‘Nicomachean Ethics’

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

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Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer 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.

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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 theownership of your work.

B. 5 Points – After the meeting, take the colleague aside and tell her thatyou would appreciate in the future that she credits you when speakingabout your work.

C. 0 Points – Nothing, it's not a good idea to embarrass colleagues inpublic.

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.

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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?

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 his behavior is inappropriate and is ground 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.

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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 toreact.

B. 5 Points – Call the person into your office and explain that theirbehavior is inappropriate and is grounds for disciplinary action ifrepeated.

C. 10 Points – Speak up on the spot, saying that such jokes areinappropriate 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.

Answer for Scenario 2 - The Racist Joke:

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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 the Human Resource Manager to talk to him about where hesees his future in the organization.

C. Purposely give him lots of complex decisions to make so that he willbecome 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.

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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 the Human Resource 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)

Answer for Scenario 3 - The indecisive Baby Boomer Employee:

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Source: http://www.youtube.com/watch?v=fVHnug8H1MM

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Communicate is key to inspire Commitment “Opportunities for Career Advancement” and “Good

Relationships” are key factors that motivate Gen Y-ers to remain in organisations.

• Engage Gen Y through Coaching and develop Coaching competency of managers to be comfortable and confident in having conversations surrounding professional development plans.

• Encourage constant feedback and show recognition for Y-er’s work contribution

• Team Work ‘Y’ & Linksters (Gen Z) Style: Encourage staff gatherings, social events and ‘mixers’ with workmates

Recommendations


SESSION 8: SUMMARY & ACTION PLAN

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Organization Analysis-Job descriptions-Job spesifications

Assessing the Emloyees

A B C D

PotentialCandidates

Performance Evaluation

Buss. ResultsPersonal

DevelopmentActivities

Talent Review

Committees

Potancial Candidates

andSuccession

Lists

Approval of theLists

Analysis

Assessment

DevelopmentTalent Development

Programs

January - April May-June July onwards......

Summary: Talent Management Process

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Summary : Best Practices on TM For leading global organisations, 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.

No strategy can be effective without the support of senior leadership and talent management is certainly no exception.

Achieving sustainable organizational performance through the development of a capable workforce lies at the very heart of talent management.

The ability to develop next generation of leaders who can effectively face tomorrow’s global business challenges is critical to an organization’s success. But it won’t be easy. You need to invest in it!

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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?

Creating a SMART Development Plan

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http://www.youtube.com/watch?v=03o1JZ7c7gI

Video: Make Makes a Great Leader?

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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

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Prof Sattar BawanyCEO, Centre for Executive Education &

Strategic Advisor, IPMA Asia Pacific Email: [email protected]: www.linkedin.com/in/bawanyFacebook: www.facebook.com/ipma.singaporeTwitter: www.twitter.com/sattarbawanySkype: sattar.bawany

Keeping in Touch on Social Media

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