Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Title of presentationLou-Anne Lubbe
Talent Management Lead –Southern Africa
Accenture
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Our Multi-Polar World
Five key dimensions of the Multi-Polar World
The battle for resources & sustainability
The new map of innovation
Emerging consumers
War for talent
The flow of capital
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
The world is changing . . .
Growth of BRIC Nations
Climate Change
Natural Resources Constraints
Declining Commodity Prices
Human Capital
Shortages
Urbanisation/Growth of Megacities
Constrained Accessto Capital
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
The talent view from the C-Suite offices….
Key factors in achieving strong financial performance
% of respondents rating factor
“very important”
Building strong customer loyalty 59%
Acquiring new customers/increasing market share 61%
Attracting and retaining skilled staff 45%
Having a performance-oriented mindset in the workforce 41%
Finding and developing talented leaders 37%
Having a flexible organisation that responds to changing market conditions 37%
Managing risk 35%
Dealing with the regulatory environment 36%
Infusing innovation across the organisation 24%
Generating superior business value from technology investments 25%
Bringing new products or services to market quickly 24%
CustomerFocus
Talent Management
Focus
Source - Accenture’s High Performing Workforce Study 2008 – C-suite executives
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Against this backdrop, the Credit Crisis will require a response . . .
Strategies will vary depending on the client, the industry and overall business health. No strategy is right or wrong but our solutions vary by scenario.
• Workforce rightsizing
• Labor cost optimization
• Operational efficiency improvement
• Back to basics
• Accelerating innovation
• New operating models
• Critical skills upgrade
• Talent acquisition
• Strategic agility
• Engagement and alignment
• M&A integration
• Culture alignment
• HR integration
• Org architecture
• Governance models
• Leadership programs
Positioning forsurvival
Positioning forgrowth
Positioning foradvantage
Balance Sheet StrengthAccess to Capital
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Questions for discussion…
1. Is Talent Management high on your company’s agenda ?
2. What impact is the multi-polar world having on your organisation ?
3. Is the current economic situation affecting the Talent Agenda ? In what ways ?
4. What role is HR playing in the Talent Agenda ?
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Talent Management – What is it, really?
* Source: Peter Cheese, Robert J. Thomas, & Elizabeth Craig.. The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance. London: Kogan Page Limited.
Accenture’s Talent Management Framework
Bus
ines
s S
trat
egy
Bus
ines
s R
esul
ts
Wor
kfor
ce
Tal
ent S
trat
egy
Wor
kfor
ce
Per
form
ance
R
esul
ts
Attract and source
talent
Def
ine
Tal
ent n
eeds
Dev
elop
Tal
ent p
oten
tial
DeployTalent right place
right time
DiscoverAttract and source talent
Business/ Workforce Alignment
Workforce InnovationTalent Management is an organisation’s ability to create and continuously optimise the
talent resources needed to execute on business strategies.
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Talent Definitions and Management
Hi-Po
Niche
Specialist
Leadership Talent
Support/PeripheralTalent
Core Talent
Key Talent
Key Talent
• Represent 2-5% of the employee population
Core Talent
• Individuals who perform the core business processes, not very difficult to replace
Peripheral/Support Talent
• Contractors and third party providers who provide services not core (but essential) to the business & has the potential for outsourcing
Leadership
• Individuals responsible for setting, communicating and executing strategy
Individual talent recognition or role based talent recognition
Performance vs.Talent Distribution
Talent Definition
TalentSegmentation
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Using Workforce Segmentation to drive high performance
Types of Talent• Leadership - those responsible for
setting and communicating the business strategy
• Key Talent - those who the competition would hire in a second; they are indispensable because they can “see the future”
• Core Talent - those who execute the core business processes
• Peripheral Talent - contractors and third party providers who provide services not core to the business
Principles of Workforce Segmentation• Different competencies• Different employee mix (P/T, F/T,
exempt)• Different organization structure• Different motivations, rewards, programs
CorporateCorporateLeadershipLeadership
Peripheral TalentPeripheral Talent
Core TalentCore Talent
Key TalentKey Talent
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Integrated talent management based on a solid foundation
Define your talent needs
• Link to business strategy and priorities• Understanding of critical and core skills and talent
segments
Discover sources of talent
• New sources of talent• Sourcing options – Rightsourcing• Comprehensive recruitment channels• Tailored value propositions
Develop your talent potential
• Competency frameworks and workforce understanding• Learning agility – right skills, speed to proficiency• Talent mobility – learning through experience• Collaboration and connection to accelerate• Linkage to performance assessment and reward
Deploy talent
• Aligning talent to priorities and needs• Moving work to where the talent is• Link to talent development
Foundation of efficient and integrated HR operations and support
Discover Your sources of
talent
DeployYour talent at the right place at the right time
DefineYour talent
needs
DevelopYour talent potential
Metrics and Analytics
Talent Mindset
Talent Culture
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Five imperatives: Becoming a talent-powered organization
Put talent at the heart of your business strategy
Enhancing talent sourcing capabilities to find and attract more diverse talent
Build integrated talent management capabilities with strong focus on development
Make leaders and line managers capable and accountable for good people management
Apply robust value and outcome measures to understand progress
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Emerging Talent Management Considerations
Capabilities Reactive Proactive
Workforce adaptability
Cut 10% of workforce across the board.
Right-Size Workforce. Cut 5% of workforce, identify top performers in weak parts of the business, and redeploy to areas of growth.
Leadership Force early retirement to cut costs
Rely exclusively on Sr. Leaders to “get it done”
Capitalise on economic downturn and leverage delayed retirements to train future leaders.
Apply “Crucibles of Leadership” concepts to build skills in tomorrow’s leaders.
Talent Enact a Hiring Freeze
Assume the current Talent Strategy will adapt to the changing Talent
landscape
Source selectively to capitalise on new talent that has entered the market. Expand talent pools to hire from sources that were formerly considered
“too expensive”.
Redraw Talent Maps to account for changes in employee demographics and retirement plans.
Include a formal Workforce Planning initiative in your Talent Strategy to account for immediate
business imperatives and the forecasted rebound.
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Emerging Talent Management Considerations
Capabilities Reactive Proactive
Ability to Change
“One Size Fits All’message from
leadership
Utilise a change tracker or cultural value analysis to understand perceptions across various workforce
segments.Customise messaging based on workforce
segmentation.
Efficiency Tighten grip on costs of in-house service
centers.
Renegotiate 3rd party vendor contracts, take cost out of field HR, leverage current shared services to get
more work out of them.
Workforce Performance
Assume performance degradation and
productivity losses are inevitable.
Cut training initiatives
Stimulate employee engagement in a downturn by enacting programs that align with the 6 “C’s” of
engagement.
Utilise workforce specific learning solutions to increase sales, customer satisfaction/retention, and
overall productivity.
Employer Brand
Layoffs (negative spin in media)
Customise and update Employee Value Propositionsbased on workforce segments and new programs.Pro-actively market EVP’s through various media
channels.
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Questions for discussion…
1. Has Talent Management impacted your organisations performance at all?
2. To what degree?
3. What type of talent has created organisational performances challenges for the organisation?
4. Can you give us a specific example.
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Technical Skills ChallengesChemical Industry
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
The industry will need to hire about 120,000 employ ees per year to replace retirees. As efficiency improvement s
mature, the rate of employment decline will slow.
Net change in em
ployment
# of
em
ploy
ees
World chemist and chemical engineer employment in t he chemical industry
(10,000)
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
(3,000)
(2,500)
(2,000)
(1,500)
(1,000)
(500)
-
500
1,000
Industry growthReplacementsContinuing positionsProductivity improvementsRetiredNet change in employment
Source: Accenture Research
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
With a workforce shrinking, companies must attract, train and retain the best employees
Need for “multi-polar ready” talent
Less scientists as a share of graduates pool
Retiring talent
Declining population growth
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2008 Accenture Copyright
Engineers need more humanities skills, most academic institutions do not provide this in curric ula.
MPW Trends Education needs for Engineers and ChemistsInnovation Arts, Philosophy (reasoning)Battle for resources Economics, Business, History, Political ScienceNew consumers Communications, Languages, HistoryWinning Talent Management, Languages, HistoryChanging capital flows Finance, History, Communications
The battle for resources & sustainability
The new map ofinnovation
Emerging consumers
War for talent
The flow of capital
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Our research shows the companies are taking various measures to meet these challenges
Attract Retain Transfer knowledge
•Tailoring benefits
•Improved salaries•Environmental initiatives
to attract employees
•Improving flexibility
•Adding work/life balance•Maintain close links to
universities
•Internships
•Improved EAP’s•More cross-training•Improved mentoring•Global training platforms•Intercultural training•Knowledge sharing•Mobility•Higher education programs (MBA, other)•Rotational assignments•Leadership development
•More cross-training
•Knowledge sharing
•Succession plans
•Senior employees mentor/train incoming
employees in different
regions•Teamworking/rewarding
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
How is the industry responding to the challenge ?
• Some chemical companies are changing their recruiting practices by offering perks like: l
• longer vacation times,
• improved mentoring programs, • greater benefits packages and
• increased job training.
• Matching older skilled workers with younger ones through mentoring programs
• Lets look at the strategies of a local key players:
• Sasol
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Focused on meeting the challenge of growing demand for skilled workforce
Implemented project TalentGro to meet growing demand for appropriately skilled workforce
•TalentGro - A multi-pronged approach to :
•improve internal skills development capacity
•grow required talent pools
•influence external skills development environment
•Implemented various talent management initiatives
•competitive remuneration practices
•changes to the performance management system
•new leadership development programmes
•Learnership and apprentice training increased by 233% from 2004 to 2007
•Strategic alliances with international research institutions
•Contributed actively to South African government's Joint Initiative for Priority Skills
Acquisition (JIPSA)
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2008 Accenture Copyright
The Role of HR in Talent Management
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Risks of not achieving Business Interlock
• Consequences
• A lack of alignment of HR to business objectives
• No structured agenda for HR
• Lack of clarity about the performance objectives & responsibilities of the HR business partner function
• Risks
• Unknown return on workforce investments
• A lack of alignment creates a perception of HR inadequacy which may not be the root cause
• Dissatisfaction of line management with HR service delivery, who therefore hesitate to adopt the new operating
model
• Exposure to sunk cost investments that might not generate return in case HRT projects are often abandoned
due to misalignment with business objectives
Traditionally, HR Transformation initiatives are dr iven by efficiency motives (what does HR cost?) while a strategic focus (what is the contribution o f HR to the performance of the organisation?) is
apparent but suffering from a lack of tooling
�Efficiency�Effectiveness
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Achieving Business Interlock
Business StrategyBusiness Strategy
Distinctive Capabilities and Performance Anatomy
Distinctive Capabilities and Performance Anatomy
• Define implications of our Mission & Vision• Define end-state models articulating our Leadership, Talent and
Culture strategic intent • Provide a roadmap to help individuals understand what our
strategy means to them
• Define the organisations distinctive competencies• Assess current position and priorities• Articulate in terms of forward business strategy and implications
• Understand current status and strategic priorities impacting human capital by critical workforce segments
• Review in context of Leadership, Talent, Organisation, Culture, and develop talent supply chain blueprint
• Describe high level investments required and show linkage back to business values
Delivers Defines
Enables Shapes
Human Capital StrategyHuman Capital Strategy
HR StrategyHR Strategy
Enables Shapes
• Understand current status and priorities for HR• Develop strategy to build out capabilities required to meet the
demands of the human capital strategy – HR practices, systems, organisation and competencies
• Develop investment plans and business case linked to human capital strategy imperatives and values
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Achieving Business InterlockAlign HR objectives tobusiness objectives
As a business partner, HR needs to align its objectives to the strategic objectives of the organisation:
In doing so, HR is focusing on strategy execution by the workforce
HR objectives define the desired end state of HR initiatives
Determine value drivers
These are measurable factors thatinfluence strategy execution and value creation:
Key value drivers are linked to HR objectives in a strategy map
Key performance indicators will be identified for the highest priority value drivers: key value drivers
Develop KPI’s into a scorecard
To monitor HR’s performance – it’sadded values to strategy execution – aset of KPI’s is selected and measuredfor each value driver:
To evaluate performance, targets for each KPI should be defined
Together, this set of KPI’s is the HR scorecard
�1. �2.
�3.Act on results …
As the HR scorecard is directlylinked to corporate strategy, it’s theagenda of HR :
HR is now able to apply driver based decision making on human capital investments
Structural monitoring and action plans create a strategic continuous performance improvement cycle
�4.
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Talent Management Tools to support Business Interlock
Performance Mgmt
Training
Knowledge Sharing
Incentives & Rewards
Leadership Development
Sourcing
Transfers
Recruiting & Selection
Career Pathing
Workforce Planning
Succession Planning
Employee Engagement
Core ValuesCompetency Frameworks
Employee Value Prop
Talent Definitions
Workforce Scheduling
Competency Mgmt
Career Development
DiscoverAttract and source
talent
DeployTalent right place
right time
DefineTalent Needs
Develop
Def
ine
Tal
ent
need
s
Dev
elop
Tal
ent
pote
ntia
l
DeployTalent right place right
time
DiscoverAttract/source talent
Talent Mgmt Capability
Talent Metrics
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Start by doing an Assessment• What is the current risk to the
organisation?
• What will it take to attract candidates to Org Y?
• What will it take to retain the existing workforce?
• How well equipped are our human capital processes to support the talent
management solution?
Retirement & Attrition Analysis
EVP Survey
Talent Management Diagnostic
Workforce Profile 2016
0
20
40
60
80
100
120
140
160
180
200
Today 2008 2009 2010 2011 2012 2013 2014 2015 2016
Hea
dcou
nt Required Workforce
Other Attrition
Retirements
Current Workforce
Workforce Profile 2016
0
20
40
60
80
100
120
140
160
180
200
Today 2008 2009 2010 2011 2012 2013 2014 2015 2016
Hea
dcou
nt Required Workforce
Other Attrition
Retirements
Current Workforce
High Risk14%
Actively seeking alternative
employment
Accessible14%
Not actively seeking to move but would
accept a ‘better’ offer
Trapped14%
Dissatisfied but without the option to
leave
Truly Loyal58%
Satisfied and intend to stay
Attitude (Satisfaction) +-
Behavior (stay)
+
-
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
Whilst employees speak positively of Org Y, they are not wholly committed to staying with Org Y
Whilst employees speak positively of Org Y, they are not wholly committed to staying with Org Y
High Risk14%
Actively seeking alternative employment
Accessible14%
Not actively seeking to move but would accept
a ‘better’ offer
Trapped14%
Dissatisfied but without the option to
leave
Truly Loyal58%
Satisfied and intend to stay
Attitude (Satisfaction) +-
Behavior (stay)
+
-
Talent Management Challenge
2) Understanding why we are at risk of losing 28% of our workforce
1) Understanding what makes these employees stay
Org Y is at risk of losing 28% of its current workforce through attrition
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
-0.5
0
0.5
1
A dedication to corporatecitizenship/social responsibility
Inspirational leadership
International and reputablecompany
Good work-life balance
Organisational culture
Best people: working with highperformers
Interesting and challenging work
Training opportunities
Compensation in the form ofbenefits
Professional development (careercounselling and performance
appraisal system)
Small Gap
Large Gap
Compensation
Base = New Joiners (n=26)
Candidates joined Org Y in the last 12 months with the expectation that they would receive:
Good work-life balance in A reputable company
Professional development,Training opportunities ; andCompetitive salary package
Mostly Meeting ExpectationsNot Meeting Expectations
Key areas in which we are
failing to meet
employee expectations
We are unlikely to retain new recruits as we are no t meeting the reasons they had for joining the organisation
We are unlikely to retain new recruits as we are no t meeting the reasons they had for joining the organisation
Org Y faces the challenge of delivering against employee expectations
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
What attracts prospective employees to Org Y are not the same reasons that will retain them
To be competitive in attracting candidates , we need to be able to deliver the following:
1. Reputable company2. Professional development3. Interesting and challenging work4. Compensation5. Training opportunities
To be competitive in retaining our existing workforce , we need to be able to deliver the following:
1. Review of base pay, performance bonus and retenti on bonus options
2. Improved professional development3. Better work-life balance
Talent Management Challenge
Technical Skills Africa 2008, Johannesburg, South Africa
2008 Accenture Copyright
DISCOVEREmployee Value Proposition – attracting new candidates to the organisation
3
RETAINGreat companyGreat culture
5
TALENT DEMAND (POSITIONS)
1
Critical & scarce skillsChanges in skills requirements
TALENT SUPPLY (PEOPLE)Identify Potential - Leadership &Technical PipelineCategorise talent – 9 Box MatrixIdentify succession pools – Succession Plan
Succession Plan
DEVELOP & DEPLOYIndividual Development PlanDevelopment for performance in current roleCareer Development Discussion & PlanFuture career options & development plans
Talent Results
Business Results
Talent Strategy
Business Strategy
TALENT FORUM
2
4
6
TALENT ENABLEMENT Governance Annual TM processes, talent strategy, roles, accountabilities, measures Capacity Building Training and coaching of line and HC
7
This holistic Talent Management Solution uses a practical tool-based approach to deliver results
ACTIONS
H
M
L
H
M
L
H
M
L
H
M
L
H
M
L
RISKSTRATEGIC TALENT QUESTIONS
1. What are the top 3-5 strategic areas of focus for my business unit in the upcoming year?
2. What changes might there be to the current organisational structure and skill requirements in light of my strategic imperatives?
- Is a new skill set required?- Is an increase in a current skil l set required?- Will a decrease in current skil l take place?
3. What are my top Talent priorities/concerns that I need to address in order to meet my strategic goals in the next 2 – 3 years?
- Recruiting- Deployment- Retention- Development
4. What are my mission critical positions?• what are the risks in terms of retaining/attracting
these positions?• what confidence do I have of fill ing these position s?
5. What are my scarce skills?
ACTIONS
H
M
L
H
M
L
H
M
L
H
M
L
H
M
L
RISKSTRATEGIC TALENT QUESTIONS
1. What are the top 3-5 strategic areas of focus for my business unit in the upcoming year?
2. What changes might there be to the current organisational structure and skill requirements in light of my strategic imperatives?
- Is a new skill set required?- Is an increase in a current skil l set required?- Will a decrease in current skil l take place?
3. What are my top Talent priorities/concerns that I need to address in order to meet my strategic goals in the next 2 – 3 years?
- Recruiting- Deployment- Retention- Development
4. What are my mission critical positions?• what are the risks in terms of retaining/attracting
these positions?• what confidence do I have of fill ing these position s?
5. What are my scarce skills?
Long term Actions (Next 1-2 years)
Career Development Actions (Deployment, Movement, T raining, Promotion)
Short-term Actions (Next 6 months)
Retention Actions
Full Name Division/Dept
Position Title Location
Retention Issues
Probability of Exit(H,M,L)
Cost of exit(H,M,L)
Risk Rating(H,M,L) Reason
Recommended Position on 9 Box Overall comments (Shor t summary of individual)
One-on-one discussion held(Date & duration & % consensus)
Long term Actions (Next 1-2 years)
Career Development Actions (Deployment, Movement, T raining, Promotion)
Short-term Actions (Next 6 months)
Retention Actions
Full Name Division/Dept
Position Title Location
Retention Issues
Probability of Exit(H,M,L)
Cost of exit(H,M,L)
Risk Rating(H,M,L) Reason
Recommended Position on 9 Box Overall comments (Shor t summary of individual)
One-on-one discussion held(Date & duration & % consensus)
Other______________
Company Reputation
Culture
LeadershipProfessional Development
Challenging/ Interesting WorkRewards
Work Life Balance
Individual Action Item By Who By When
General Items Action Item By Who By When
Individual Action Item By Who By When
General Items Action Item By Who By When
RETENTION STRATEGY“The Pillars”
RETENTION STRATEGY“The Pillars”
TALENT MANAGEMENT STRATEGYTALENT MANAGEMENT STRATEGY
Great Company
Great Culture
Great Career
RETENTION MECHANISMS
Great Leaders
Great Rewards &
Recognition
GUIDING PRINCIPLES
Engen Brand and reputation
Engen Values and Organisational
Culture and behaviours
Long term opportunities for development and
advancement
Inspiring leadership and
best people
Marketable & equitable
remuneration, benefits &
recognition (tangible and intangible)
GOVERNANCEPolicies and procedures regarding Purpose, Particip ation, Measures, Performance
targets, Funding, Governance and Administration.
EMPLOYEE VALUE PROPOSITION
RETENTION STRATEGY“The Pillars”
RETENTION STRATEGY“The Pillars”
TALENT MANAGEMENT STRATEGYTALENT MANAGEMENT STRATEGY
Great Company
Great Culture
Great Career
RETENTION MECHANISMS
Great Leaders
Great Rewards &
Recognition
GUIDING PRINCIPLES
Engen Brand and reputation
Engen Values and Organisational
Culture and behaviours
Long term opportunities for development and
advancement
Inspiring leadership and
best people
Marketable & equitable
remuneration, benefits &
recognition (tangible and intangible)
GOVERNANCEPolicies and procedures regarding Purpose, Particip ation, Measures, Performance
targets, Funding, Governance and Administration.
EMPLOYEE VALUE PROPOSITION
Manage Self Operational
Manage Division
Manage Self Professional
Manage Self Expert
Manage Others
Manage Managers
Manage Function
Manage Self Technical
Manage Business
Manage Group Function
CEO
Manage Self Operational
Manage Division
Manage Self Professional
Manage Self Expert
Manage Others
Manage Managers
Manage Function
Manage Self Technical
Manage Business
Manage Group Function
CEO
A/RPrepare talent action log
A/RProvide feedback from forum to candidates
A/REnsure talent action plans are implemented
A/RProvide advice and support to Management
A/RBuild capability in line and HR to manage talent
A/RDocument key actions at talent forum
A/RFacilitate talent forum
A/RPresent results at talent forum
A/RPrepare succession plan
A/RPrepare 9 box
RAPrepare development plan
CA/RManager complete candidate profile template
RA/RHold career meeting
A/RCIdentify talent demand and mission critical positions
A/RComplete self-profile template
IA/RSend career meeting invite
CA/RSet career meeting agenda
IA/RCPlot candidate positions on Pipeline
IIA/RAnnual communication to business with key activities and timelines
CandidateManagerTalent Mgt Team
Activities
A/RPrepare talent action log
A/RProvide feedback from forum to candidates
A/REnsure talent action plans are implemented
A/RProvide advice and support to Management
A/RBuild capability in line and HR to manage talent
A/RDocument key actions at talent forum
A/RFacilitate talent forum
A/RPresent results at talent forum
A/RPrepare succession plan
A/RPrepare 9 box
RAPrepare development plan
CA/RManager complete candidate profile template
RA/RHold career meeting
A/RCIdentify talent demand and mission critical positions
A/RComplete self-profile template
IA/RSend career meeting invite
CA/RSet career meeting agenda
IA/RCPlot candidate positions on Pipeline
IIA/RAnnual communication to business with key activities and timelines
CandidateManagerTalent Mgt Team
Activities
EngenTalent
Strategy
EngenTalent
Scorecard
Agenda Item Description Resp Time
Introduction and Overview
Talent Forum Chairperson provides overview vision and key strategic talent issues that require discussion and resolution
Chair 15 mins
Roles and Objectives
Clarification of process, roles, agenda, outcomes and expectations by Talent Forum Facilitator
Fcltr 15 mins
Departmental/ Divisional Reviews
Forum members use slides of the templates they have prepared as inputs to present the following: •9 box matrix for direct reports•Succession plans•Bench strength summary•Retention risks•Talent development and action plans for direct reports and dept
Mgrs 5 hours
Talent Scorecard
Review of overall scorecard including:•Recruitment summary•Retention summary•Succession summary
HRM 30 mins
Strategic Talent Issues
The groups discusses Strategic Talent Issues (as per the Talent Demand and Mission Critical Position templates) for this level requiring discussion and resolution e.g. resourcing, development, retention etc
Mgrs 1 hour
Next StepsAgree on a set of actions to be taken to strengthen the talent pool in the next year including is accountable and by when they will take placeConsolidate into a report that will be presented at MC for approval
FcltrHRM
20 mins
Wrap up and Close
Agree on date to review progress (should be quarterly) Provide summary and close session
Chair 10 mins
Agenda Item Description Resp Time
Introduction and Overview
Talent Forum Chairperson provides overview vision and key strategic talent issues that require discussion and resolution
Chair 15 mins
Roles and Objectives
Clarification of process, roles, agenda, outcomes and expectations by Talent Forum Facilitator
Fcltr 15 mins
Departmental/ Divisional Reviews
Forum members use slides of the templates they have prepared as inputs to present the following: •9 box matrix for direct reports•Succession plans•Bench strength summary•Retention risks•Talent development and action plans for direct reports and dept
Mgrs 5 hours
Talent Scorecard
Review of overall scorecard including:•Recruitment summary•Retention summary•Succession summary
HRM 30 mins
Strategic Talent Issues
The groups discusses Strategic Talent Issues (as per the Talent Demand and Mission Critical Position templates) for this level requiring discussion and resolution e.g. resourcing, development, retention etc
Mgrs 1 hour
Next StepsAgree on a set of actions to be taken to strengthen the talent pool in the next year including is accountable and by when they will take placeConsolidate into a report that will be presented at MC for approval
FcltrHRM
20 mins
Wrap up and Close
Agree on date to review progress (should be quarterly) Provide summary and close session
Chair 10 mins
TALENT MANAGEMENTTraining Workbook
June 2008
Great rolesGreat leadersGreat rewards
Employee Value
Proposition
Engen
Reputation
Inspiring Leaders
Cu
lture &
Values
Com
pens
atio
n
& R
ewar
ds
Challenging Work & Professional Development
Employee Value
Proposition
Employee Value
Proposition
Engen
Reputation
Inspiring Leaders
Cu
lture &
Values
Com
pens
atio
n
& R
ewar
ds
Challenging Work & Professional Development
Engagement
Opportunities Work
Organisation & Leadership
Reward & Benefits
Direct Management
� Engen Reputation� Engen internal and
external brand� Inspiring leaders� Engen culture� Work life balance
� Interesting and challenging assignments
� Self Management
� Approachable leaders
� Working with Best people
� Marketable and equity compensation
� Recognition and rewards
� Professional development
� Training opportunities
� Career for life – job mobility