IHRM 2016 HR CONGRESS

11TH AND 13TH MAY 2016 AT

SAROVA WHITESANDS RESORT & SPA, MOMBASA

Talent Evolution-

Developing Talent Strategy

for the Networked age

Learning Objectives

By the end of this

presentation,

participants will

be able to:

We are struggling to attract and retain millennials

Structures that can keep the networked employee at work

Retention Programs for the networked employee

The Changing Landscape of

WorkFor the first time

in recent history,

workplace

demographics

now span five

generations.

This comes with both

challenges and

opportunities!

5 Generations Working

Together

George Dearing (2004) Is the Generation Gap in the Office Overblown? Downloaded from http://www.workintelligent.ly/workstyle/demographics/2014-5-2-generation-gap-office-overblown/

The three

revolutions that got

us here

Digital Revolution 1: Broadband Internet

(85%) and Broadband at home (66%)

Revolution 2: Mobile – 89% of adults

331.6

Total U.S.

population:

315.5 million

2011

9%

49%

67%

76% 87%

92%

7%8%

25%

48%

61%68% 73%

6%4%

25%

47%

49% 57%

1%

11%

7%13%

26%

29%38%

0%

20%

40%

60%

80%

100%

2005 2006 2007 2008 2009 2010 2011 2012

Digital Revolution 3

Social networking – 59% of all adults

18-29 30-49 50-64 65+

% of internet users 86%

Impact on knowledge workers

and their constituents

The world is full

of networked

individuals

using (lots of)

networked

information

Impact on knowledge workers and

their constituents

There is an imperativeto share and be “on the

grid”

Impact on knowledge workers

and their constituents

Attention

Is

reallocated

Real-time info, just-

in-time searches

change the

process of

acquiring and

using information

… be ready for

your closeup

Impact on knowledge workers

and their constituents

Impact on knowledge workers

and their constituents

Influence is

migrating

from

organizations

to networks

and new

“experts”

Impact on knowledge workers

and their constituents

All

organizations

are under

more scrutiny

…

transparency

is a new

marker of trust

Generic Workplace Needs

Guess what?

People generally want the

same things: To be respected

To be recognized for

a job well done

To be coached

To be consulted

To be connected

They just want them delivered

in different packages!

Traditional talent management is

not up to the challenge

Deficiencies

• Minimal alignment with business strategy

• Less effective given labor market realities

• Does not maximize the “yield”

RetainDevelopAcquire

Heavy reliance on

external recruitment to

meet immediate needs

Driven by compensation

benchmarks and

surveys

Largely a function of

training expenditures

Deploy

Assignments for

“A” Players

2. Deploy 1. Develop

3. Connect

Acquire Retain

ConnectCreate networks and high-

quality relationships that

maximize performance

Develop Build capability

through on-the-

job learning

Deploy Broaden and

deepen capability

through stretch

assignments

A new model focuses on develop,

deploy, connect

Advantages

• Focused on productivity of critical talent

• Creates dividends for acquisition and

retention

Find out what motivates them

Find out what would cause them to

leave the organization

Treat them as they want to be

treated

People work for people not a

company

Hire the best person for the job

Equip people with the necessary

skills

Adapted from: Recognition

Management Institute, 2000

Recruiting Tips

Recognition is personal. Find out preferences for type of recognition.

Recognition is about people and relationships, not things.

Learn to say and show “thank you” in many different ways.

Demonstrate that you trust people

Making time for recognition is simply a choice.

Adapted from: Recognition Management Institute, 2000

Recognition Tips

Make more time for orientation of new people

Communicate goals clearly

Demonstrate respect for the lives of others

outside of the workplace

Ask people how they learn best.

When people ask for the tools to do their work,

give them the tools.

Provide the latest technology as monies permit.

Expect, plan for personal and professional

development.

Communicate about how well they are doing

and where they can improve.

Set goals and help with the plan to achieve

them.

Adapted from: Recognition Management Institute, 2000

Retention Tips

Video: There are challenges ahead

• Tiffany Shlain, director of the film

Connected

“The key will be valuing when to be present

and when to unplug. The core of what

makes us human is to connect deeply, so

this always will be valued. Just as we lost

oral tradition with the written word, we will

lose something big [in this change], but

we will gain a new way of thinking.

As Sophocles once said, ‘Nothing vast

enters the life of mortals without a curse.”

Closing thoughts from the report

on the hyperconnected

Can this be the next

Generation of

Networked Age?

References:

Craig R. Gill, Deloitte & Touche USA LLP, ISE/ CHRMS Breakfast Seminar, October 20, 2006. Building a Sustainable Leadership and Talent Management Strategy

www.scouting.org/filestore/.../GenerationalDiversityintheWorkplace.ppt

Craig R. Gill, Deloitte & Touche USA LLP, ISE/ CHRMS Breakfast Seminar, October 20, 2006. Building a Sustainable Leadership and Talent Management Strategy

Terri Manning, Bobbie Everett, Cheryl Roberts. The Millennial Generation:

A Blessing or Curse for the Workforce. A Study Funded by the Workforce Development Board

Dr Dallas L. Holmes, (Adapted and Development by)-Extension Specialist Diversity and Civil Rights. Tools for Understanding the Extension Multigenerational Workplace

AARP Employer Training. Managing the Generations at Work-maroon_Eds_final

Joan Oliver - Managing Multiple Generations. Joan Oliver - Managing Multiple Generations

Boston college center for work and family (2008). The Multi-generation workforce. Management Implications and Strategy for Collaboration.

Lee Rainie (2012). Networked and Hyperconnected the New Social (and Work) Operating System. National Conference of State Legislators, October 11, 2012.