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Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

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Page 1: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Managing and Developing Talent

‘Every small thing we do habitually is an expression of who we are’

Page 2: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Overview

• What does Talent Management mean to you in your Organisation?

• The difference between Talent management and Succession planning

• Ensuring your Organisation structure fit for purpose

• Performance versus potential

• Its all about mind set and behaviours

• Retaining and developing your Talent

• Questions

2.

Page 3: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Talent Management

Definition:

Wikipedia defines talent management as;

”The process of developing and fostering new workers through on-boarding, developing and keeping current workers and attracting highly skilled workers at other companies to come to work for your company”.

What is Talent Management

Page 4: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Money Development prospects Responsibility with Authority Positive work-life balance attitude Promotion prospects Business philosophy Employee value Apprenticeship programmes

Valued product Company is valued by the community Good publicity Word of mouth Excellent Health and Safety record Security

Attracting Talent

Page 5: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

• Revenue• Customer Satisfaction• Quality• Productivity• Cost• Cycle time• Market capitalisation

Retention

New Employee

Performance Knowledge

Skills Experience

Attributes

Potential

Page 6: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Your Organisation structure

6

RIGHTORGANISATION

(goals, strategy, structure, culture)

RIGHT JOB(accountabilities,

complexity,competency requirements,

reward)

RIGHTPERSON(values &

commitment, current & potential

capability)

The aim is to achieve

now and in the future

Page 7: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Managing the Present

Planningfor the Future

Shaping the Future

Front Line & Clerical Staff

First Line Managers& Specialists

Unit & DepartmentalHeads

Divisional & Functional Heads

CEOs of NationalOrganisations

CEOs of International Organisations

CEOs of Global Enterprises

5

6

4

3

2

1

7

THEME

ShapingContext

Screening the Environment

DirectingStrategy

DevelopingStrategy

Co-ordinating

ExercisingJudgement

Following Routines

LEVEL OF WORK

PRIMARYFOCUSTYPICAL ROLES

Talent to do what?

Page 8: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

ResourceComplexity

(HOW)

Problem-solving(HOW)

CoreAccountabilities

(WHAT)

ExternalInteraction

(WITH WHOM)

Change(HOW)

InternalCollaboration(WITH WHOM)

TimeFrame

(BY WHEN)

Role complexity mind set and behaviours

At each level of work, there will tend to be consistency across the seven dimensions.

Performance versus potential

Page 9: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Defining high potential behaviours

Value Group There’s always room for improvementCOREBehaviour Heading Discovers Change

Definition Embraces and implements new ways of thinking and working for continuous improvement

Level 1Supports change

Level 2Acts to bring about change

Level 3Creates the right environment for

change

Level 4Defines and champions change

 

Positive about and recognises the benefits of change

Sees change as vital for continuous improvement

Demonstrates a willingness to try new ways/ do things differently

Offers constructive views and ideas for improvement

Continues to achieve objectives set in a climate of change

Keeps up to date with changes and relates them to the wider business

 

Looks for creative ways to work in a new way to increase efficiency and generate value

Explores and challenges existing processes

Remains positive and constructive when faced with change even if there is ambiguity

Remains effective during periods of change, even if tasks, responsibilities priorities or objectives change significantly

Positively accepts change and clearly explains to others how “ it’s for the best“

 

Creates an environment that challenges others to think about things differently

Insists on an atmosphere where it is safe to speak up and stimulates others to be innovative in bringing forward new ideas

Goes first in heading the way to improve existing systems and creating new ones

Energetic about getting fresh thinking from others

Respects and effectively manages differing emotional reactions to change, offering support and practical guidance

Provides necessary impetus and direction to involve others in getting the change underway

 

Challenges the ‘status quo’ constantly re-evaluating and anticipating what will be needed in the future

Assumes responsibility for managing change

Anticipates how change will affect others and maps out steps to build commitment to the change

Is able to forecast changes in the market place and looks for opportunities in the trends

Provides a clear sense of direction in times of uncertainty. Sets a clear vision and creates measures for the change

Develops a culture where change is welcomed and encouraged

Experiments and takes appropriate risks to support change and foster a culture where others willingly follow a vision for the business

Acts as a role model for change through behaviour and attitudes and by investing significant personal effort in implementation

Less Effective BehavioursX Prefers to stay in comfort zone or avoids trying new methods X Leaves new ideas to others X Waits for others to take the initiative X Questions new ideas and the need for them X Hangs on to the past or tried and testedX Creates change for change sake without considering business impact

Building trust to drive engagement - Elke Edwards9.

Page 10: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Complexity of the Work

Capability of the person

TWO SIDES OF THE SAME COIN

Page 11: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Potential vs Performance

High Potential for future leadership

Need to raise performance

Low PerformanceLow Potential

High cost to business

Maybe in wrong job now – need switching

Maybe in wrong job now – need switching

Page 12: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

There are ten components that typically compose the talent management process:

• Workforce planning, • Workforce acquisition, • On Boarding• Performance management, • Career development, • Succession planning, • Competency management, • Learning management and • Compensation management• Critical skills – Gap analysis

Retaining and Developing your Talent

Page 13: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Capita – Realising Potential Slides13.

Developing your Talent

Page 14: Managing and Developing Talent ‘Every small thing we do habitually is an expression of who we are’

Blue Sky Performance Improvement

Capita – Realising Potential Slides14.

Unlock Potential

Coaching Spectrum