managing and developing talent ‘every small thing we do habitually is an expression of who we...
TRANSCRIPT
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.
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
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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
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• Revenue• Customer Satisfaction• Quality• Productivity• Cost• Cycle time• Market capitalisation
Retention
New Employee
Performance Knowledge
Skills Experience
Attributes
Potential
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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
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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?
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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
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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.
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Complexity of the Work
Capability of the person
TWO SIDES OF THE SAME COIN
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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
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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
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Capita – Realising Potential Slides13.
Developing your Talent
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Capita – Realising Potential Slides14.
Unlock Potential
Coaching Spectrum