1. Aligning Talent to Business Strategy Paul Kasimu Group HR Director, EABL Kenya Institute of Management Thursday 27th June 2013

2. Discussion Areas Organizational Issues High Performance Organization
HR & Talent Strategy

3. "Organization doesn't really accomplish anything.
Plans don't accomplish anything, either. Theories of management don't much matter.
Endeavors succeed or fail because of
the people involved.
Only by attracting the best people will
you accomplish great deeds."
General Colin Powell
Chairman (Ret), Joint Chiefs of Staff

4. Organizational Issues for Business
Competitor challenges
Managing people
Delivering on customer promise
Keeping up with technology
Managing growth
Compliance
Shareholder return
Legislation

5. Critical Organizational Capabilities
Talent:  Attracting, motivating and retaining competent and committed people.
Speed:  Making improvement changes rapidly.
Innovation: Doing something new in both content and processes
Learning:  Learning from successes and failures
Accountability: High Performance orientation at all levels
Efficiency:  Effectively managing costs.
Collaboration:  Working across boundaries to ensure efficiency and leverage.

6. External Sensing:  Linking with external stakeholders
Customer Connectivity:  Building enduring trust relationships with the targeted customers.
Shared mindset and coherent brand equity: Ensuring that customers and employees have positive and consistent images of and experiences with the organization.
Leadership:  Identifying, developing and embedding leaders across levels.
Strategic Unity:  Articulating and sharing strategies.

7. Linking HR Agenda to Business Strategy
Business Medium Term Plan
Business Strategy
HR Vision
Employee Opinion

8. Key Themes on HR Strategy
Deliver a High Performing Organisation (HPO)
Create envied Employer Brand

9. High Performance Organisation
Institutionalise customer ethos
Attract & retain a diversity of talent
Deploy superior talent to maximise value
Leadership Capability
Improved Performance Management
Build and sustain core capabilities
Organisation Designs

10. HPO Strategy HIGH PERFORMING ORGANISATION (HPO) AGENDA LEADERSHIP
PERFORMANCE
TALENT
MANAGEMENT
MANAGEMENT &
ACQUISITION
REWARD
RECRUITMENT/INDUCTION/TRAINING …
COMMUNICATION AND ENGAGEMENT APPROACH …
IMPLEMENTATION THROUGH HR
WORKING CLOSELY WITH LINE
LEADERSHIP
LEADER -
LED CHANGE

11. Create an envied Employer Brand
Employee proposition divided into:
MACRO
MICRO

12. Employee Proposition Competencies External environment
Equality and Diversity
strategy
Employee relations
environment
Recruitment
Learning and
Development
Reward and
benefits strategy
Comms &
Public relations
Performance
management
MACRO - All employees
Well being programme
Talent
proposition
External environment
MICRO - One to one/
line manager delivery
Disciplinary
and Grievance
Bonus
Pay and
benefits
Employment
policies
Performance
Development
Exit Policy
Leadership
Talent
plan
Health and Welfare
Medical
Comms
Succession planning

13. HR Strategy Customers HR Capability Employee proposition
Behaviours
Talent deployment
Learning and Development
Employment policies
Equality and Diversity
Perf Development
MIS
Recruitment processes HR
Deliverables
Wellbeing
Exit policies- Comp redundancy & VER
Reward and benefits linked to Perf Development
HR capability
Comms
Employee proposition
Businesses Priorities
High Performing Organisation
Employer Brand
informs
Group HR
Driving and sustaining a High Performance Organisation (HIPO)
MTP
Busines
Projects HR
Strategy
Employee opinion
Staff
Structure
Strategy
Skills
Systems
Style
Shared
Values
Culture
HR Capability

14. Factors driving Changes in Talent Management
Economic factors
The transition to a knowledge economy has transformed the way we value Talent, now required as a strategic asset
Globalization driven by developing economies & emerging markets
Skills gaps still exist as much as there is structural unemployment
Demographic factors
Generational geographies with a mixture of the retirement of baby boomers though more significantly growth of Gen Y and "z" in the workplace.
Longer lifespans questioning the retirement of baby boomers
Workplace diversity with an integrated lens on diversity & inclusion
Technology Factors
Increased expectations
Digitization
Telecommunications
Source: "The Future of Talent Management: Underlying Drivers of Change" - Oracle White Paper, June 2012.

15. Talent Management – An Overview
Defining our people requirements
Talent Acquisition
Performance Management
Talent Development
Retention & Reward
Talent management:
The anticipation of required human capital the organization needs at the time then setting a plan to meet those needs
KEEP
GET
Talent management: 5 B’s
Buy
Build
Borrow
Bind
Bounce
GROW

16. Example of “Investing in Talent” strategy
Methodology
(To verify top talent)
Development & Retention Tools
Success Factors
Mid year Appraisal conversations
Functional Talent matrices
Performance Talent Reviews (PTRs) and succession planning
Spotlighting sessions by Exec
End of Year performance rating calibration
Talent Pool Succession Planning & PDPs
Talent Spotlighting
Talent Development Programmes
Recruitment of mid career high potential talent to shock the system
Project Teams & Appointments
Talent development budget on:
- Education Sponsorship
- International Assignments
Short/Long Term Reward Incentives
100% succession cover for all key roles
100% of the Talent to have specific development plans
<1% regrettable losses
100% of the participants targeted will have at least Fully Meets rating

17. Talent Measures Human capital ROI Acceptance rate (%)
Talent resignations (%)
Development actions
Internal promotions (%)
Critical talent performance
Pipeline and back up succession
High incentive ratio

18. Trends in Talent Management
Next generation leadership
Developing future leaders is relevant now and in the next three years
Organizations must seek a new leadership model for the age of agility
HR executives still need to develop a different approach around development
These strategies must be specific to the business
Organizations must commit to getting the best results
Accelerating organizational change
The way in which organizations view change as a top trend. "In today's fast-paced environment, organizations need to adopt a new way of looking at change and become more results-orientated."
The war to develop talent
Shift to development and upgrading skills as a critical trend
"As businesses struggle to fill critical positions at many levels, companies are putting renewed focus on building capabilities, not just finding them."
Source: "Resetting Horizons: Human Capital Trends 2013" Deloitte 2013

19. Trends in Talent Management
Boards are changing the HR game
a growing number of boards are focusing on the role and impact of talent on business performance and risk.
Organizations know that developing a strategy without considering the talent dimensions creates risks.
Boards are recognizing that a business strategy often is a talent strategy.
Transforming HR to meet new business priorities
Organizations are developing HR capabilities that will not only support the business, but enable business strategy.
To fulfill its new role in accelerating business growth, organizations are using HR transformation to design HR and talent systems that can work across geographic boundaries, creating a framework that is flexible enough to support different business models
Source: "Resetting Horizons: Human Capital Trends 2013" Deloitte 2013

20. Trends in Talent Management
Source: "Resetting Horizons: Human Capital Trends 2013" Deloitte 2013

21. Big Question:
What will it take for you to shift the way you treat talent management today?