Presentation on theme: "Aligning Talent to Business Strategy Paul Kasimu Group HR Director, EABL Kenya Institute of Management Thursday 27th June 2013."— Presentation transcript:
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 ofthe people involved.Only by attracting the best people willyou accomplish great deeds."General Colin PowellChairman (Ret), Joint Chiefs of Staff
4 Organizational Issues for Business Competitor challengesManaging peopleDelivering on customer promiseKeeping up with technologyManaging growthComplianceShareholder returnLegislation
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 processesLearning: Learning from successes and failuresAccountability: High Performance orientation at all levelsEfficiency: 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 PlanBusiness StrategyHR VisionEmployee Opinion
8 Key Themes on HR Strategy Deliver a High Performing Organisation (HPO)Create envied Employer Brand
9 High Performance Organisation Institutionalise customer ethosAttract & retain a diversity of talentDeploy superior talent to maximise valueLeadership CapabilityImproved Performance ManagementBuild and sustain core capabilitiesOrganisation Designs
10 HPO Strategy HIGH PERFORMING ORGANISATION (HPO) AGENDA LEADERSHIP PERFORMANCETALENTMANAGEMENTMANAGEMENT &ACQUISITIONREWARDRECRUITMENT/INDUCTION/TRAINING…COMMUNICATION AND ENGAGEMENT APPROACH…IMPLEMENTATION THROUGH HRWORKING CLOSELY WITH LINELEADERSHIPLEADER-LED CHANGE
11 Create an envied Employer Brand Employee proposition divided into:MACROMICRO
12 Employee Proposition Competencies External environment Equality and DiversitystrategyEmployee relationsenvironmentRecruitmentLearning andDevelopmentReward andbenefits strategyComms &Public relationsPerformancemanagementMACRO - All employeesWell being programmeTalentpropositionExternal environmentMICRO - One to one/line manager deliveryDisciplinaryand GrievanceBonusPay andbenefitsEmploymentpoliciesPerformanceDevelopmentExit PolicyLeadershipTalentplanHealth and WelfareMedicalCommsSuccession planning
13 HR Strategy Customers HR Capability Employee proposition BehavioursTalent deploymentLearning and DevelopmentEmployment policiesEquality and DiversityPerf DevelopmentMISRecruitment processesHRDeliverablesWellbeingExit policies- Comp redundancy & VERReward and benefits linked to Perf DevelopmentHR capabilityCommsEmployee propositionBusinesses PrioritiesHigh Performing OrganisationEmployer BrandinformsGroup HRDriving and sustaining a High Performance Organisation (HIPO)MTPBusinesProjectsHRStrategyEmployee opinionStaffStructureStrategySkillsSystemsStyleSharedValuesCultureHR Capability
14 Factors driving Changes in Talent Management Economic factorsThe transition to a knowledge economy has transformed the way we value Talent, now required as a strategic assetGlobalization driven by developing economies & emerging marketsSkills gaps still exist as much as there is structural unemploymentDemographic factorsGenerational 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 boomersWorkplace diversity with an integrated lens on diversity & inclusionTechnology FactorsIncreased expectationsDigitizationTelecommunicationsSource: "The Future of Talent Management: Underlying Drivers of Change" - Oracle White Paper, June 2012.
15 Talent Management – An Overview Defining our people requirementsTalent AcquisitionPerformance ManagementTalent DevelopmentRetention & RewardTalent management:The anticipation of required human capital the organization needs at the time then setting a plan to meet those needsKEEPGETTalent management: 5 B’sBuyBuildBorrowBindBounceGROW
16 Example of “Investing in Talent” strategy Methodology(To verify top talent)Development & Retention ToolsSuccess FactorsMid year Appraisal conversationsFunctional Talent matricesPerformance Talent Reviews (PTRs) and succession planningSpotlighting sessions by ExecEnd of Year performance rating calibrationTalent Pool Succession Planning & PDPsTalent SpotlightingTalent Development ProgrammesRecruitment of mid career high potential talent to shock the systemProject Teams & AppointmentsTalent development budget on:- Education Sponsorship- International AssignmentsShort/Long Term Reward Incentives100% succession cover for all key roles100% of the Talent to have specific development plans<1% regrettable losses100% of the participants targeted will have at least Fully Meets rating
17 Talent Measures Human capital ROI Acceptance rate (%) Talent resignations (%)Development actionsInternal promotions (%)Critical talent performancePipeline and back up successionHigh incentive ratio
18 Trends in Talent Management Next generation leadershipDeveloping future leaders is relevant now and in the next three yearsOrganizations must seek a new leadership model for the age of agilityHR executives still need to develop a different approach around developmentThese strategies must be specific to the businessOrganizations must commit to getting the best resultsAccelerating organizational changeThe 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 talentShift 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 gamea 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 prioritiesOrganizations 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 modelsSource: "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?