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Talent Management – an essential key to Business Success

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Presentation on theme: "Talent Management – an essential key to Business Success"— Presentation transcript:

1 Talent Management – an essential key to Business Success
“The importance of Talent Management in the current business environment ” Nigel Moore, Managing Director Logistics Executive – Middle East & Africa Talent Management and what we can offer will directly impact upon your business success

2 Major Trends in our world today
Market Turmoil and Credit Crisis Increased Security and Regulatory Control Globalization Changing Marketplace Dynamic Competition Rapid Change and Innovation What is the business climate today? 2

3 Business Drivers in the Supply Chain
Control/Reduce Costs & Drive Operational Excellence Manage Talent and Human Capital Build Organizational Culture Enhance the Customer Experience Explore New Markets and Opportunities Increase market share Some key things we need to do – otherwise won’t be successful

4 Beware short term thinking!
“Organisations must not compromise on strategy to cut costs during global economic crisis and should resist the temptation to cut investment in strategy, innovation and customer care for short-term cost savings during these times. While it’s necessary to be efficient and trim the excess in a company, managers must not end up cutting out important areas that have an effect on the long-term goals and effectiveness of the organisation. “Operating in an economic crisis is all about confidence. Numbers go bad – that’s the way economies work – but the situation gets dramatically worse as people lose confidence in a company’s management” Dr David P Norton (co-creator of the Balanced Scorecard concept) 4

5 Our new business strategy is “X” …
Are my leaders capable of executing our new strategy? Can our leaders drive operational excellence ? How do I get people ready for the future? How do I keep people engaged and retained? How can I reduce ramp-up time for new employees? How do I attract new Talent? Talent management – aligning my Organisation with our long term business strategies Firstly will talk about Attracting & Retaining Talent Then a little on developing leaders internally

6 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 6

7 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 7

8 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 3. Participation 8

9 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 3. Participation 4. Recruitment Process 9

10 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 3. Participation 4. Recruitment Process 5. Career Opportunities 10

11 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 3. Participation 4. Recruitment Process 5. Career Opportunities 6. Leadership Training 11

12 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 3. Participation 4. Recruitment Process 5. Career Opportunities 6. Leadership Training 7. Job Design 12

13 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 3. Participation 4. Recruitment Process 5. Career Opportunities 6. Leadership Training 7. Job Design 8. Vision, Mission, Purpose 13

14 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 3. Participation 4. Recruitment Process 5. Career Opportunities 6. Leadership Training 7. Job Design 8. Vision, Mission, Purpose 9. Reward System 14

15 Talent Attraction & Retention
Top 10 Drivers 1. Attractive Work Environment 2. Respect 3. Participation 4. Recruitment Process 5. Career Opportunities 6. Leadership Training 7. Job Design 8. Vision, Mission, Purpose 9. Reward System 10. Keep Your Promises 15

16 Generation Y = 18 to about 28 Are they attracted to the Logistics & Supply Chain industry?
Gen Y like playing around and experiencing everything life has to offer Gen Y aren't thinking long-term - that's why you can't retain them... they're thinking next year, the year after – not much further Employers of Gen Y need to think laterally about what they can offer them. Think holistically - nurture their passions. Think short-term about rewards and experiences It’s a different world we live in today – not just the economic recession but we need to think about how to attract young people into the logistics business What about the even younger generation heading towards the job market…… 16

17 Fostering Talent 18 Drivers of Attachment
Focusing on “attachment” is critical in addressing retention 1.Accuracy of Job Representation 10.Performance Objectives 2.Business Awareness 11.Personal Vision & Career Path 3.Central Messages 12.Physical Work Environment 4.Climate & Culture 13.Pre-Employment 5.Co-Workers Reasons for Joining 6.Incremental Learning 15.Recruitment & Selection 7.Learning Path 16.Rotation 8.Mngr Alignment & Accessibility 17.Safety & Behaviour 9.Orientation Senior Leadership 17

18 “Onboarding” - Controlling Retention through Attachment
90 Day Post Induction Survey Measures degree new employee is bonded or "attached" or successfully “onboarded” to organisation within critical 90 days of employment. An Attachment & Risk Report provides Managers and HR Departments critical info - perceptions of new employee - provides recommendations how to correct negative perceptions. The value tool = the Risk Rating and Recommendations that an organisation will receive for each new candidate on 90th day of employment If you do nothing else about retaining good staff – DO THIS! 18

19 Attraction strategies – Employer Branding
Research your current attraction & retention performance Which departments or job titles you have problems hiring for? Assess whether the current calibre of staff is correct re future hires? Conduct audit on company's values and points of difference List reasons why someone may opt for employment with you? Survey stakeholders to compare your stated company values with reality / perceptions More important than we think Perception of job seekers can be widely different from how senior management believe the firm is perceived 19

20 Attraction strategies – Employer Branding
Initiate your roll out plan Establish an "Employer Brand Team“ to align the needs of your organisation with your attraction strategy Aim is to know what type of people you want to attract and understand why a top person would want a job with your organisation? The secret to building the best employment brand is "commitment“ Prospective employees become attracted to a company that appeals to both their "issues of the heart" and "issues of the head”. Employers need to think about how they want their employees to feel as a result of working with them You want to become an “Employer of Choice” 20

21 Attraction strategies – Employer Branding
Be clear about what you have to offer and communicate it well - should know what your company stands for, and be real about how you present this Its about the experience the firm has to offer the employee and about how it engages its employees Ensure you build a culture underscored by respect and follow written values with behaviours and actions - a new employee will soon see the difference between written words and actual behaviour Example – think of 10 global logistics brands – from the perspective of a job seeker, which one attracts you and why? 21

22 Talent Attraction / Retention CSR - Corporate Responsibility
Talent management – aligning my Organisation with our long term business strategies 22

23 Talent Attraction / Retention CSR - Corporate Responsibility
Good examples of CSR in practice in this region e.g. Aramex I was in Thailand last year and participated in a school project fund raiser backed by a large employer, staff actually went out and built the new facilities with the cash raised Result was great teamwork and staff loyalty that translated into better customer service in their main business 23

24 Attraction strategies – Job Quality
Top people take jobs primarily because they meet their needs for growth, challenge, and learning. Ask why a top person would want this job? What big projects and challenges are involved? Think about the real job and not just the skills listed on the Job Description Tie the job to some bigger company initiative - for example, someone in a call centre can be part of a growth expansion plan, or someone in warehousing can be part of a complete restructuring of the WMS. While a great company brand can get the person interested, you'll increase the acceptance rate when the actual job ties to some bigger growth plans. These points are really good! As a leading recruiter in the Supply Chain sector I can testify to the effectiveness of these 2 points 24

25 Attraction strategies – Job Quality or $$$
As long as the compensation is fair, you have a good chance to consistently hire top people, assuming the other factors are positive. Don't sell the job on compensation; sell it on the chance to make a big short term impact with an opportunity to grow at a faster rate than all competing jobs. Make the job the differentiator, not the compensation. Some other company can always pay more. 25

26 Attraction strategies – Employ & Develop Potential
Many employers struggle to identify the so called “ideal candidate” for their open positions (old style recruiting). Look instead for transferable Skills & Competencies Employ people with the right mind-set and attitude to develop their skill sets and make the job a success Develop your talent through real internal and external training, not just lip service Develop a real Talent Retention strategy to include structured career development, meaningful assessment processes, relevant KPI’s linked to bonus schemes, improved participation, enjoyable but challenging work environment Hire for attitude, train for skills 26

27 Attraction strategies – Recruitment issues
Be professional in the Recruitment Process - top people are looking for leaders & mentors to work under so a professional interview with high standards is essential Managers who understand the real job must be involved in the recruitment process. Everyone who interviews the candidate must assess them against the real job needs. Candidates will be trying to assess quality of the employer Empower the Hiring Manager to handle the offer process professionally. Keep the process moving, long delays = lost candidates Be prepared to negotiate to secure the best people 27

28 Attraction strategies – Summary
Attraction Strategy – do you have one? Competition for candidates – it’s all about job quality Candidate expectations are changing – not just $$$ The “ideal fit” maybe not achievable – look for transferable skills & competencies Look to developing local talent who will be the workforce of tomorrow, develop real careers for Nationals, collaborate with Colleges & Universities 28

29 Attraction strategies – Summary
Develop a clear Talent Retention strategy and develop Leadership at all levels Be professional in the recruitment process & keep the process moving (delays = lost candidates) Use a professional recruiter with industry sector experience – not just the cheapest! Does anyone here know that your company or organisation has a defined “Talent Attraction” or “Talent Retention” strategy? 29

30 Leadership…………….. Are my leaders capable of executing our new strategy? Can our leaders drive operational excellence ? How do I get them ready for the future? Have we enough leaders at each level of the business? (Bench Strength) Knee jerk reaction to staffing costs in the last year Objective should be to have the right quality of people managing the business – not just the right head count 30

31 Implementing the Leadership Pipeline
Business Backdrop Talent Needs Action Plan 1) VISION—The picture of where the organization wants to be in the next several years. STRATEGIC & CULTURAL PRIORITIES—Business and cultural imperatives that enable the organization to reach the desired vision. BUSINESS DRIVERS—Business Drivers represent those business challenges that senior leaders must step up to in order to drive and successfully execute the strategic and cultural priorities of the organization. 2) TALENT NEEDED SUCCESS PROFILE—The mix of essential experiences, knowledge, skills, personal attributes and motivations employees need in specific roles across the organization. WHAT LEADERS DO WE NEED? CAPACITY NEEDS—The depth of leadership needed to drive priorities and grow future talent. DO WE HAVE ENOUGH? 3. ACTION PLAN IDENTIFY POTENTIAL—Looking within the organization to identify talent with the greatest potential to move into strategic leadership roles. ASSESS READINESS—Utilizing multiple assessment tools to produce an in-depth evaluation of personal/ motivational attributes, business management, leadership, and interpersonal skills for a role above the leader's current level. SELECT/DEPLOY TALENT—Profiling leaders (individuals and teams) against specific business or leadership challenges to make effective placement and promotion decisions. ACCELERATE DEVELOPMENT—Rapidly elevating the skills and performance of current or aspiring leaders through a variety of personal growth tactics. FOCUS/DRIVE PERFORMANCE—Measuring and managing individual and group performance against objectives and development plans. 4. INSURANCE POLICY C.A.S.A.M.—Realizing sustainable, positive change in people performance that dramatically increases the ability of the organization to achieve its goals.

32 The Arrival of the Unprepared
Amongst Global leaders, only 17% indicate that their organizations were effectively preparing leaders for transition.

33 The Business Costs of Pipeline Blockage
High employee turnover Low workforce engagement Inability to compete External promotions > Internal promotions Long ramp up time in job Bottom-line: Inability to execute strategy and take maximum advantage of market opportunities

34 The Transition Model Experience Knowledge Competencies
Personal Attributes Leaders exist all levels in an organisation. It is important to focus on leadership throughout the business and in particular at mid-management level

35 Leadership Success Profile
Performance Experience Competencies What I am capable of What I have done Personal Attributes Knowledge Who I am What I know

36 Transitional Leadership Program
PERFORMANCE MANAGEMENT CAREER MANAGEMENT SUCCESSION MANAGEMENT 4 1 2 3 Strategic Leader Leadership Development Centre On-going Development Executive Coaching Special Assignments Individual Contributor People Leader Business Unit Leader 1ST TRANSITION Leadership Development Centre Mandatory Courses Coaching 2ND TRANSITION Leadership Development Centre Courses Coaching Special Assignments 3RD TRANSITION Leadership Development Centre Courses Executive Coaching Special Assignments

37 Transition Model Strategic Operational People Leader
Informal & Emerging Leader

38 Implementing the Leadership Pipeline
Business Backdrop Talent Needs Action Plan 1) VISION—The picture of where the organization wants to be in the next several years. STRATEGIC & CULTURAL PRIORITIES—Business and cultural imperatives that enable the organization to reach the desired vision. BUSINESS DRIVERS—Business Drivers represent those business challenges that senior leaders must step up to in order to drive and successfully execute the strategic and cultural priorities of the organization. SLIDE 2 LISTS THESE 2) TALENT NEEDED SUCCESS PROFILE—The mix of essential experiences, knowledge, skills, personal attributes and motivations employees need in specific roles across the organization. WHAT LEADERS DO WE NEED? CAPACITY NEEDS—The depth of leadership needed to drive priorities and grow future talent. DO WE HAVE ENOUGH? 3. ACTION PLAN IDENTIFY POTENTIAL—Looking within the organization to identify talent with the greatest potential to move into strategic leadership roles. ASSESS READINESS—Utilizing multiple assessment tools to produce an in-depth evaluation of personal/ motivational attributes, business management, leadership, and interpersonal skills for a role above the leader's current level. SELECT/DEPLOY TALENT—Profiling leaders (individuals and teams) against specific business or leadership challenges to make effective placement and promotion decisions. ACCELERATE DEVELOPMENT—Rapidly elevating the skills and performance of current or aspiring leaders through a variety of personal growth tactics. FOCUS/DRIVE PERFORMANCE—Measuring and managing individual and group performance against objectives and development plans. 4. INSURANCE POLICY C.A.S.A.M.—Realizing sustainable, positive change in people performance that dramatically increases the ability of the organization to achieve its goals. 38

39 Leadership Impacts the Bottom Line
Quality of Products/Services 17% Retention of Quality Employees Employee Satisfaction 14% Customer Satisfaction 10% Productivity 20% Financial Performance 19% 15% ü Talent Management Strong Development ü

40 Managing the Recession
Review fundamentals & business model and address weaknesses Take a view of economic conditions and plan accordingly Lead change when necessary - plan for 2 years of challenging times Develop plans to ensure costs match with revenues, improve flexibility, reduce risk, shorten lead times, focus on core business, restructure, rationalise…. Be prepared to exploit real opportunities as they come along Focus on winning market share from your competitors Look at the market in real time – act on realities Recruit and Retain the best people to realise these strategies & plans (courtesy Joe Carr, Mazars) Bring us back to why we should focus on Talent Management 40

41 How can Logistics Executive help?
Assist in tuning your Business Strategy Define Success Profiles for all key roles Measure the quality and availability of talent in these key positions Implement Assessment processes Performance management / monitoring Specialist Recruitment to close the gaps IF you buy into the fact that talent management & leadership development will make a difference to your bottom line and long term success of your business Then here is what we can offer ALL ABOUT ALIGNING YOUR TALENT AND ORGANISATION WITH THE LONG TERM BUSINESS STRATEGIES NOT JUST EXISTING COMPANIES – WHAT ABOUT WHEN BUYING A COMPANY 41

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49 Global Specialist in the Logistics & Supply Chain sector
Executive Search, Recruitment & Consultancy Senior staff from the industry with many years international experience – we know the business Offices in Amsterdam, Dubai, Singapore, Shanghai, Sydney, Melbourne Know and understand the regions we work in Wide ranging client base in the Middle East & Africa A truly consultative value added service! IF you buy into the fact that talent management & leadership development will make a difference to your bottom line and long term success of your business Then here is what we can offer ALL ABOUT ALIGNING YOUR TALENT AND ORGANISATION WITH THE LONG TERM BUSINESS STRATEGIES NOT JUST EXISTING COMPANIES – WHAT ABOUT WHEN BUYING A COMPANY 49


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