Presentation on theme: "Talent Development and Management: Optimizing Human Performance in the Public Sector Harvey L. White, Ph. D. Director, The Initiative for Public Service."— Presentation transcript:
1 Talent Development and Management: Optimizing Human Performance in the Public Sector Harvey L. White, Ph. D.Director, The Initiative for Public Service and DiversityGraduate School of Public and International AffairsUniversity of PittsburghINTERNATIONAL CONFERENCE ON ADMINISTRATIVE DEVELOPMENT: TOWARDS EXCELLENCE IN PUBLIC SECTOR PERFORMANCEKing Faisal Hall for Conferences, RiyadhKingdom of Saudi Arabia November 1-4, 2009
2 Talent Management-An HR Paradigm Shift? ,. . . talent management requires a paradigm shift in the way HR defines its mission and measures its success, . . .leading organizations are redesigning people structures, rethinking talent processes and using new technologies to transform the way talent is managed.Heidi Spirgi, President of Knowledge Infusion, a strategic workforce consulting organization
3 Strategic Perspectives of Talent Management The Process PerspectiveThe Cultural PerspectiveThe Competitive PerspectiveThe Developmental PerspectiveThe HR Planning Perspective
4 The Process Perspective: Talented management should include all processes needed to optimize people within an organization.Organizations should put systems in place that enable talented individuals to carve out a successful career in their chosen organization.Talented people will thrive and progress if they meet the competency and performance requirements of the talent management process.
5 The Cultural Perspective: Talent management is more of a mindset than a set of activities. This perspective revolves around the belief that individuals will succeed if they are talented enough and that their success equates with business success.This is perhaps the least structured approach to talent management and therefore the one most likely to suit creative individuals, entrepreneurs and mavericks.With the absence of rules and processes, especially around promotion, individuals are free to create their own opportunities.In a sense, this approach to talent management has the most drama and risk-individuals have all the rope they need to hang themselves or prove their worth.
6 The Competitive Perspective: Talent management is about identifying talented people, finding out what they want and giving it to them-if not, the competition will.This perspective flourishes in industries where the most valuable assets are people-based and where intellectual property is everything.Consultancy, public relations, advertising and law firms know full well that if their most talented people leave for a competitor, they will lose not only critical knowledge and experience but also key customer accounts.In the worst cases, if entire talented teams are lost, the market may question whether the firm still retains a core capability.Finding ways to recruit the best talent and also keep it away from the competition is a pressing concern.Traditionally this approach depends on motivating talented people through financial rewards, but the limitations of this tactic become apparent during serious talent shortages.
7 The Developmental Perspective: Talent management is about accelerated development paths for the highest potential employees.Organizations want to “lock in” talent by targeting recruitment at entry level to the organization and then developing and promoting from within to maximize career opportunities for high potentials.This perspective comes closest to the old psychological contract in which the employer looks after the individual’s career.
8 The HR Planning Perspective: Talent management is about having the right people matched to the right jobs at the right time and doing the right things.This approach is generally supported by a very sophisticated IT system, which maps out various different scenario options and future possibilities.People are moved around the company like pieces in a game of chess.
9 New Workers and A New Workforce The Workforce is Shifting
11 The Workforce is Shifting: More DiverseMore Technology DrivenMore generational differencesMore Independent Workers
12 Employment Tenure Shrinking Average tenure down from 22.5 years in 1960 to only 4 years today*For Tech it is under two yearsToday’s 30-something worker will have about 20 jobs throughout career252015105196019701980199020002010Average Employment Tenure* BLS. “Employee Tenure in 2006.”
13 Why is the Workforce Transforming? New economy is predominantly service driven and knowledge basedWorkplace independence empowered by technologyGlobal competition forces new rulesTraditional “Corporate Social Contract” is fadingDual-income households demand work-life balanceGeneration Y predisposed to Freelance76 million Baby Boomers leaving their traditional jobs
14 Technology: Empowers Workplace Independence Do you really need to work at the office?Distributed virtual work arrangements are affordable, often more productive and preferred by workerAccording to market researcher Nemertes Research of New York, as many as 9 out of 10 employees now work from locations other than company headquarters. In addition, some 40% to 70% of employees work in locations remote from their supervisor.
15 Global Competition Forces New Rules Competition with international labor practicesMany countries have fewer worker rights, which drives down cost in those countriesWorkers in many countries are willing to work for lower wageCompetition with foreign social systemsMany foreign competitors don’t bear costs of healthcare or retirementOff-shoring and outsourcing become preferred practicesAccess to local labor resources and social systemsLocalization to sell into emerging markets
16 Dual-income Households Demand Work-Life Balance Traditional office work hours are undesirableFamily values have sufferedChildren and aging parentsTechnology makes it easier to vary work hours from home
17 The Demographic Crisis The Numbers80 million Baby Boomers ( ) leaving economy50 million Gen Xers ( ) replacing them75 million Gen Yers ( )Large “Talent Replacement Gaps”
18 80 million Boomers: Leaving Traditional Jobs Over half will not stop workingLiving longer, and not ready for the rocking chairNeed the moneyIt’s “their turn”Ready to take risks and start businessesThey want to enjoy themselves and demand flexibilityGreat skills and a professional networkThey are ideally positioned as consultants
19 Gen X Profile Family Orientated Individualists Skeptics Spend more time with family than any other generationThey phone home dailyIndividualistsSkepticsCritical of everything“Beasts of Pleasure”Think boomers are self-satisfying, self-appointed, self-righteousIncome:Won’t outpace mom and dadReal income struggleUnhappy that older people won’t retire
20 Generation Y Predisposed to Freelance Have grown up with technology, multi-tasking, social networking, video gaming, IM’ing and web surfingHave seen parents overwork, divorce, and get laid offFirst generation to have “Entrepreneurship” as a common business major in collegeEverything is digital, personal, and virtual, so why be confined with a traditional job?
21 The Contract WorkerContract workers represent >28% of U.S workforce and their numbers are expanding worldwideTemps, consultants, non-employee workers, etc.Over 12 million Independent Contractors21
22 An Important Distinction Traditional Temp LaborContract Consulting TalentWorkers who generally want to be permanent and are just drifting from temp job to temp jobKnowledge professionals who choose contract work as a career and manage themselves as a company of oneClerical, administrative, factory, help desk, call center, etc.Vacation fill-ins, support peak demand, temp-to-hire, etc.IT consultants, contract recruiters, project mgrs, etc.Provide experience / skills, strategy, project deliverables, etc.22
23 Independent Contractors: A Closer Look Talented, well-educated, highly compensated professionals81% age 35 and over65% male90% prefer independent contracting to traditional employmentSource: U.S. Bureau of Labor Statistics, “Contingent and Alternative Employment Arrangements,” February, 2005
24 The Corporate Social Contract Fades Defined Benefit/Pension plans replaced with individual 401KRising healthcare costs are being pushed down to workerGlobalization and mergers force downsizing and layoffsSeniority systems replaced with “pay for performance”“Lifelong employment” is goneEven the US Federal governmentEven government – long the most conservative sector for the social contract of employment relationship – is moving toward performance based pay.The Department of Defense is leading the charge, abandoning its GS-15 seniority system for the new NSPS compensation system, which incorporates performance assessments.The agencies making up the US Intelligence Community, including the FBI, CIA, and Department of Homeland Security, are instituting a doctrine of skills-based careers and portability, requiring officers to cross-train and serve in another agency before being promoted to a higher level in their home agency.Contractors now make up a significant portion of the federal workforce, up to 1/3 of the workforce in some agencies like the DHS and CIA.
25 Talent management: the next dimension of strategic HR Often asked questions:Is talent management more than just the newest fad in a field that aims to give itself a strategic advantage?And can it really provide value?Evidence Driven Answer:Data suggest, it is, in fact, a fresh way of looking at what we do and of finding new, more powerful ways to impact our organizations.
26 Softscape Global HR Survey Top HR challenges for 2009 Reveals;That 3-out-of-4 organizations Now View Integrated Talent Management As Mission Critical74% of the organizations surveyed and 83% of large organizations now believe that integrated talent management is mission critical.Top Five Challenges Identified by Respondents are Talent Management Related Issues:1. Hiring skilled talent & filling key positions2. Improving leadership succession pipeline3. Engaging & motivating the workforce4. Identifying & retaining high performers5. Building a performance-oriented culture
27 What is Talent Management? Talent management is a complex collection of connected systematic HR processes that can delivers fundamental benefits for any organizationThere are three fundamental assumptions of successful talent management practices:The key enabler of any organization is talent.The quality of people is the organization’s last true competitive differentiator.Talent drives performance.Talent management requires strong executive support, along with systems and processes all directed towards having the right talent doing the right work at the right time. That’s when talent truly drives higher business performance.
28 What Talent Management Involves The integration of different initiatives, or constructs, into a coherent framework of activity. There are certain crucial components and a useful model for defining TM. TM is describe in term of several key concepts:Ethos; embedding values and behavior, known as a “talent mindset,” to support the view that everyone has potential worth developing.Focus; knowing which jobs make a difference and making sure that the right people hold those jobs at the right time.Positioning; starting at the top of the organization and cascading throughout the management levels to make this a management, not HR, initiative.Structure; creating tools, processes and techniques with defined accountability to ensure that the work gets done.System; facilitating a long-term and holistic approach to generate change.
29 aim of talent management. Organizational aim, rather than an individual one:Geared towards ensuring that an organization is able to do what it sets out to do today and in the future; CapacityAssumes that capability is based on an organization’s principal source of value and competitive advantage in a developed economy: its peopleMaking capability match commitments
30 Talent Management Platform Business Goals and Business PerformanceAcquireTalent SourcingContingent Labor ProcurementSelectionOnboardingDevelopPerformance ManagementCareer PlanningLeadership and Succession PlanningAlignReportingGoal ManagementInternal MobilityAssessTalent AnalyticsAssessmentWorkforce Planning
31 Making capability match commitments Three core processes:1. Understand what your people can do2. Deploy them better today3. Ensure they can do more tomorrowThese processes are not supposed to suggest that people are objects owned by an organization.People may be assets in a loose accounting sense, but they are not chattels.
32 Focus of Talent Management in 2009 Most answers in recent surveys focused on the development and training of key, existing talent:Developing talent %Retaining talent %Deploying/aligning talent %Acquiring talent %
33 Drivers of Talent Management Key drivers of your talent management priorities in 2009:leadership and management development (68.3%)building or maintaining organizational culture and values (41.5%) andtop talent development (41.5%),“Revisiting vision, strategies and goals and ensuring alignment should be among an organization’s top priorities right now, and it appears that the respondents feel similarly,” said Susan Miele, Senior Partner of Camden Consulting Group.
34 Top 10 Talent-Management Challenges 1. Attracting and retaining enough employees at all levels to meet current and future needs.2. Creating a value proposition that appeals to multiple generations.3. Developing a robust leadership pipeline.4. Rounding out the capabilities of hires who lack the breadth of necessary for global leadership.5. Transferring key knowledge and relationships.6. Stemming the exodus of Gen X'ers from organizations.7. Redesigning talent management practices to attract and retain Gen Y's.8. Creating a workplace that is open to Boomers in their "second careers.”9. Overcoming a "norm" of short tenure and frequent movement.10. Enlisting executives who don't appreciate the challenge.
35 Important Talent Management Processes Include: Simply put, Talent management is helping organizations find their highest and best use of people through:·Talent Selection·Talent Alignment·Talent Development·Talent Retention
36 Talent selection A function of 4 components: ·Testing candidates on job-specific predictors of success· Interviewing against these same success predictors·Doing background checks for performance and success predictors·Fitting in personal chemistry and company culture
37 Talent AlignmentAssessing strengths across a variety of jobs to determine highest and best use of your workforceTalent Audit:CompetencesPerformanceCoachingFocus training
38 Talent Developmentfocus primarily towards job-specific success factors that predict performance, and secondarily towards any additional factors deemed important
39 Talent Retentionpersonal engagement in one’s job, in the immediate team or department, and in the organizationengagement include the degree to which:Employee “owns” and is empowered his/her jobEmployee is part of a closely knit teamEmployee is recognized for his/her value to the organizationEmployee has freedom to learn and advanceThe culture of the company matches employee’s values1.Retention Matters Because It costs money2. Replacing workers – whatever the cause - is expensive3. Losing knowledge is expensive if workers leave4. Lost opportunities because of talent shortfalls are expensive
40 Assessment is a Major Activity in Talent Management Systems PerformanceRefers to the individual’s current level of performance relative to the performance goals and objectives for their current position.ReadinessReflects an individual’s ability to take levels of responsibility in a higher job classification or in a more complex role, based on demonstrative behaviors, assuming reasonable opportunities for development.Criteria developed to assist with assessment of readiness I.e., competencies for success at next level.Employees complete a readiness self-assessment and managers complete a readiness assessment for each employee and assign a readiness ratingWillingnessIndicates the degree to which an individual is willing to assume a new role as well as the organization’s capacity to accommodate this.Employees record their willingness on the TM system
41 Assessment Categories and Levels Performance (current)OutstandingFully EffectiveConditional AchievementReadiness (new)Promotional Priority; move now (within 3 to 6 month)Promote With Development; move in future (within 24 month); focused development to prepare for moveContribute in current level; remain in current role; development based on career goals, achieving success in current role or mastering current roleWillingness (new)Employee is willing to assume a new roleOrganization has the capacity to accommodate employee’s willingness to move
42 What Should Public Sector Organizations Do? Define the “business”Develop a solid talent management strategy – aligned with the “business” planMeasurement matters: Understand your organization and anticipate where the shortages will be (get better at workforce planning)Be discerning/strategic in your efforts: Focus first on mission critical positionsInvest in filling the gaps…quickly
43 Some Lessons from the Field Solutions…Be proactive…think about anticipatory hiringLeave no stone unturned. Get better at tapping into untapped and underutilized pools of talent.Remove barriers to the full participation and advancement of underutilized pools of talent. This is about diversity in its broadest sense.Utilize staff and students in the recruitment processImprove the on-boarding process (orientation)Deliver on promises made
44 Some Lessons from the Field Solutions…Accelerate the learning and improve learning and development opportunitiesDiversity of opportunity is one of governments’ greatest selling points!Strip away obstacles to staff movement between and among departments/unitsCulture counts! (big time): Move from a status quo culture to one that embraces and encourages creativity, innovation and risk-taking – and diversity
45 Some Lessons from the Field Solutions…Develop managers, support them, and reward and recognize them for desired behavioursHold people accountable for changeLeaders must lead
46 Talent Is Never Enough! John C. Maxwell Everyone Has TalentDevelop the Talent You Have Not the One You WantAnyone Can Make Choices That Will Add Value to Talent
47 Key Choices for Maximizing Talent Belief; Lift your TalentPassion; Energizes Your TalentInitiative; Activates your TalentFocus; Directs Your TalentPreparation; Positions Your TalentPractice; Sharpens Your TalentPerseverance; Sustains Your TalentCourage; Tests Your TalentTeachability; Expands Your TalentCharacter; Protects Your TalentRelationships; Influence Your TalentResponsibility; Strengthens Your TalentTeamwork; Multiplies Your Talent
48 John Maxwell argues that “too much emphasis” is placed on talent alone. Although some level is a necessary requisite for success, talent is often overrated and frequently misunderstood.Everyone has talent.The challenge is to discover, develop and make choices that will add value to talent.This is true for individuals and organizations.