We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
supports HTML5 video
Published byBarbra Carpenter
Modified over 4 years ago
Individual and Team Development ForumPresented by Psylutions May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Format and Objectives Welcome to the Psylutions Individual and Team Development Forum. Opportunity to learn about Talent Development in the post GFC world, hear case studies from an expert panel on talent development. Specifically, what is talent development? why use talent development strategies? how to develop talent? Ask questions, share information and learning's. Show bags – with information on Psylutions and our panel partners in the Talent Development space. Door prizes May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
What is Talent Development?Involves the selection, development and engagement of employees to further identify and foster potential. Talent development is the process of changing an organisation, its employees and its stakeholders, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organisation. Talent development is often reserved for top management, however it is becoming increasingly clear that career development is necessary for the retention of any employee, regardless of level. Research has shown that some type of development is necessary for job satisfaction and hence job retention. May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Talent Development in the Current ClimateDuring the GFC: Deficiencies were revealed in employees’ and leaders’ change resilience, ability to deal with ambiguity, and decision making processes. For many businesses, forward planning decreased and focus shifted to the next few months only. Organisations reduced full time employment, reduced the hours employees worked, increased use of casual labour, and increased general uncertainty in the workforce about continuing employment. The workforce flexibility dynamic shifted from an ‘employee’ focus to a ‘business’ focus . May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Key Learnings from Impact of GFCInvest now to gain long term benefit from workforce and leadership capability development, as this investment requires significant lead time. Up skill across all levels, succession plan and identify talent. Harness strong leadership competencies as these are critical during times of instability. Focus on the ability to exercise emotional intelligence, resilience, adaptability and flexibility, whilst operating in an ambiguous context. Improve retention of talent, through proactive on-boarding processes which ensure talent becomes entrenched. Then continue to invest in talent through consistent development opportunities. May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
The world is short of top talentThe world is short of top talent. Attracting and retaining top talent is not just a question of money/salary. Research shows the importance of personal and professional development to successfully retain and grow talent. © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Benefits of Talent DevelopmentIncreased individual capability – Research has show there is a need for enhanced capabilities in problem solving, critical thinking, change management, creativity and innovation. Engaged, enthusiastic staff Higher retention rates Improved employee morale Enhancing your organisation’s competitive edge May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Approaches to Talent DevelopmentAssessment & Development Centres (DC) The end use of the information that is different – one for selection and one for development. In order to predict future job performance and potential to develop, an individual completes a set of tasks which accurately sample those required in the job and are linked to the key skills, behaviours and competencies of the role. Can include various assessment methods like psychometric testing, role plays and interviews to assess particular competencies. May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Approaches: Why use DC’s?Identify what skills you have in your workforce and where the talent gaps are and what talent you will need to attract. Develop talent attraction strategy, including revisiting the organisation's culture to ensure it aligns not only with the revised business strategy but also the type of talent you are retaining and attracting. Learn what motivates your employees and what their future goals are. Reconfirm career development and employee engagement strategies. Revisit and update succession planning strategies. May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Approaches: Individual and Team Management ProfileMay 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Team Management ProfileTwo components: Individual What are my preferences? Do I use my preferences in my role? Supports Coaching and Career Development Team What Should happen compared with What Does happen The difference between what Should and Does occur indicates levels of team and individual Satisfaction or Performance Helps to generate engagement, create a common language, improve the productivity of the team May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Talent Development is not one size fits all. What about DiversityTalent Development is not one size fits all. What about Diversity? Consider generational differences and drivers. The needs of women. © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Hot Topics in Talent Development: DiversityAging workforce Mercer Workplace 2012 Beyond the GFC Study found: Generation Y listed career progression and job security as the two most important non-financial factors in remaining with their existing employer. Generation X highlighted workplace flexibility as the most important factor within their existing organisation, followed closely by job security. Baby Boomers communicated that workplace flexibility and recognition for their achievements were most important to them in their current work environment. May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Hot Topics in Talent Development: DiversityWomen Australia has slipped to number 41 in women's workforce participation Australian women are still under-represented in leadership and decision-making roles in almost all sectors of the paid workforce despite comprising 45 percent of the country's total workforce. Australia has one of the lowest levels of female participation at senior executive and board levels in the world. There is a need to address the cultural issues which are blocking the progress of women to senior levels of organisations. May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Panel Discussion © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Panel Discussion Kate Colley – NAB Simone Parry – CadburyLynne Robertson – NOW Professional Coaching Hayden Fricke – PeopleScape Martin Williams – EvolveOne80 May 2010 © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Questions? © Copyright 2010 Psylutions Pty Ltd. Commercial in Confidence.
Introduction to employability skills. What is employability? Employability has been defined as “the capability for gaining and maintaining employment.”
1 PRESENTATION TO THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION Report on the causes and effects of mobility amongst senior management service.
The following sides have been taken from a presentation on Assessment Centres by the Suncorp Graduate Recruitment Team 1 Leadership, Culture & Talent HR.
Copyright of Shell International May 2013 “BUILDING ENGAGING WORKPLACES TOGETHER” DIVERSITY & INCLUSION AT SHELL Deborah Green, Diversity Recruiter Colin.
Strategic Value of the HR Function Presentation by
Working for Warwickshire – Competency Framework
Succession and talent management
HR Manager – HR Business Partners Role Description
The Living Literacy Framework and the E&I Literacy Action Plan Valerie Neaves Alberta Works Programs Alberta Asset Building Collaborative March 17, 2011.
Deborah Voyt, Ph.D. Presented at D-SHRM Total Rewards October 2013
National Context In general one in 5 manager vacancies are hard to fill because of skills shortage (UKCES 2014) Retail themes attracting talent, image.
Assessing the impact of an aging workforce across global organizations.
Winning in the Marketplace with Diverse Talent
Work / Life Crossroads: Collision Course or Complement to Business Strategy ? Presented by Wendy Lundgaard, Director HR Management Conference, Monash University.
Introduction to Employee Training and Development
Leadership Draft Leadership Capability Framework Ashley Boreland Chief Executive Ards Borough Council.
Copyright© 2015 Trilogy Development. All rights reserved. Trilogydevelopment.com Assessment and Vision Exercise 1.Your company/firm has a culture of learning.
Approaches to talent management
Learning and Development Developing leaders and managers
Human capital management
© 2020 SlidePlayer.com Inc. All rights reserved.