Anchoring Talent Management to Business Performance. Presentation by: Dr. Debbie Phillips, CPM

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1 Anchoring Talent Management to Business Performance Presentation by: Dr. Debbie Phillips, CPM

2 Learning Outcomes Understand Current Employment Trends Utilize a Framework to Facilitate Talent Management Gain Insights for Attracting High-Potentials Anchor Business Processes to Talent Management

3 Multi-Generational Workforce Four generations (cultures) are being asked to co-exist in the 21 st century workplace.

4 Generations in Workplace 2014 Gen Y 47% Others 53%

5 What we are looking for is somebody about twenty five with forty years experience.

6 Current Reality: Talent Shortage Increased Time to fill positions Cost to fill positions Salary expectations Expectations regarding work/life balance, professional development and competitive benefits Turnover due to multiple reasons Competition Compensation / Benefits Other opportunities

7 Did You Know? Only 15% of workers could identify their organization s most important goals. Harris Poll 2010

8 Investigate the Intangibles Culture Fit Job Fit Motivational Fit

9 What Do You SEE? STRATEGY the how of getting from here to there! EXECUTION the manner in which we carry out our plan. EVALUATION If you can t measure it, you can t manage it!

10 When talents are aligned with job demands. Managers experience 13% lower employee turnover 15% more in sales 20% more in profit 24% fewer unscheduled absences Attracting It all boils down to job fit.

11 Ensuring Upward Mobility Identify High-Potentials Provide growth opportunities Develop skills and experience Identify strengths and explore limitations

12 Define the Process Raw Inputs What materials, data, and information are needed? Equipment What special equipment, facilities, and systems are needed? Activity What tasks are required in the production of the output? Output What product, information, or service is provided? How is the output measured? Human Resources What knowledge, skills, and abilities are needed by those performing the tasks?

13 When recruiting, never look for the best people. Look for the right people. Spend more time looking for people and less time trying to change them.

14 Look for People Who Follow Processes We re not looking Selecting for brilliant people; we re looking for people who follow brilliant processes.

15 Talent Management Framework

16 Recruitment Sources Direct Applicants and Referrals Electronic Recruiting: Company Websites, Job Sites Colleges and Universities Internal: Job Postings, Databases, Management Referrals Help-Wanted Advertisements Public Employment Agencies Private Employment Agencies

17 Job Descriptions vs. Job Specifications Description A list of the tasks, duties and responsibilities (TDR s) that a particular job entails. Focuses on the activities involved in carrying out a job. Specification Knowledge Looks at the qualities of the person performing Abilities the job. Skills

18 The Building Blocks of Skills Behavior, skills, competencies Initiating structure and consideration Employee- and job-centered dimensions The leadership grid 360-degree feedback Competency models Leadership pipeline behaviors Community leadership behaviors Knowledge Experience Intelligence Personality traits, and emotional intelligence Values, interests, motives/goals

19 Selection Process Screening Applications and Resumes Testing and Reviewing Work Samples Interviewing Candidates Checking References and Background Making a Selection

20 Conditions for High Performance Teams perform work Employees participate in selection Employees receive feedback Ongoing training is emphasized and rewarded Rewards tied to performance

21 Top Drivers of Engagement Learning and development Clear expectations Proper materials and equipment Opportunities to do best work Recognition

22 Top Drivers of Engagement Best friend at work Encourages development Mission/ Vision/Values Someone cares Opinions count

23 Training by the Numbers Delivery Methods 7% 27% elearning 27% Coaching and Mentoring Instructor Led (Webinars) 18% Instructor Led (Classroom) 21% Other

24 We generally remember: 10 % of what we read (memos, books) 20 % of what we hear (instructions) 30 % of what we see (looking at pictures) 50% of what we hear and see (movies, exhibits, demonstrations) 70% of what we say (giving a talk) 90% of what we both say and do (simulating the real thing, doing the real thing)

25 Tell Me Now Frequency Updates Information exchange Frequent coaching Ditch the traditional yearly performance appraisal!

26 Coaching Skills Performance Development Executive agenda

27 Clear Expectations Role Descriptions vs. Job Descriptions Responsibilities and value of the job vs. task list Where do I fit; what is my role; why is it important? Clear Direction vs. Suggestions Straightforward direction; clear and concise language Tell me to do it, but let me decide how. Results Hours vs. Output Are you paying me to be here, or to get the job done?

28 Rewards and Recognition Traditionalists: The satisfaction of a job well done. Baby Boomers: Money, title, recognition, the corner office. Gen Xers: Freedom is the ultimate reward. Millennials: Work that has meaning for me : Not live to work, but instead work to live.and a balanced life at that. Retaining

29 Developing EQ at All Levels Emotional Intelligence: Where have I been? Where am I going? How can I get there? Who s going with me? How can I make the change stick?

30 To every man there comes in his lifetime that special moment when he is figuratively tapped on the shoulder and offered that chance to do a very special thing, unique to him and his talents. What a tragedy if that moment finds him unprepared or unqualified for that work. -Winston Churchill R U RDY? Contact: Dr. Debbie Phillips, CPM (404)

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