Strategic Talent Management_Best Practice Principles and Processes.pdf

STRATEGIC TALENT MANAGEMENT – BEST
PRACTICE PRINCIPLES AND PROCESSES
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
ONLINE LEARNING PROGRAMME (LIVE)
10-11 JANUARY 2022

STRATEGIC TALENT MANAGEMENT
PROCESS/VALUE CHAIN (P-A-R-M-E-D)
Step 1
• HR/Talent & Succession
Planning
Step 2
• Acquiring talented and
qualified workers
Step 3
• Retaining talented and
qualified workers
Step 4
• Motivating talented
and qualified workers
Step 5
• Evaluating talented and
qualified workers
Step 6
• Learning & Developing
talented, qualified &
competent employees

ONLINE LEARNING
PROGRAMME
OVERVIEW – DAY 1
• Introduction and Preview of
training programme (day 1)
• Session 1: Strategic
Talent/HR Management
• Session 2A/B: HR/Talent
and Succession Planning
• Session 3: Strategic Talent
Acquisition

ONLINE LEARNING
PROGRAMME
OVERVIEW – DAY 2
• Introduction and Preview of
training programme
(day 2)
• Session 4: Employee
Engagement and Talent
Retention
• Session 5: Performance
Management and Development
• Session 6: Strategic Learning
and Development

ONLINE LEARNING
PROGRAMME SCHEDULE
• DAY 1 – 2 (10-11 JANUARY
2022):
❑ Sessions 1/4: 13.00 – 14.30
❑ Tea-break: 14.30 – 14.45
❑ Sessions 2/5: 14.45 – 16.15
❑ Tea-Break: 16.15 – 16.30
❑ Sessions 3/6: 16.30 – 18.00
• Refer to page 7 in the
Learner Manual

SESSION 1A: Defining the SHRM concepts
and best practices

DEFINING THE
FUNDAMENTAL HRM
CONCEPTS
• Integrated Talent
Management
• Strategic
HR/Talent
Management
• Global Talent
Management
trends

INTEGRATED TALENT MANAGEMENT
ARCHITECTURE/SYSTEM

STRATEGIC HUMAN
RESOURCES
MANAGEMENT (SHRM)
• SHRM is defined as an approach to
managing people that deals with how
the organization’s goals will be achieved
through its human resources by means
of integrated HR strategies, policies and
practices (Armstrong, 2016).
• SHRM propositions:
❑ The HR of an organization play a
strategic role in it’s success
❑ Human capital is a major source of
competitive advantage
❑ It is people who implement
business strategy
❑ A systematic approach should be
adopted to planning and
implementing HR strategies
❑ HR strategies and plans should be
integrated with business strategies
and plans

6 HIGH PRIORITY STRATEGIC HRM
OBJECTIVES AND RELATED ROLES
• #1: Attract, acquire and select top talent - promote a competent and competitive workforce i.e.
quality of hire;
Role: Cognitive and Intelligent Talent Broker
• #2: Transform to a digitally-enabled HRM operating model and design an automated Knowledge
Management System;
Role: Strategic Performance Advisor (SPA)
• #3: Future-proof the organization, by developing a measurement culture and generating real-time
predictive business analytics and –intelligence;
Role: Digital Futurist and –Analyst
• #4: Develop an agile High Performance Organization (HIPO) culture and a high level of employee
engagement;
Role: Behavioural Economist
• #5: Mainstream HRM into core business processes, by offering business valued solutions to key
organizational problems
Role: Innovative solutions architect
• #6: Develop a HRM Governance framework, processes, principles and promote an ethical
organizational culture, espousing and enacting core company values.
Role: Advocate, Custodian and Steward of governance and ethics

DELOITTE HUMAN CAPITAL TRENDS 2021
• Designing work for well-being: The end of work/life
balance
• Beyond reskilling: Unleashing worker potential
• Superteams: Where work happens
• Governing workforce strategies: Setting new directions
for work and the workforce
• A memo to HR: Accelerating the shift to re-architecting
work

DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR SHRM
https://www.surveymonkey.com/r/6GGFVCJ
• #1 Embedding HRM strategy in business strategy and able to translate that
strategy into deliverable actions
• #2 Well-defined, implemented and reported HRM performance and ROI metrics
(creating credibility and accountability)
• #3 Generating business intelligence e.g. predictive and strategic analytics (that
shapes, informs, guides and ultimately, influences strategic business decisions)
• #4 Offering a professional, value-adding business proposition sensitive to and
supportive of business needs, interests and strategic priorities
• #5 Ongoing line management consultation, engagement, coaching and building
trusting, collegial and mutually beneficial business relationships

GUIDELINES FOR SHRM
• #6 HR Management and practitioners possess business and industry knowledge,
acumen and insight
• #7 HRM collaborates with line management to broker meaningful and impactful
business solutions
• #8 HRM processes, systems and practices are horizontally integrated (bundled),
agile, responsive and stream-lined (that enhance productivity and efficiency)
• #9 HRM is a transformational initiator, driver and implementer of business
change
• #10 HRM is technology-savvy innovator, enabling and leveraging best practices
(e.g. CoE; Shared Services and e-HRM)
https://www.surveymonkey.com/r/6GGFVCJ

LEARNING ACTIVITY 1
• Individual Diagnostic Activity:
• 1.1 Critically review and evaluate your organization’s
current HR processes and function against the ten (10)
SHRM best practice criteria. Refer to the diagnostic
survey link: https://www.surveymonkey.com/r/6GGFVCJ
• Group Discussion:
• 1.2 Identify areas of improvement (gaps) and
recommend improvement strategies i.e. identify how
the HR function can enhance performance (efficiency)
and value add (effectiveness).

SESSION #2A:
Strategic HR/Talent Planning

DEFINING
WFP -
GETTING IT
“RIGHT”

CLEAR VIEW – LINE OF
SIGHT STRATEGIC TALENT
PLANNING
• #1: Inventory of available organizational core
competencies?
• #2: Inventory of organizational scarce skills?
• #3: Mission critical organizational jobs (to
enable strategy achievement)?
• #4: Critical employee segments (to promote
business continuity/sustainability – future-
proofing)?
• #5: Competitivity and readiness of
organizational talent pipeline?
• #6: Identification of organizational talent
gaps?

https://www.surveymonkey.com/r/6HSY6JW
• #1: Aligned with the organization’s strategic business plans and priorities.
• #2: Future-focused, adopting a strategic, medium to long-term forward-
looking approach.
• #3: Pro-active, sensitive and responsive to (internal and external)
environmental change and trends.
• #4: Provides accurate and reliable (clear view) talent
planning/management information for the organization e.g. available core
competencies; scarce skills; critical jobs and employee segments and
talent gaps.
• #5: Collaborative, well coordinated and partnering effort (HRM has co-
opted business partners e.g. line managers to the process).
GUIDELINES FOR EFFECTIVE SWP

• #6: Integrated (bundled) with other HRM value chain processes e.g. Recruitment,
Succession Planning, Retention and Leadership Development.
• #7: Generates meaningful business intelligence for the organization which
shapes, informs and influences business planning and supports strategic decision-
making.
• #8: Integrates both scientific (HRM metrics, predictive analytics and strategy
maps) with artistic (planning) principles.
• #9: Dynamic - regularly and systematically monitored, reviewed, evaluated and
adapted (committed to continuous improvement processes).
• #10: Yields a positive ROI, with tangible/demonstrable outcomes and impact for
the organization i.e. creates sustainable HCM competitive advantages
https://www.surveymonkey.com/r/6HSY6JW
GUIDELINES FOR EFFECTIVE SWP

HR/TALENT PLANNING PROCESS
• Step 1: Environmental Analysis
• Step 2: Forecasting HR Demand (Futuring)
• Step 3: Analyzing (Current) Supply
• Step 4: Reconciling
• Step 5: HR Action Planning
• Step 6: Monitoring and Evaluating the HR Action Plan

STEP 3: ANALYZING CURRENT
SUPPLY
• Assess the current HR capacity of
the organization by means of the
Skill inventories/audits method
❖ The knowledge, skills and
abilities of your current staff
need to be identified
❖ Employee experience, education
and special skills
❖ Certificates or additional
training should also be included
• A forecast of the supply of
employees projected to join the
organization from outside sources
• HRM indicators, metrics and
indices e.g. turnover rates

STEP 4: RECONCILING/GAP ANALYSIS

HR ACTION PLANS
• There are five HR strategies for
meeting your organization's
needs in the future:
❑ Restructuring strategies
❑ Training and development
strategies
❑ Recruitment strategies
❑ Outsourcing strategies
❑ Collaboration strategies

LEARNING ACTIVITY 2
• 2.1 Diagnose your organization’s
current Workforce Planning
practices against the ten (10) best
practice criteria. Refer to the
diagnostic survey link:
https://www.surveymonkey.com
/r/6HSY6JW
• 2.2 Identify gaps and recommend
improvement strategies.

LEARNING ACTIVITY 3
• 3.1 Has your organization shifted and
transformed from on-demand (reactive and
short-term focused) to in-demand (proactive
and future-focused) talent planning? Critically
review and evaluate your organization’s
Strategic Workforce/HR Planning 6-step
process as an efficient, effective and
strategically impactful talent planning and -
management tool. By referring to the
illustration of the HR planning process,
compare/benchmark your organization’s
effectiveness with the findings of the HCI
(2014).

SESSION #2B:
Succession Planning

DEFINING
SUCCESSION
PLANNING
• Succession planning is the identification and development of
potential successors for key positions in an organization,
through a systematic evaluation process and possible training
or mentoring.
• Succession planning and management involves an integrated,
systematic approach to identify, develop and retain talent for
key positions and areas in line with current and projected
business objectives.
• Succession Planning is "a means of identifying critical
management positions, starting at the levels of project manager
and supervisor and extending up to the highest position in the
organization.”

BEST PRACTICE SUCCESSION PLANNING
PRINCIPLES
https://www.surveymonkey.com/r/6ZYPCF3
• #1: Succession planning is a strategic driver of sustainable organizational
development and competitive advantage.
• #2: Succession planning is vertically aligned with the strategic business plan and
an enabler of the achievement of strategic goals/objectives.
• #3: Succession planning is multi-level is implemented on 3 levels i.e. executive
management; senior management and critical/key roles (professional and
technical) to develop qualified successors.
• #4: Succession planning builds organizational capacity, promotes institutional
memory and stimulates knowledge and skills transfer.
• #5: Succession planning is horizontally integrated with other HRM value chain
processes e.g. Career Planning, Workforce Planning; PMS; Learning and
Development etc.

BEST PRACTICE SUCCESSION PLANNING
PRINCIPLES
• #6: The talent pipeline is vibrant in creating an adequate succession planning rate/ratio
e.g. 1:3 and talent bench strength of high potential/performers.
• #7: The succession planning is effective in developing and grooming the depth and breadth
of talent and fast-tracking ready-made successors in identified key roles.
• #8: The succession planning process is proactive and adopts a medium to long-term view
e.g. 3-5 years and uses scenario planning/”what if” analyses.
•
• #9: The succession planning frequently scans the micro, market and macro business
environments, is consistently reviewed and is agile in it’s response.
•
• #10: Succession planning results in effective leadership development, higher levels of
employee engagement and improved employee retention.

STEP 7 REVIEW AND EVALUATE THE IMPACT/EFFECTIVENESS
OF SUCCESSION PLAN
STEP 6 MONITOR AND TRACK PROGRESS
STEP 5 IMPLEMENT SUCCESSION PLAN AND
DEVELOPMENTAL STRATEGIES
STEP 4 DEVELOP SUCCESSION PLAN AND STRATEGIES
STEP 3 IDENTIFY TALENT GAPS
STEP 2 IDENTIFY AND ASSESS SUCCESSORS – POTENTIAL AND
PERFORMANCE (9-BOX MATRIX)
STEP 1
IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND
ANALYZE FUTURE REQUIREMENTS AND
COMPETENCIES (BUSINESS STRATEGY)
GENERIC
SUCCESSION
PLANNING
PROCESS

STEP 2: IDENTIFY AND ASSESS SUCCESSORS –
9 BOX MATRIX

LEADERSHIP AND TALENT DEVELOPMENT

ASSESSING LEADERSHIP POTENTIAL
(GALLUP)

LEARNING ACTIVITY 4
• 4.1 Diagnose the current degree of strategic
relevance and importance of your
organization’s succession planning, with
reference to the following statements.
Refer to the diagnostic survey link:
• 4.2 Identify gaps and recommend
improvement strategies to address and
resolve these best practice principle gaps.

LEARNING ACTIVITY 4
• 4.3 Describe the efficiency
and effectiveness of the
generic 7-step Succession
Planning process in the
context of your organization.

SESSION #3:
Strategic Talent Acquisition

RECRUITMENT PROCESS
• Defining the role (Job Analysis)
❑Job Specification
❑Job Description
• Attracting applications
❑Recruitment methods (internal and external)
❑Employee value proposition (EVP)
• Managing the application and selection process
• Making the appointment

TALENT
ATTRACTION
• Objective: Magnetically attracting the “Cream of the Crop”
• Objective: Facilitating an optimal Person-Environment (P-E)
fit
• Strategy: Developing, articulating and advocating of a
compelling Employee Value Proposition (EVP)
• Strategy: Employer Branding – (re) positioning as an
“Employer of Choice”

• A resourcing strategy is concerned with shaping what an organization has to offer to people
to join and stay in the organization. (Armstrong, 2016)
• EVP is a statement of what an organization will provide for people that they will value - why
the total work experience at their organization is superior to that at other organizations.
• The EVP is an employee-centered approach that is aligned to existing, integrated workforce
planning strategies because it has been informed by existing employees and the external
target audience.
• Key Selling Points (KSP): Host of financial and non-financial benefits
• Non-financial benefits:
❖ The attractiveness of the organization
❖ Responsibility – corporate conduct, ethics and CSR/CSI
❖ Respect – diversity and inclusiveness
❖ Work-life balance
❖ Opportunities for personal and professional growth
EMPLOYEE VALUE PROPOSITION (EVP)

LEARNING ACTIVITY 5
• Group discussion:
• 5.1 By benchmarking against the Talent Acquisition Maturity Model,
critically evaluate your organization’s talent acquisition (TA) strategies
and processes and peg your organization at the most appropriate level.
Discuss transformation strategies to actualize to level 4: Strategic TA
during the post Covid-19 talent management era.
• 5.2 In your organization’s TA Strategy for attracting top talent, do you
favour an internal (skills building) and/or an external (skills buying)
approach. Justify your rationale.
• 5.3 Critically review and evaluate your organization’s EVP. Would you
regard it as a compelling talent magnet for the cream of the crop in
key employee segments e.g. millennial generation? How can you (re)
position your organization as an Employer of Choice for top talent?

THE CHANGING FACE OF RECRUITMENT

DELOITTE’S HCM TRENDS 2017 – HOW
HAS RECRUITMENT CHANGED?

DELOITTE’S HCM TRENDS 2017 – HOW
HAS RECRUITMENT CHANGED?
• #1: Building a strategic and digital employment brand
• #2: Leveraging new technologies—from social to cognitive
• #3: Using video as a tool for a compelling candidate
experience
• #4: From credentials to skills
• #5: Optimizing sourcing channels
• #6: Optimizing the talent acquisition operating model

DELOITTE’S
RECOMMENDED
STRATEGIES (2017)
• Deloitte recommend the following 5
strategies:
❑ #1: Leverage new technologies
❑ #2: Build a digital employment
brand
❑ #3: Create a compelling candidate
experience
❑ #4: Broaden and expand sourcing
channels
❑ #5: Integrate sourcing
• Savvy recruiters now have access to
new technologies to forge connections
with candidates and strengthen the
employment brand.

HOW HAS RECRUITMENT CHANGED?
(COTTER, 2017)
• Savvy, future-focused recruiters have transitioned from face-to-face
recruitment to facilitating the interface between people and
technology, which is at the coalface of business strategy.
• Smart recruiters have to transform to “behavioural economists.”
• Next level (future-fit) recruitment in the Gig Economy?
• The employment landscape has changed from “talent wars” –
battlefield to a “talent economics” – trading floor.

NEXT PRACTICE (FUTURE-FIT) TALENT
ACQUISITION (COTTER, 2018)
• Transform from recruitment to Talent Acquisition (TA):
❑Acquire talent faster
❑Acquire better quality talent
❑Acquire talent more intelligently (smarter)
• Next Practice Future-fit TA roles:
❑Strategic TA
❑Cognitive TA
❑Social TA
❑Analytical TA
❑Intelligent TA

NEXT LEVEL (FUTURE-FIT)
RECRUITMENT
(COTTER, 2017)
• The Strategic Recruiter
• The Cognitive Recruiter
• The Social Recruiter
• The Analytical Recruiter
• The Intelligent Recruiter

VIDEO CLIP
• How Nestlé transformed
recruitment into talent
acquisition
• https://www.youtube.com/w
atch?v=5HIlROqdik0
• Debriefing: Extract the
lessons from this video clip

JOB SELECTION
PROCESS AND
METHODS
• Short-listing
• Assessing applicants to
decide who should be
offered a job
• Making the employment
appointment (offer)
❑ References
❑ Medical examinations
❑ Psychometric testing
❑ Performance tests
• Employment offer

DEFINING
COMPETENCY-
BASED
INTERVIEWS
• Competency-based interviews (also called structured interviews) are
interviews where each question is designed to test one or more specific
skills.
• The answer is then matched against pre-decided criteria and marked
accordingly.
• For example, the interviewers may want to test the candidate's ability to
deal with stress by asking first how the candidate generally handles stress
and then asking the candidate to provide an example of a situation where
he worked under pressure.

DIFFERENTIATING BETWEEN COMPETENCY-BASED
INTERVIEWS AND NORMAL INTERVIEWS
• Normal interviews are essentially a conversation where the interviewers
ask a few questions that are relevant to what they are looking for but
without any specific aim in mind other than getting an overall impression of
you as an individual.
• Questions are fairly random and can sometimes be quite open.
• Competency-based interviews are more systematic, with each question
targeting a specific skill or competency.
• Candidates are asked questions relating to their behaviour in specific
circumstances, which they then need to back up with concrete examples.
• The interviewers will then dig further into the examples by asking for
specific explanations about the candidate's behaviour or skills.

HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED
Positive indicators Negative indicators
• Demonstrates a positive approach towards
the problem.
• Considers the wider need of the situation
• Recognises his own limitations
• Is able to compromise
• Is willing to seek help when necessary
• Uses effective strategies to deal with
pressure/stress
• Perceives challenges as problems
• Attempts unsuccessfully to deal with the
situation alone
• Used inappropriate strategies to deal with
pressure/stress

HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED

S-T-A-R CBI QUESTIONING PROCESS

• PROBING - It may be necessary to probe with
additional, relevant questions at all stages of the
process.
• “CBI HAS A CLEAR FOCUS ON ESTABLISHING JOB FIT”
CBI INTERVIEW – CRITICAL SUCCESS
FACTOR

LEARNING ACTIVITY 6
• Critically review and evaluate your organization’s
Job Selection Strategy, in promoting the quality of
hire TA metric. Focus on the following key
components:
• 6.1 Job selection process
• 6.2 Job selection methods and the use of CBI
• 6.3 Onboarding process (to fast-track social
integration and organizational cultural assimilation)

SESSION #4:
Employee Engagement and Talent Retention

❖ #1 Role clarity and expectations
❖ #2 Resources – materials and
equipment
❖ #3 Role optimization and opportunities
❖ #4 Receipt of recognition and praise
❖ #5 Managerial care and interest
❖ #6 Encouragement of personal and
professional development
GALLUP Q12

❖ #7 Opinions and inputs are valued
❖ #8 Job/task significance
❖ #9 Fellow employee commitment to
performance excellence/quality
❖ #10 Collegial and harmonious working
relationships
❖ #11 Managerial interest in career
progression and development
❖ #12 Ample opportunities to learn and grow
GALLUP Q12

EMPLOYEE ENGAGEMENT BEST PRACTICE
CRITERIA (COTTER, 2019)
https://www.surveymonkey.com/r/ZKYZ7HX
• #1: Your organization's employees have clarity regarding their respective
roles/jobs and performance expectations; there is role/job optimization as well
as perceived task/job identity and -significance.
• #2: Your organization's employees receive an abundance of recognition and
praise as well as demonstrable care and interest from their managers.
• #3: Your organization's employees receive encouragement of their personal and
professional development and there is significant managerial interest in career
progression and development.
• #4: There is collegial and harmonious working relationships amongst team
members and peers at your organization.
• #5: Your organization's employees have sufficient workplace resources, materials
and equipment to perform their jobs satisfactorily and they have reasonable
autonomy to plan/schedule daily tasks and to make routine decisions.

EMPLOYEE ENGAGEMENT BEST PRACTICE
CRITERIA (COTTER, 2019)
• #6: Your organization's employee opinions and inputs are valued by management and there is
significant organizational platforms and opportunities for them to exercise their employee voice.
• #7. Your organization's employees have meaningful levels of trust in the organizational
leadership team and are regarded as exemplary role models.
• #8. There is a culture of performance excellence at your organization and the majority of
employees are prepared to go the extra mile and are committed to sustaining high quality and
performance standards.
• #9. Your organization has a conducive work environment, culture and climate that promotes a
strengths-based leadership culture; offers work-life balance, employee well-being and fair
remuneration and other employment practices and -policies.
• #10. Your organization has a significant training investment factor, advocates and employs talent
management and -development strategies and there are ample opportunities for employees to
learn and grow.

LEARNING ACTIVITY 7
• 7.1 Diagnose your organization’s current
employee engagement levels against the ten
(10) best practice criteria. Refer to the
diagnostic survey link:
• 7.2 Diagnose your organization’s current
employee experience (EX) levels against the
nine (9) McKinsey research-based criteria.
• 7.3 Identify gaps.

BENEFITS OF EMPLOYEE ENGAGEMENT

ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS

CIPD
STRATEGIES
(2013)
• “Giving employees meaningful voice: facilitating upwards feedback, having
respectful, adult to-adult conversations and responding to employee views
• Effective communications that keep employees well informed and reinforce
the organisation’s purpose
• Role modelling: employees need to see that managers are committed to
the organisation and uphold the values of employee engagement in how
they act
• Fair and just management processes for dealing with problems and
supporting employee well-being.”

STRATEGIES TO ACCELERATE
EMPLOYEE ENGAGEMENT
• According to Gallup (2013), three
(3) strategies to accelerate
employee engagement are:
❖ Select the Right People and
Managers
❖ Develop employees’ strengths
❖ Enhance employees’ well-
being

BEST PRACTICE
EMPLOYEE
ENGAGEMENT
• According to Gallup (2013) research, the
best organizations deeply integrate
employee engagement into the following
four (4) areas:
❖ Strategy and Leadership Philosophy
❖ Accountability and Performance
❖ Communication and Knowledge
Management
❖ Development and on-going Learning
Opportunities

ARMSTRONG’S EMPLOYEE
ENGAGEMENT STRATEGIES
❑Leadership
❑The work environment
❑Job design
❑Opportunities for
personal growth
❑Performance
Management

TINYpulse (2018)
STRATEGIES
• Great managers fuel
employee loyalty
• Recognition is a matter of
priority
• Employees crave work-life
balance
• Culture eats compensation
for breakfast
• Growth opportunities are
talent-magnets

MOST IMPACTFUL EMPLOYEE
ENGAGEMENT DRIVERS
(HARVARD BUSINESS REVIEW – 2014)

VIDEO CLIP
• What Great Employee
Engagement looks like?
• https://www.youtube.c
om/watch?v=VA_z5mvj
eLc
• Debriefing: Extract the
lessons from this video
clip

LEARNING ACTIVITY 8
• 8.1 By referring to the identified gaps of Learning Activity 7, critically
review the expert Employee Engagement strategies. Indicate which
strategies are most viable, feasible and sustainable to bridge these gaps.
• 8.2 Evaluate the current degree of your organization’s talent retention by
gauging against the Deloitte Irresistible Organization factors and sub-
factors.
• 8.3 Craft and develop a Total Rewards Statement (TRS) as a form of
retaining and motivating top talent at your organization.

SESSION #5:
Performance Management and
Development

DEFINING A HIGH PERFORMANCE
ORGANIZATION (HiPO) CULTURE
• A high-performance organization is characterized by clarity
and coordination.
• Everyone plays a crucial role in driving the company forward, and
everything that happens at the individual, group or departmental
level contributes to the organization's goals.
• People understand their roles and how their efforts contribute to
producing the desired results.
• Andre de Waal of the HPO Center offers this more formal
definition: "A High Performance Organization is an organization
that achieves financial and non-financial results that are
exceedingly better than those of its peer group over a period of
time of five years or more, by focusing in a disciplined way on that
which really matters to the organization."

PERFORMANCE
MANAGEMENT BEST
PRACTICES
https://www.surveymonkey.com/r/ZVPTBFV
• #1: The Performance Management System (PMS) of your
organization is directly linked to the strategic goals of the
institution.
• #2: The PMS of your organization is (horizontally) integrated
with the other HRM functions and also the core business
processes (finance, customer & operations) of the institution.
• #3: The PMS of your organization is balanced in terms of
focusing on improving both short-term outputs or results and
also in the medium to long-term future i.e. future-proofing
the business/operating model.
• #4: The PMS of your organization encourages full
participation and wide engagement and extensive
consultation, focused on measuring quality standards.
• #5: The PMS of your organization is user-friendly, simple and
understandable for all users.

PERFORMANCE
MANAGEMENT BEST
PRACTICES
• #6: The PMS of your organization adapts from only
management performance expectations to management,
customer and other (internal and external) stakeholder
expectations and is agile and responsive to environmental
change, global best practices and future trends.
• #7: The PMS of your organization provides an opportunity to
recognize performance excellence.
• #8: The PMS of your organization is vigilant and efficient in
identifying and correcting poor performance levels and under
achievement of performance goals and standards.
• #9: The PMS of your organization is line management-driven
with active support and business partnering from the human
resources department.
• #10: The PMS is a continuous process that accurately
identifies multi-level (individual, team and organizational)
performance and skills gaps i.e. generates crowd-sourced
(360-degree) performance intelligence and –analytics, which
is effectively leveraged as a performance development and -
improvement management tool.

LEARNING ACTIVITY 9
• 9.1 Measured against the 5 strands of success, would you
regard your organization as a HiPO. Motivate your answer.
Describe the strategic role and contribution of
talent/people managers in each of the 5 building blocks of a
HiPO.
• 9.2 Review and rate the efficiency and effectiveness of the
current performance management process at your
organization. Refer to the diagnostic survey link:
• 9.3 Identify gaps and recommend improvement strategies.

THE CHANGING FACE OF PMS
(COTTER, 2017)
• #1: RE-ENGINEERING THE ANNUAL REVIEW CYCLE
• #2: SHIFT FROM PERFORMANCE RATINGS TO
STRENGTHS-BASED PERFORMANCE COACHING
• #3: CONTINUOUS PERFORMANCE MANAGEMENT
SOFTWARE OVER APPRAISAL SOFTWARE
• #4: AUTOMATION, APPS, SIMPLICITY AND AGILITY
• #5: PERFORMANCE DISCUSSION AND FEEDBACK TO
PERFORMANCE DIALOGUE

THE CHANGING FACE OF PMS
(COTTER, 2017)
• #6: CROWD-SOURCED PERFORMANCE DATA, PEOPLE
ANALYTICS AND SNAPSHOTS
• #7: PERSONALIZATION AND EMPLOYEE EXPERIENCE (EX)
• #8: PERFORMANCE DIFFERENTIATION
• #9: SHIFT FROM PERFORMANCE MANAGEMENT TO
PERFORMANCE IMPROVEMENT
• #10: DE-COUPLING PERFORMANCE AND COMPENSATION

VIDEO CLIP
• Reinventing Performance
Management at Deloitte (HBR)
• https://hbr.org/video/5122969
232001/reinventing-
performance-management
• Debriefing: Extract the lessons
from this video clip

CAUSES OF POOR
PERFORMANCE
❑ Skills/competence
❑ Personal problems
❑ Lack of resources
❑ Organizational factors

PERFORMANCE MATRIX –
APPLYING COTTER’S 4 C’s (2018)
CAREER
DEVELOPING
COUNSELING
CAPITALIZING
COACHING

LEARNING ACTIVITY 10
• Group discussion
• 10.1 By referring to the performance equation,
compute the PPS of your organization. Calculate
the resultant Performance Capability Gap Index
(PCGI). Develop strategies to improve any of the
deficient variables.
• 10.2 Apply Cotter’s (2018) 4 C’s performance
management principles to the four (4)
quadrants of the Performance Matrix. When
focusing on the poor performers and under-
achievers, formulate performance improvement
strategies. When focusing on solid performers,
define your HRM role as a career navigator to
promote career fluidity and -longevity and with
star performers, how to accelerate employment
mobility and hyperconnectivity.

SESSION #6:
Strategic Learning and Development

HIGH IMPACT LEARNING ORGANIZATION
(HILO) CHARACTERISTICS
https://www.surveymonkey.com/r/ZDSPNSW
• #1: The organization focuses on long-term career success of it’s employees
• #2: The organization focuses on enabling workers to perform well in their
current roles
• #3: The organization employs design thinking in developmental
opportunities
• #4: The organization offers high value learning and development experiences
and utilizes these experiences for development purposes
• #5: The organization rewards employees for development

HIGH IMPACT LEARNING ORGANIZATION
(HILO) CHARACTERISTICS
• #6: The organization gives stretch assignments as part of worker development
• #7: Employees are able to influence which tasks are assigned to them
• #8: The organization is clear on decision-making processes/ability
• #9: Risk-taking is rewarded in the organization and mistakes are valued as learning
opportunities
• #10: The organization gathers employee performance data in several ways.

• 11.1 Evaluate whether your organization
complies with the best practice criteria of a
HILO. Refer to the diagnostic survey link:
• 11.2 Identify gaps and recommend the
improvement strategies of how you can create
a HILO culture at your organization.

FUTURE-FIT L&D:
10 CRITICAL
SUCCESS FACTORS
FOR THE
TRANSFORMATION
OF TRAINING TO A
STRATEGIC
LEARNING PARTNER
https://www.surveymonkey.com/r/ZYSRJ5
Q
• #1: L&D can count on top management support
and ownership of L&D strategies and –processes
• #2: A vibrant and effective Performance
Management System (PMS) is the
bedrock/foundation of L&D processes
• #3: There is direct and active engagement,
consultation and participation of line management
in all learning processes
• #4: L&D Managers and -professionals adopt and
apply a strategic mind-set (conceptual thinking)
• #5: L&D have established a learning organizational
culture and developed a Knowledge Management
System

FUTURE-FIT L&D:
10 CRITICAL SUCCESS
FACTORS FOR THE
TRANSFORMATION
OF TRAINING TO A
STRATEGIC
LEARNING PARTNER
• #6: L&D hold individuals accountable for
application of learning by means of e.g. learner
contracts/agreements
• #7: When utilizing outsourced training providers,
L&D ensures performance-directed, Service Level
Agreements are in place
• #8: Learning and Development strategy is
embedded in the business strategy
• #9: Learning and Development proactively
anticipates and prepares employees to be future-
fit and the organization to be future-proof.
• #10: There is top management commitment to L&D
as an investment and not as a cost item
https://www.surveymonkey.com/r/ZYSRJ5
Q

• 12.1 Evaluate the current degree of compliance
to the following 10 SL&D best practice criteria.
Refer to the diagnostic survey link:
https://www.surveymonkey.com/r/ZYSRJ5Q
• 12.2 Identify gaps and recommend improvement
strategies to transform training and to reposition
to a strategic learning partner.

THE FUTURE OF LEARNING AND
DEVELOPMENT (COTTER, 2018)
• #1: Transition from e-learning to mobile (m)-learning
• #2: More video-based, on-demand micro-learning
• #3: Learners taking more ownership and responsibility for their
learning
• #4: More use of Virtual Reality in the traditional learning space
• #5: Technology-enabled and digital learning devices
• #6: Transition from training facilitators to Learning Navigators
• #7: Less focus on learning content and more focus on the learner
experience
• #8: Less focus on learner assessment and qualifications and more
focus on holistic application and transfer of learning
• #9: Less formal training and more focus on social and experiential
learning (refer to the 70-20-10 model of learning)
• #10: Transition from books to MOOC’s

IMPROVEMENT RECOMMENDATIONS –
STRATEGIC LEARNING PARTNER (SLP)
• CURATE - from providing training programmes to providing business valued
learning solutions;
• CREATE – an enabling high impact learning organization (HILO) culture and
improved learner experience (Lx);
• NAVIGATE - from being people pleasers and comfort-seekers to making
employees competitive and competent;
• MIGRATE - from traditional, manual methods to technology-enabled learning;
• EDUCATE - transform from training departments to learning factories
(repositories of knowledge) and
• GRADUATE - from being transactional (administrative) to being transformational
(strategic) i.e. from training administrators to being strategic learning partners.

IMPROVEMENT RECOMMENDATIONS
- SLP

10-STEP CHANGE PROCESS CYCLE
• Step 1: Conduct a gap analysis (by means of the Weighted, 74
item Strategic L&D scorecard);
• Step 2: Formulate and implement change management and
improvement interventions;
• Step 3: Ensure the horizontal integration (bundling) across the
L&D value chain;
• Step 4: Formulate 3-year L&D strategy and facilitate vertical
alignment of this L&D strategy with the organisational business
strategy (KPI #1);
• Step 5: Foundational work – invest heavily in the input factors
(refer to KPI #6 and #7);

10-STEP CHANGE PROCESS CYCLE
• Step 6: Initiation work – roll out the transformation process
(refer to KPI #3, 5, 8 and 10);
• Step 7: Periodically monitor, track, measure and report on
strategic L&D metrics (refer to KPI #2);
• Step 8: Conduct an annual audit to evaluate the strategic impact
of L&D, with KPI #4 and #7 as the yardstick;
• Step 9: Generate business and performance management
intelligence and
• Step 10: Feed this business intelligence back into the system,
make the necessary revisions and re-initiate new 3-year L&D
cycle/process.

CONCLUSION
• Key points
• Summary
• Questions
• Training Evaluation

TRAINING EVALUATION
• Refer to the diagnostic survey link:
https://www.surveymonkey.com/r/Z2BPZQC

DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
• Twitter: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter

Strategic Talent Management_Best Practice Principles and Processes.pdf

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie Strategic Talent Management_Best Practice Principles and Processes.pdf

Ähnlich wie Strategic Talent Management_Best Practice Principles and Processes.pdf (20)

Mehr von Charles Cotter, PhD

Mehr von Charles Cotter, PhD (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Strategic Talent Management_Best Practice Principles and Processes.pdf