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Talent Management Masterclass: Best practice principles and processes

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Talent Management Masterclass: Best practice principles and processes

  1. 1. TALENT MANAGEMENT MASTERCLASS CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter ONLINE LEARNING PROGRAMME (LIVE) OCTOBER 2021
  2. 2. 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
  3. 3. 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
  4. 4. 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 Career Development • Session 6: Strategic Learning and Development
  5. 5. ONLINE LEARNING PROGRAMME SCHEDULE • DAY 1 – 2 (OCTOBER 2021): ❑ Sessions 1/4: 8.30 – 10.30 ❑ Tea-break: 10.30 – 10.45 ❑ Sessions 2/5: 10.45 – 12.45 ❑ Lunch-break: 12.45 – 13.30 ❑ Sessions 3/6: 13.30 – 15.30 ❑ Tea-break: 15.30 – 15.40 ❑ Reflective learning: 15.40 – 16.00
  6. 6. SESSION 1A: Defining the SHRM concepts and best practices
  7. 7. AGREE OR DISAGREE? WHY?
  8. 8. DEFINING THE FUNDAMENTAL HRM CONCEPTS • Integrated Talent Management • Talent/HR Planning • Strategic HR Planning • Strategic HRM • Global Talent Management trends
  9. 9. INTEGRATED TALENT MANAGEMENT
  10. 10. INTEGRATED TALENT MANAGEMENT ARCHITECTURE/SYSTEM
  11. 11. DEFINING WFP - GETTING IT “RIGHT”
  12. 12. 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
  13. 13. STRATEGIC HRM VALUE CHAIN
  14. 14. 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
  15. 15. DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR SHRM • https://www.surveymonkey.com/r/HNT82WF • #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
  16. 16. DIAGNOSIS: 10 BEST PRACTICE 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/HNT82WF
  17. 17. 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 link: https://www.surveymonkey.com/r/HNT82WF • 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).
  18. 18. STRATEGIC PERFORMANCE ADVISOR (SPA) – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 11-100% 61% 62.0% 17% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q2: Your organization's HRM function has well-defined, implemented and reported HRM performance scorecards and ROI metrics (creating credibility and accountability) 1 50% Q3: Your organization's HRM function generates business intelligence e.g. predictive and strategic analytics (that shapes, informs, guides and ultimately, influences strategic business decisions) 2 50% Q10: Your organization's HRM function is technology-savvy innovator, enabling and leveraging best practices (e.g. CoE; Shared Services and e-HRM) 3 53%
  19. 19. STRATEGIC PERFORMANCE ADVISOR (SPA) – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q4: Your organization's HRM function offers a professional, value-adding business proposition sensitive to and supportive of business needs, interests and strategic priorities 10 65%
  20. 20. 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
  21. 21. EXPECTATIONS AND PRIORITIES OF BUSINESS EXECUTIVES • CEO’s expect the Human Resources function to play a much more active and participatory role in enabling business strategies. • Senior business leaders consider talent to be perhaps the critical factor in the push for sustainable growth and the need to manage new opportunities and risks in a more complex and interdependent world. • According to The Conference Board CEO Challenge (2013), Human Capital is rated 10% higher than operational excellence as a major challenge for businesses.
  22. 22. BUSINESS EXECUTIVE EXPECTATIONS OF THE SHRBP ROLE IN THE COVID-19 TALENT MANAGEMENT ERA (COTTER, 2021) • #1: Catalytic Driver of organizational Change • #2: Proactive Business-minded Thinker • #3: Collaborative business management Consultant • #4: Purpose-directed Coach (of line managers) • #5: Delivery (value-adding and results-oriented HRM practices) • #6: (Credible and Accountable) Performance Advisor • #7: Strategic Facilitator and Enabler • #8: Innovative Solutions Architect (and trouble- shooter) • #9: Digital Futurist and -Analyst • #10: (Future-focused) Organizational Behavioural Economist • https://www.surveymonkey.com/r/HFMYG DM
  23. 23. IBM CEO SURVEY (2021)
  24. 24. LEARNING ACTIVITY 2 • Group Discussion: • 2.1 Review the 10 business executive expectations, roles and responsibilities of SHRBP during the current and post Covid-19 talent management era. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/HFMYGDM • 2.2 By referring to the best practice models, describe how HRM can improve on the CEO perceived influence (16%) and be significantly more pivotal and instrumental in future-proofing your organization’s operating model.
  25. 25. SESSION #2A: Strategic HR/Talent Planning
  26. 26. AGREE OR DISAGREE? WHY?
  27. 27. 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?
  28. 28. • https://www.surveymonkey.com/r/HFG8ZLJ • #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). DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
  29. 29. • #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/HFG8ZLJ DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
  30. 30. LEARNING ACTIVITY 3 • Individual Diagnostic Activity: • 3.1 Diagnose your organization’s current Workforce Planning practices against the ten (10) best practice criteria. Refer to the link: https://www.surveymonkey.com/r/ HFG8ZLJ • Group Discussion: • 3.2 Identify gaps and recommend improvement strategies.
  31. 31. LEARNING ACTIVITY 3 • Group Discussion: • 3.3 By referring to the illustration of the HR planning process, evaluate the effectiveness of each process step in your organization. Compare your organization’s effectiveness with the findings of the HCI (2014). Identify areas of improvement (gaps) and recommend how HR management can enhance performance and value add.
  32. 32. STRATEGIC HR PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q10: Your organization's HR plan yields a positive ROI, with tangible/demonstrable outcomes and impact i.e. creates sustainable HCM competitive advantages 1 58% Q8: Your organization's HR plan integrates both scientific (HRM metrics, predictive analytics and strategy maps) with artistic (planning) principles. 2 59% Q4: Your organization's HR Plan provides accurate and reliable (clear view) talent planning/management information e.g. available core competencies; scarce skills; critical jobs and employee segments and talent gaps. 3 59%
  33. 33. STRATEGIC HR PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 27-93% 59% 60.1% 12% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q1: Your HR Plan is aligned with the organization’s strategic business plans and priorities. 10 67%
  34. 34. 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
  35. 35. 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
  36. 36. BEST PRACTICE CRITERIA: SKILLS AUDITING • https://www.surveymonkey.com/r/H38JSZ B • #1: A job analysis must be used as a basis for the skills audit • #2: Definitive performance standards must be developed, written, and provided to all stakeholders, regardless of the type of rating • #3: Raters are trained to use the rating instrument properly • #4: Formal appeal mechanisms must be in place and assessment results need to be reviewed to ensure fairness and reliability • #5: Multiple techniques/approaches are utilized and ratings are supported with documented examples of behaviour
  37. 37. BEST PRACTICE CRITERIA: SKILLS AUDITING • #6: Employees are given a chance to improve their skills through targeted development opportunities • #7: The 7 E’s - the Skills Auditing process is efficient, effective, economical, educational, ethical, empirical and evidentiary • #8: Compliance with the following principles of Skills Audits: ❑ Fairness ❑ Validity ❑ Reliability ❑ Transparency/ Openness ❑ Constructive feedback ❑ Objectivity • #9: The outcome of the skills audit generates predictive analytics and business intelligence, providing the organization with a strategic competitive advantage • #10: Skills Auditing must be a holistic, systematic, integrated and aligned approach • https://www.surveymonkey.com/r/H38JSZ B
  38. 38. LEARNING ACTIVITY 4 • Individual Diagnostic Activity: • 4.1 Review and evaluate your organization’s current skills audit process against the ten (10) best practice criteria. Refer to the link: https://www.surveymonkey.com/r/H38 JSZB • Group discussion: • 4.2 Identify gaps and recommend improvement strategies to address these process gaps.
  39. 39. SKILLS AUDITING - WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 22-100% 57% 57.4% 13% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q3: Your organization trains skills auditors and -raters to use the skills rating instrument properly. 1 51% Q4: Formal appeal mechanisms are in place in your organization and skills assessment results are regularly moderated and reviewed. 2 51% Q9: The outcome of the skills audit generates predictive analytics and business intelligence, providing your organization with a strategic competitive advantage. 3 54%
  40. 40. SKILLS AUDITING - MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q7: Your organization's skills auditing process complies with the 7 E’s i.e. efficient, effective, economical, educational, ethical, empirical and evidentiary. 10 77%
  41. 41. STEP 4: RECONCILING/GAP ANALYSIS
  42. 42. 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
  43. 43. RESTRUCTURING STRATEGIES • Reducing staff either by termination or attrition • Regrouping tasks to create well designed jobs • Reorganizing work units to be more efficient • If your assessment indicates that there is an oversupply of skills, there are a variety of options open to assist in the adjustment. • Termination of workers gives immediate results. Generally, there will be costs associated with this approach depending on your employment agreements. Notice periods are guaranteed in all provinces. • Be sure to review the labour/employment relations standards in your province or territory to ensure that you are compliant with the legislation.
  44. 44. TRAINING AND DEVELOPMENT STRATEGIES • Providing staff with training to take on new roles • Providing current staff with development opportunities to prepare them for future jobs in your organization • Training and development needs can be met in a variety of ways. • One approach is for the employer to pay for employees to upgrade their skills. This may involve sending the employee to take courses or certificates or it may be accomplished through on- the-job training. • Many training and development needs can be met through cost effective techniques.
  45. 45. RECRUITMENT STRATEGIES • Recruiting new staff with the skill and abilities that your organization will need in the future • Considering all the available options for strategically promoting job openings and encouraging suitable candidates to apply • For strategic HR planning, each time you recruit you should be looking at the requirements from a strategic perspective. • Example: Perhaps your organization has a need for a new fundraiser right now to plan special events as part of your fundraising plan. However, if your organization is considering moving from fundraising through special events to planned giving, your recruitment strategy should be to find someone who can do both to align with the change that you plan for the future.
  46. 46. OUTSOURCING STRATEGIES • Using external individuals or organizations to complete some tasks • Many organizations look outside their own staff pool and contract for certain skills. • This is particularly helpful for accomplishing specific, specialized tasks that don't require on- going full-time work. • Some organizations outsource HR activities, project work or bookkeeping. • Example: Payroll may be done by an external organization rather than a staff person, a short- term project may be done using a consultant, or specific expertise such as legal advice may be purchase from an outside source. • Each outsourcing decision has implications for meeting the organization's goals and should therefore be carefully assessed.
  47. 47. COLLABORATION STRATEGIES • Finally, the strategic HR planning process may lead to indirect strategies that go beyond your organization. • By collaborating with other organizations you may have better success at dealing with a shortage of certain skills. • Types of collaboration could include: ❑ Working together to influence the types of courses offered by educational institutions ❑ Working with other organizations to prepare future leaders by sharing in the development of promising individuals ❑ Sharing the costs of training for groups of employees ❑ Allowing employees to visit other organizations to gain skills and insight
  48. 48. LEARNING ACTIVITY 5 • Group discussion: • 5.1 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. • 5.2 Identify gaps and recommend improvement strategies.
  49. 49. SESSION #2B: Succession Planning
  50. 50. 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.”
  51. 51. PURPOSE OF SUCCESSION PLANNING • Succession planning is a process of determining critical roles within the company, identifying and assessing possible successors, and providing them with the appropriate skills and experience for present and future opportunities. • Succession planning is a forward-looking process, anticipating what skills will be needed in the future. • Thinking about the business strategy and determining what skills you will need when. • Succession planning ensures that high quality replacements for those individuals who currently hold positions that are key to the organization’s success. • These positions include executive, management, specialists, technical and professional positions and any critical positions motivated by a Line Manager.
  52. 52. OBJECTIVES OF SUCCESSION PLANNING • Succession planning is about filling the organization's talent pipeline and building internal bench strength. • It is about leveraging the talent that the organization already possesses by developing it to full potential. • The focus is on developing employees so that the organization has a pool of qualified candidates who are ready to compete for key positions and areas when they become vacant.
  53. 53. • Keeping or preserving key positions, core skills, and special business know-how • Maintaining business competiveness on key or core areas or positions • Minimizing the impact on business due to unexpected key turnover or extended employee absences due to health or personal issues (i.e. have candidates “ready now” to replace planned and unplanned losses on key positions) • A more efficient and effective public/customer service with increased ability to deliver on business goals • The development of a qualified pool of candidates ready to fill key positions or areas • Improved employee engagement through career development and resulting cost benefit • The opportunity for corporate knowledge transfer BENEFITS OF SUCCESSION PLANNING
  54. 54. DESIRED RESULTS OF SUCCESSION PLANNING • Identify high-potential employees capable of rapid advancement to positions of higher responsibility than those they presently occupy. • Ensure the systematic and long-term development of individuals to replace key job incumbents as the need arises due to deaths, disabilities, retirements, and, resignations other unexpected losses. • Provide a continuous flow of talented people to meet the organization’s management needs. • Meet the organization’s need to exercise social responsibility by providing for the advancement of successors in the organization.
  55. 55. BEST PRACTICE SUCCESSION PLANNING PRINCIPLES • Refer to the link: https://www.surveymonkey.com/r/H3MPCL6 • #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.
  56. 56. 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. • https://www.surveymonkey.com/r/H3MPCL6
  57. 57. LEARNING ACTIVITY 6 • Individual Diagnostic Activity: • 6.1 Diagnose the current degree of strategic relevance and importance of your organization’s succession planning, with reference to the following statements. Refer to the link: https://www.surveymonkey.com/r/H3MPCL6 • Group Discussion: • 6.2 Identify gaps and recommend improvement strategies to address and resolve these best practice principle gaps.
  58. 58. SUCCESSION PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q9: Succession planning frequently scans the micro, market and macro business environments, is consistently reviewed and is agile in it’s response. 1 67% Q6: The talent pipeline is vibrant in creating an adequate succession planning rate/ratio e.g. 1:3 and talent bench strength of high potentials/performance. 2 67% Q8: The succession planning process is proactive, adopts a medium to long-term view e.g. 3-5 years and uses scenario planning/"what if" analyses. 3 68%
  59. 59. SUCCESSION PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 22-100% 68% 67.6% 18% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q1: Succession planning is a strategic driver of sustainable organizational development and competitive advantage. 10 79%
  60. 60. 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
  61. 61. STEP 2: IDENTIFY AND ASSESS SUCCESSORS – 9 BOX MATRIX
  62. 62. LEADERSHIP AND TALENT DEVELOPMENT
  63. 63. ASSESSING LEADERSHIP POTENTIAL (GALLUP)
  64. 64. LEARNING ACTIVITY 7 • Group discussion: • Apply steps 2-3 of the generic succession plan process to your organization. • 7.1 Step 2: Identify and assess successors – potential and performance (9-box matrix) • 7.2 Step 3: Identify talent gaps
  65. 65. SESSION #3: Strategic Talent Acquisition
  66. 66. AGREE OR DISAGREE? WHY?
  67. 67. 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
  68. 68. JOB ANALYSIS
  69. 69. JOB ANALYSIS: FOCAL POINTS
  70. 70. 10 BEST PRACTICE JOB ANALYSIS CRITERIA • https://www.surveymonkey.com/r/HG925XJ • #1: Your organization's Role/Job Analysis and -Profiling processes are pro-active, sensitive and responsive to both internal e.g. Business & HRM Strategy direction and OD/organizational restructuring and external environmental disruptors, change and trends e.g. economic, legal and technological. • #2: Your organization's Role/Job Analysis and -Profiling processes methodically utilize multiple and diverse sources of data collection i.e. crowdsourced performance intelligence. • #3: Your organization's Role/Job Analysis and -Profiling processes integrate both scientific, quantitative (intelligence - 80%) with subjective, qualitative (intuition - 20%) configuration of methodology and valid tools. • #4: Your Role/Job Analysis and -Profiling processes efficiently, effectively, economically and ethically harness Job Analysis Interviews, Questionnaires, Observation and Skills Auditing as the primary data collection tools and techniques. • #5: Your organization's Role/Job Analysis and -Profiling processes provide accurate, comprehensive and reliable Job Data which leads to informative Job Description documents e.g. tasks, duties and responsibilities.
  71. 71. 10 BEST PRACTICE JOB ANALYSIS CRITERIA • #6: Your organization's Role/Job Analysis and -Profiling processes provide accurate, comprehensive and reliable Job Data which leads to informative Job Specification documents e.g. Competency Profile (knowledge; skills, experience and behavioural competencies). • #7: Your organization's Role/Job Analysis and -Profiling processes are integrated (bundled) with other HRM value chain processes e.g. Recruitment, PMS, Learning and Development, Compensation and Career Development. • #8: Your organization's Role/Job Analysis and -Profiling processes are collaborative, well- coordinated and a partnering effort (HRM has co-opted business partners e.g. line managers to the process). • #9: Your organization's Role/Job Analysis and -Profiling processes are a systematic and synergistic precursor to the Job Evaluation/grading process. • #10: Your organization's Role/Job Analysis and -Profiling processes are dynamic and agile - regularly and systematically monitored, reviewed, evaluated and adapted (committed to continuous improvement processes). • https://www.surveymonkey.com/r/HG925XJ
  72. 72. LEARNING ACTIVITY 8 • Individual Diagnostic Activity: • 8.1 Review the current Job Analysis practices and processes and indicate the efficiency and effectiveness. Refer to the link: https://www.surveymonkey.com/r/HG925XJ • Group discussion: • 8.2 Identify gaps and recommend improvement strategies.
  73. 73. JOB ANALYSIS AND –PROFILING – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 29-93% 61% 60.8% 15% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q10: Your organization's Role/Job Analysis and -Profiling processes are dynamic and agile - regularly and systematically monitored, reviewed, evaluated and adapted (committed to continuous improvement processes). 1 52% Q2: Your organization's Role/Job Analysis and -Profiling processes methodically utilize multiple and diverse sources of data collection i.e. crowdsourced performance intelligence. 2 52% Q3: Your organization's Role/Job Analysis and -Profiling processes integrate both scientific, quantitative (intelligence - 80%) with subjective, qualitative (intuition - 20%) configuration of methodology and valid tools. 3 54%
  74. 74. JOB ANALYSIS AND –PROFILING – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q8: Your organization's Role/Job Analysis and - Profiling processes are collaborative, well- coordinated and a partnering effort (HRM has co-opted business partners e.g. line managers to the process). 10 62%
  75. 75. 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”
  76. 76. • 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)
  77. 77. COMPONENTS OF VIABLE EVP
  78. 78. LEARNING ACTIVITY 9 • Group discussion: • 9.1 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. • 9.2 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. • 9.3 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?
  79. 79. THE CHANGING FACE OF RECRUITMENT
  80. 80. DELOITTE’S HCM TRENDS 2017 – HOW HAS RECRUITMENT CHANGED?
  81. 81. 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
  82. 82. 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.
  83. 83. 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.
  84. 84. 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
  85. 85. NEXT LEVEL (FUTURE-FIT) RECRUITMENT (COTTER, 2017) • The Strategic Recruiter • The Cognitive Recruiter • The Social Recruiter • The Analytical Recruiter • The Intelligent Recruiter
  86. 86. VIDEO CLIP • How Nestlé transformed recruitment into talent acquisition • https://www.youtube.com /watch?v=5HIlROqdik0 • Debriefing: Extract the lessons from this video clip
  87. 87. JOB SELECTION PROCESS
  88. 88. 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
  89. 89. 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.
  90. 90. 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.
  91. 91. CBI PROCESS FLOW
  92. 92. 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
  93. 93. HOW COMPETENCY-BASED INTERVIEW QUESTIONS ARE MARKED
  94. 94. S-T-A-R CBI QUESTIONING PROCESS
  95. 95. • 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
  96. 96. LEARNING ACTIVITY 10 • Group discussion: • Critically review and evaluate your organization’s Job Selection Strategy, in promoting the quality of hire TA metric. Focus on the following key components: • 10.1 Job selection process • 10.2 Job selection methods and the use of CBI • 10.3 Onboarding process (to fast-track social integration and organizational cultural assimilation)
  97. 97. SELF DIRECTED LEARNING ACTIVITIES (DAY 2) Refer to page 85 in the Learner Manual
  98. 98. SESSION #4: Employee Engagement and Talent Retention
  99. 99. AGREE OR DISAGREE? WHY?
  100. 100. ❖ #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
  101. 101. ❖ #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
  102. 102. EMPLOYEE ENGAGEMENT DRIVERS
  103. 103. EMPLOYEE ENGAGEMENT BEST PRACTICE CRITERIA (COTTER, 2019) • https://www.surveymonkey.com/r/HGXGHWK • #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.
  104. 104. 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. • https://www.surveymonkey.com/r/HGXGHWK
  105. 105. LEARNING ACTIVITY 11 • Individual Diagnostic Activity: • 11.1 Diagnose your organization’s current employee engagement levels against the ten (10) best practice criteria. Refer to the link: https://www.surveymonkey.com/r/HG XGHWK • Group Discussion: • 11.2 Identify gaps and recommend improvement strategies.
  106. 106. EMPLOYEE ENGAGEMENT – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 26-77% 61% 60.7% 11% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q2: Your organization's employees receive an abundance of recognition and praise as well as demonstrable care and interest from their managers. 1 46% Q3: Your organization's employees receive encouragement of their personal and professional development and there is significant managerial interest in career progression and development. 2 48% Q7: Your organization's employees have meaningful levels of trust in the organizational leadership team and are regarded as exemplary role models. 3 48%
  107. 107. EMPLOYEE ENGAGEMENT – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q1: 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. 10 66%
  108. 108. BENEFITS OF EMPLOYEE ENGAGEMENT
  109. 109. ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS
  110. 110. 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.”
  111. 111. 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
  112. 112. 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
  113. 113. ARMSTRONG’S EMPLOYEE ENGAGEMENT STRATEGIES ❑Leadership ❑The work environment ❑Job design ❑Opportunities for personal growth ❑Performance Management
  114. 114. 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
  115. 115. MOST IMPACTFUL EMPLOYEE ENGAGEMENT DRIVERS (HARVARD BUSINESS REVIEW – 2014)
  116. 116. 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
  117. 117. LEARNING ACTIVITY 12 • Group Discussion: • 12.1 By referring to the identified gaps (learning activity 11), critically review the various expert employee engagement strategies and develop a Code of Best Practice, by extracting those strategies that you believe are most relevant to your organization. • 12.2 Evaluate the current degree of your organization’s talent retention by gauging against the Deloitte Irresistible Organization factors and sub-factors.
  118. 118. SESSION #5: Performance and Career Development
  119. 119. DEFINING THE FUNDAMENTAL PERFORMANCE MANAGEMENT CONCEPTS • Key Performance Areas (KPA’s) • Key Performance Indicators (KPI’s) • HIPO
  120. 120. KPA’s and KPI’s • Key Performance Areas (KPA) may be defined as the primary responsibilities of an individual or the core area(s) which each employee is accountable. • KPA’s originate from the organization’s mission and represent the specific areas where the organization expects results. • Key Performance Indicators (KPI’s) define unit of measure used to assess whether or not Key Performance Area have been achieved. • KPI’s clarify how performance will be judged against each KPA. They provide the framework for generating targets, and are the core of all performance management systems.
  121. 121. 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."
  122. 122. HIPO – 5 STRANDS OF SUCCESS
  123. 123. PERFORMANCE MANAGEMENT BEST PRACTICES • https://www.surveymonkey.com/r/HHR57 WH • #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.
  124. 124. 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. • https://www.surveymonkey.com/r/HHR57W H
  125. 125. LEARNING ACTIVITY 13 • Group Discussion: • 13.1 Measured against the 5 strands of success, would you regard your organization as a HiPO. Motivate your answer. Identify gaps and recommend improvement strategies. • Individual Diagnostic Activity: • 13.2 Review and rate the efficiency and effectiveness of the current performance management system at your organization. Refer to the diagnostic survey link for the online survey: https://www.surveymonkey.com/r/HHR57WH • Group discussion: • 13.3 Identify gaps and recommend improvement strategies.
  126. 126. PERFORMANCE MANAGEMENT SYSTEMS – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 22-100% 64% 63.7% 14% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q5: The PMS of your organization is user-friendly, simple and understandable for all users. 1 56% Q10: The PMS is a continuous process that accurately identifies multi- level (individual, team & organizational) performance & skills gaps i.e. generates crowd-sourced (360-degree) performance intelligence & - analytics, which is effectively leveraged as a performance development & -improvement management tool. 2 57% Q8: The PMS of your organization is vigilant and efficient in identifying and correcting poor performance levels and under achievement of performance goals and -standards. 3 58%
  127. 127. PERFORMANCE MANAGEMENT SYSTEMS – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q7: The PMS of your organization provides an opportunity to recognize and (financially and non-financially) reward performance excellence. 10 69%
  128. 128. 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
  129. 129. 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
  130. 130. 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
  131. 131. PERFORMANCE EQUATION
  132. 132. CAUSES OF POOR PERFORMANCE ❑ Skills/competence ❑ Personal problems ❑ Lack of resources ❑ Organizational factors
  133. 133. PERFORMANCE MATRIX – APPLYING COTTER’S 4 C’s (2018) CAREER DEVELOPING COUNSELING CAPITALIZING COACHING
  134. 134. LEARNING ACTIVITY 14 • Group discussion • 14.1 By referring to the performance equation, compute the PPS of your organization. Develop strategies to improve any of the deficient variables. • 14.2 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.
  135. 135. SESSION #6: Strategic Learning and Development
  136. 136. SUB-COMPONENTS OF COMPETENCE
  137. 137. MEASURING COMPETENCE
  138. 138. HIGH IMPACT LEARNING ORGANIZATION (HILO) CHARACTERISTICS • https://www.surveymonkey.com/r/HHZ2FN3 • #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
  139. 139. 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. • https://www.surveymonkey.com/r/HHZ2FN3
  140. 140. LEARNING ACTIVITY 15 • Individual Diagnostic Activity: • 15.1 Evaluate whether your organization complies with the best practice criteria of a HILO. Refer to the diagnosis survey link: https://www.surveymonkey.com/r/HHZ2FN3 • Group discussion: • 15.2 Identify gaps and recommend the improvement strategies of how you can create a HILO culture at your organization.
  141. 141. FUTURE-FIT L&D: 10 CRITICAL SUCCESS FACTORS FOR THE TRANSFORMATION OF TRAINING TO A STRATEGIC LEARNING PARTNER • https://www.surveymonkey.com/r/HPY LFDC • #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
  142. 142. 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/HPY LFDC
  143. 143. LEARNING ACTIVITY 16 • Individual Diagnostic Activity: • 16.1 Evaluate the current degree of compliance to the following 10 SL&D best practice criteria. Refer to the Survey Monkey link: https://www.surveymonkey.com/r/HPYLFDC • Group Discussion: • 16.2 Identify gaps and recommend improvement strategies to transform training and to reposition to a strategic learning partner.
  144. 144. SLP – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 40-100% 64% 64.6% 14% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q5: L&D have established a high impact learning organizational (HILO) culture and developed a Knowledge Management System 1 59% Q9: Learning and Development proactively anticipates and prepares employees to be future-fit and the organization to be future-proof 2 63% Q3: There is direct and active engagement, consultation and participation of line management in all learning processes 3 64%
  145. 145. SLP – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q7: When utilizing outsourced training providers, L&D ensures performance-directed, Service Level Agreements are in place 10 73%
  146. 146. 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
  147. 147. 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.
  148. 148. IMPROVEMENT RECOMMENDATIONS - SLP
  149. 149. 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);
  150. 150. 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.
  151. 151. CONCLUSION • Key points • Summary • Questions • Training Evaluation
  152. 152. TRAINING EVALUATION • Refer to the link: • https://www.surveymonkey.com/r/HPTPNGZ
  153. 153. 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

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