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Managing the Quality of Managerial Hires -- Alghanim at ConnectIn Dubai

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Alghanim presents how to measure the impact of your hires at ConnectIn Dubai 2015.

Connectin Dubai 2015 gathered 270 talent professionals and executive leaders on April 23rd from across the GCC to share talent acquisition best practices and thought leading content on employer branding, internal mobility, and measuring quality of hire. Speakers and agenda can be found here: https://lnkd.in/Connectindubai2015

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Managing the Quality of Managerial Hires -- Alghanim at ConnectIn Dubai

  1. 1. Andy Finch Director Organisational Development Alghanim Industries From Old School Recruiting to Integrated Talent Management: Some Ways of Measuring the Quality of Managerial Hire
  2. 2. • Why Talented People Matter • From Recruiting to Talent Management • Attracting Quality Candidates • Some Quality Measures Flow
  3. 3. War for Talent Supply of talent shrinking & more elusive: •Supply of tomorrow’s leaders declining •Talent more mobile across companies & geographies Greater competition for ‘best’ talent: •More sophisticated skills required for leading growth, globalization & technological change •Companies waking up to their talent gap & vying to upgrade their talent • Smaller companies increasingly attractive It will become increasingly difficult to attract & retain best talent
  4. 4. Source: McKinsey’s War for Talent 2000 survey of 410 corporate officers at 35 large US companies Increased productivity in operational roles Increased profit in general management roles Increased revenues in sales roles 40% 49% 67% Bottom Line: Good people are great for business “How much more does a high performer generate annually than an average performer?
  5. 5. Talent Matters “If you ask me what our competitive advantages are…it’s not because we’re smarter, it’s not because we do strategy better. It’s because we work super hard to make sure we have the best people in the best positions …” “… this is a region that has no shortage of capital and no shortage of opportunities. The true scarce resource is talent …” “I always felt like the organization that was able to retain, develop and effectively deploy talent, was always going to be the organization— all else equal—that would win.”
  6. 6. Alghanim’s Balanced Scorecard Format Financial Customer Process Learning Growth Talent Management
  7. 7. • Why Talented People Matter • From Recruiting to Talent Management • Attracting Quality Candidates • Some Quality Measures Flow
  8. 8. Integrated Talent Management Talent Strategy & Planning Sourcing & Recruiting Performance Management Learning & Development Succession Planning Leadership Development Compensation 2 3 1 4 7 6 5 Competency Management HR Systems & Metrics
  9. 9. Integrated Talent Management Framework
  10. 10. Source: Bersin by Deloitte, 2014. Where could you be in 2yrs / 5yrs? Where are you currently? Modernising Your Approach ? ?
  11. 11. The Value of High-Impact Talent Acquisition HR organizations at Level 4 of the maturity model are … 3X more likely to have well- developed candidate pools 2.6X more likely to achieve higher TA performance outcomes 30% better on overall business outcomes 2X more effective at “building a seat” at the executive table Source: Bersin by Deloitte, 2014.
  12. 12. • Why Talented People Matter • From Recruiting to Talent Management • Attracting Quality Candidates • Some Quality Measures Flow
  13. 13. Brand Reputation Matters of Americans would not take a job with a company with a poor reputation … even if they were unemployed! (Corporate Responsibility Magazine) 75%
  14. 14. Our Employee Value Propositions (EVPs)
  15. 15. Our New Career Site Our Culture • Talent Development • Diversity • History & Legacy Meet our people Kuwaitization • Mentoring • AFLP • FAQ Join the team • Diversified Businesses • How to Apply • Current Opportunities • Career Advice • Working in Kuwait • FAQ Campus & Student programs • Internships • Job Fair • Club Sponsorships www.alghanimcareers.com
  16. 16. Our Employees as Brand Ambassadors
  17. 17. Following Alghanim’s LinkedIn Page • Increased followers from 14000 to 41000 since June 2014 • Posts reflect our EVPs • Branded posts • More to come… https://www.linkedin.com/company/alghanim-industries
  18. 18. • Why Talented People Matter • From Recruiting to Talent Management • Attracting Quality Candidates • Some Quality Measures Flow
  19. 19. Integrated Talent Management Framework
  20. 20. What Are You Measuring? Quality of the Hiring Process or … Quality of the Hires?
  21. 21. Data Rich Environment… But What to Mine! Our Key Focus Areas:  Reduced Cost of Hiring  Reduced Time to Hire  Increased Quality of Hires  Enhanced Employer Brand 1. Benchmarking 2. Key Metrics (efficiency and effectiveness) • % of applicants who become new hires • Recruiting spend per hire / cost per hire • Recruiting staff per (category of) hire • Spending allocations by source • Average agency fees • Time to fill • Openings filled by source / geography • New-hire turnover / retention • Recruiter workload (number of job postings per recruiter) • Applicant volumes (number of applicants per posting) 3. Surveying • New Joiners (during onboarding) • Employer brand (in local market) 4. Building Dashboards & Scorecards
  22. 22. Hiring With Quality in Mind … Go For: • High Performers & • High Potentials
  23. 23. Data From: • Interview Ratings • Psychometrics (% Job Match) • Pre-hire Performance Appraisal • (& Public-domain Social Media ‘Exhaust Trail’) 1. Pre-Hire Measurement
  24. 24. Psychometric Profiling Performance Profiling Examples of Pre-Hire Measurement
  25. 25. Data From: • Formal Probation Process • Achievement against 100-Day Action Plan • Traffic Light System – Keep / Watch / Lose 2. First 3-month Measurement
  26. 26. Data From: • Multi-rater (360o) Performance Appraisal • Annual Managerial Appraisal Process • Annual Talent Review Process (incl Engagement Score) • Bonus / Incentive Referencing • Revenue & Profit per Employee (For P&L and Sales Leaders) 3. First Year Measurement
  27. 27. 360° Data
  28. 28. 5-Step Talent Review Process
  29. 29. Ideal Performance Distribution Curve
  30. 30. 9-Box Matrix
  31. 31. Risk Heat Matrix
  32. 32. Targets = 95+% Retention of Promotables / Top & Exceptional Performers
  33. 33. Alghanim Talent Dashboard Metrics (via iPad) TALENT DASHBOARD General Manager, Business XYZ Nadine Al-Khaled, E1 Age: 38 Tenure in Role: 2y 2m Tenure in AI: 10y 12m Needs Attention Box 1 Risk Heat: Low Succession Bench Internal Placements: (7/10, 70%) Retention: (5/10, 50%) Highly Valued Box 4 Risk Heat: Medium Succession Bench Internal Placements: (3/10, 70%) Retention: (5/10, 85%) Exceptional Performer Box 8 Risk Heat: High Succession Bench Internal Placements: (3/6, 50%) Retention: (6/7, 90%) Senior Manager, Business 1 Michael Scott, L9 Age: 49 Tenure in Role: 4y 8m Tenure in AI: 10y 8m Senior Manager, Business 2 Duncan Peters, L9 Age: 53 Tenure in Role: 2y 10m Tenure in AI: 13y 8m Senior Manager, Business 3 Abdul Maalek, L9 Age: 34 Tenure in Role: 2y 10m Tenure in AI: 2y 10m
  34. 34. Alghanim Talent Dashboard Metrics (via iPad) Needs Attention Box 1 Risk Heat: Low Succession Bench Internal Placements: (7/10, 70%) Retention: (5/10, 50%) Senior Manager, Business 1 Michael Scott, L9 Age: 49 Tenure in Role: 4y 8m Tenure in AI: 10y 8m Retention # and % of key talent in Box 5, 6, 7, 8 and 9 in past year: High (70 – 100%) Medium (40 – 69.9%) Low (0 – 39.9%) Retention Risk for this person based on Impact of Loss vs Risk of Loss: Low Medium High 4-5/75% - 100% Final Perf. Rating for this person: Top/Exceptional Performer Highly Valued Needs Attention 9 Box Rating For this person: Box 6, 8, 9 Box 2, 3, 4, 5, 7 Box 1 Robustness of succession pipeline into this position: Emergency + Ready Now Emergency + Ready 1-2 yrs Rest of scenarios How many L9 + direct repratee vacancies were filled internally whether by promotion/ transfer/ inter-company transfer in past year: High (70 – 100%) Medium (40 – 69.9%) Low (0 – 39.9%)
  35. 35. Download now Data Driven Recruiting Find quality hires faster with talent pool analytics

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