Strategic Talent Management_Employee Retention_Engagement

STRATEGIC TALENT MANAGEMENT,
EMPLOYEE RETENTION AND -
ENGAGEMENT
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
HILTON GARDEN INN, MUSCAT, OMAN
24-26 SEPTEMBER 2019

• Objective #1: Strategic Talent Management
• Objective #2: Employee Retention
• Objective #3: Employee Engagement
• Objective 4: Performance Management and Remuneration
Governance
• Objective 5: Succession Planning
• Objective #6: Talent Management Metrics
• Case study
3-DAY, TRAINING PROGRAMME
OVERVIEW

• Individual activity:
• Complete the statement by inserting one (1) word only. As a
HR Manager, in order to effectively manage talent at Haya
Water, I need to/to be .…………………………………..
• Now find other learners with the same word as you.
• Jot these words down on the flip-chart.
• Each learner will have the opportunity to elaborate on their
chosen word.
INTRODUCTORY ACTIVITY

OBJECTIVE #1:
Strategic Talent Management

DEFINING THE
FUNDAMENTAL HRM
CONCEPTS
• Strategic HRM
• Integrated Talent
Management
• Talent/HR Planning
• Strategic HR Planning
• Strategic HR Business
Partnering

INTEGRATED TALENT MANAGEMENT
ARCHITECTURE/SYSTEM

DEFINING
WFP -
GETTING IT
“RIGHT”

STRATEGIC TALENT/HR MANAGEMENT

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 power an Intelligent Enterprise i.e.
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 and Career Navigator
• #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

VIDEO CLIP
• The 7 roles that
business executives
expect HRM to play
• https://www.youtube.c
om/watch?v=Cald7kzC
gkc
• Debriefing: Extract the
lessons from this video
clip

BUSINESS INTELLIGENCE
(Level 3 of strategic HRM maturity –
transformational)
HRM STRATEGY
strategic)
HRM GOVERNANCE
traditional)
WORKPLACE ADVOCACY
transactional)
STRATEGIC
PERFORMANCE
ADVISOR
(Cotter, 2019)
STRATEGIC
TRANSACTIONAL
CURRENT FUTURE-FOCUSED
FRAMEWORK
PREDICTIVE
ANALTYTICS

STRATEGIC PERFORMANCE ADVISOR OPERATING MODEL
(COTTER, 2019)
• HRM Governance (e.g. HRM policies and procedures; HRM/people risk management, compliance with
ethics and x17 King IV corporate governance principles; Human Capital reporting; promoting workplace
democracy and HRM Auditing) – Level 1 of strategic maturity - transactional/current.
❑ Transition from level 1 to 2 – CRAFTING OF A HRM GOVERNANCE FRAMEWORK
• Workplace Advocacy (e.g. Employee engagement; employee voice; EVP; employee retention;
succession planning; creating a workplace culture of brand ambassadors; mainstreaming HRM and
creating future-fit employees) – Level 2 of strategic maturity - transactional/future-focused.
❑ Transition from level 2 to 3 – FUTURE-PROOFING OF THE BUSINESS MODEL
• Business Intelligence (e.g. competitive predictive HR metrics and analytics; future-proofing the business
model; applying evidence-based HRM; creating HIPO; knowledge management and collaborative
intelligence i.e. integrating and harmonizing AI, HI and BI and being trouble-shooting solutions
architects) – Level 3 of strategic maturity - strategic/current.
❑ Transition from level 3 to 4 – APPLYING PREDICTIVE ANALYTICS
• HRM Strategy (e.g. embedding HRM strategy into business strategy; the use of strategy maps; adopting
a strategic mindset and applying strategic management principles and processes) – Level 4 of strategic
maturity - strategic/future-focused.

DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR SPA
• https://www.surveymonkey.com/r/BXRKRXG
• #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 SPA
• https://www.surveymonkey.com/r/BXRKRXG
• #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)

LEARNING
ACTIVITY 1
• Individual Activity:
• Critically review and
evaluate your current HR
business partnering
processes and function
against the ten (10) best
practice criteria. Refer to
the link:
https://www.surveymonke
y.com/r/BXRKRXG
• Group Discussion:
• Identify gaps and
recommend improvement
strategies.

HRM STRATEGIC MATURITY MODEL
(Cotter, 2017)
Level 4: Strategic
HRM/L&D
(80%+)
Level 3: Transformational
HRM/L&D
(65-79%)
Level 2: Transactional
HRM/L&D
(41-64%)
Level 1: Traditional
HRM/L&D
(0-40%)

STRATEGIC PERFORMANCE ADVISOR (SPA)
– WIDEST COMPLIANCE GAPS
Range Median Mean Standard Deviation
11-100% 59%
61% 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%

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%

CLEAR VIEW – LINE OF SIGHT
x5 STRATEGIC HR PLANNING CHECKPOINTS
(Cotter, 2016)
#1: Inventory of available organizational core
competencies and scarce skills (by means of a skills
audit)?
#2: Mission critical organizational jobs (to enable
strategic goals achievement)?
#3: Critical employee segments (to promote business
continuity i.e. - future-proofing of the business
model)?
#4: Identification of organizational talent gaps (e.g. by
means of Succession Planning 9-box matrix)?
#5: Competitivity, maturity and readiness of the
organizational talent pipeline (i.e. number of future-fit
HIPO’s and the talent bench strength, who can
seamlessly ascend into the key positions)?

• https://www.surveymonkey.com/r/5SNGNTW
• #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

• https://www.surveymonkey.com/r/5SNGNTW
• #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
GUIDELINES FOR EFFECTIVE SWP

• 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”
TALENT ATTRACTION

• 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)

ENABLERS OF TRANSFORMATION/RE-POSITIONING
TO SPA – “RIGHTING THE SHIP”

LEARNING
ACTIVITY 2
• Diagnose your
organization’s current
Workforce Planning
practices against the ten
(10) best practice criteria.
• https://www.surveymonke
y.com/r/5SNGNTW
strategies.

STRATEGIC HR PLANNING – WIDEST
COMPLIANCE GAPS
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%

STRATEGIC HR PLANNING – MOST
COMPLIANT CRITERIA
27-93% 59%
60%
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%

LEARNING
ACTIVITY 3
• By referring to the illustration
of the HR planning process,
evaluate the effectiveness of
each process step at Haya
Water. 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.

LEARNING
ACTIVITY 3
• Develop an EVP for
Haya Water, as a
means of attracting
top talent and
positioning your
organization as an
“employer of choice”.
• Describe how the
onboarding and off-
boarding (exit level
interviews) can be
harnessed as
employee retention
tools.

OBJECTIVE #2:
Employee Retention

AON INSURANCE EMEA HEALTH STUDY
(2018)

JOB SATISFACTION – DELOITTE (2017) RESEARCH-
BASED FINDINGS
• 10 Areas workers are most unhappy:
• 1. Competitive pay and benefits package
• 2. Organisation retains the best people
• 3. Organisation delivers on its promises
• 4. Genuine care and concern
• 5. Public recognition for achievements
• 6. Performance reward encourages performance
• 7. Long term career development
• 8. Equal pay for equal work
• 9. Equal opportunity
• 10. Trust throughout the organisation

JOB SATISFACTION – DELOITTE (2017) RESEARCH-
BASED FINDINGS
• 10 Areas workers are most happy:
• 1. Identify with organisational values
• 2. Understand how work relates to organisational goals
• 3. Good fit between talent and position
• 4. Manager values contributions
• 5. Like what the organisation stands for
• 6. Personal accomplishments
• 7. Opportunity to learn and grow
• 8. Positive feedback
• 9. Work done is important
• 10. Leadership moves in the right direction

JOB SATISFACTION – DELOITTE (2017)
RESEARCH-BASED FINDINGS
• “Organisations must be attractive to the new
workforce and be ready for the digital revolution.
They must also recognise, honour and leverage
experience from older generations, and sensitively
manage changes to bridge the gap.”
• “An employee experience is a combination of both
culture and engagement. Organisations wanting to
keep ahead of the engagement curve, need to
have a clear engagement strategy.”
Deloitte (2017)

WHY EMPLOYEES LEAVE THEIR JOBS
(PAYSCALE, 2019 RESEARCH FINDINGS)
• WHAT IS THE PRIMARY REASON YOU SOUGHT
EMPLOYMENT OUTSIDE OF YOUR CURRENT
ORGANIZATION?
• #1: 25% - I want higher pay
• #2: 16% - I am unhappy at my current organization
• #3: 14% - I want to work at an organization aligned with my
values
• #4: 11% - I am relocating
• #5: 10% - My current position is not full-time
• #6: 7% - I want a promotion
• #7: 2% - I want a more flexible schedule
• 15% - Other

WHY EMPLOYEES LEAVE THEIR JOBS
(PAYSCALE, 2019 RESEARCH FINDINGS)
• WHAT IS THE MAIN THING THAT ATTRACTED YOU TO THIS
NEW ORGANIZATION?
• #1: 27% - The opportunity to do more meaningful work
• #2: 17% - Increased responsibilities in this role
• #3: 16% - Increased pay for this position
• #4: 11% - The workplace culture
• #5: 6% - Nothing in particular – this is just another job
• #5: 6% - Better benefits/perks
• #7: 5% - I want to work for a larger organization
• #8: 2% - I want to work for a smaller organization
• 10% - Other

TINYPULSE (2019) RESEARCH FINDINGS
• Employee loyalty is decreasing
• According to Tinypulse (2019), 43% of
workers would be willing to leave their
companies for a 10% salary increase and
weak company cultures are to blame.

• Here are the top 10 biggest pain points employees reported:
• 1. Technical issues with software, and other tools
• 2. Interruptions and disruptions from Slack, emails and noisy
office environments
• 3. Poor communication from management/lack of training and
information
• 4. Disorganized and time-wasting systems and processes
• 5. Misguided decisions from management/bad leadership
• 6. Lack of flexibility/no opportunities to work from home
• 7. Overworked/under resourced team
• 8. Office politics/favouritism
• 9. Difficult customers
• 10. Too many meetings

• The Drivers of Happiness
• It’s clear from the research results that culture is important for retention
and employee happiness. But what aspects of culture should leaders focus
on? Here are a few highlights from their findings:
• Employee-manager relationships have a big impact.
• Boredom wreaks havoc on engagement.
• First impressions affect long-term happiness.
• The #1 factor that predicts performance is the level of support provided
by managers. While high performers rate the level of support they receive
at an 8/10, low performers rate it at a 6.8/10.

TALENT RETENTION STRATEGIES –
PAYSCALE (2019)
• Create a Values-Based Compensation Philosophy and Follow It Consistently
• Tailor Your Total Rewards Package to Your Target Employees
• “Attracting talent is a complex blend of many factors. It’s a craft cocktail of cash
compensation, incentives like stock in various forms, perceived opportunities for
growth and development, lifestyle options like work-from-home, commuter
subsidies and benefits”
• “But there’s a critical social nexus as well. How important is the company’s mission
and its social responsibility profile to the candidate? For some, that may outweigh
or certainly weigh in against cash and benefits, even against lifestyle options or be
seen as part of those lifestyle options. Blended with that is culture and engagement
and how those show up in the company’s employment brand. Different elements
will appeal in different ways to different candidate pools. To attract top talent
today, compensation and talent professionals have to be fine-tuned to the blend of
these attributes that will best resonate with the kind of candidate they are seeking.”
(Susan Hollingshead, Chief People Officer at Vendini)

TALENT RETENTION AND ENGAGEMENT OF THE
MILLENNIAL GENERATION
• Global companies face the challenge of catering to this workforce, which
demands an attractive corporate culture, flexible benefits, skills
development, technologically-driven systems, and continuous feedback.
(Deloitte, 2017)
• “The working environment is moving towards much more collaborative,
networked teams, which thrive off open dialogue and inclusive working
styles. Millennials and future workforces require different leadership
skills, and specific training and development strategies need to be
considered now for high-performing leaders of the future.”
(Deloitte, 2017)
• Millennials are more likely than boomers to quit because they’re unhappy,
for money, for better values alignment or promotion. Boomers have the
highest rate of quitting because they want to work for a company that
shares their values. (Payscale, 2019)

TALENT RETENTION AND ENGAGEMENT OF THE
MILLENNIAL GENERATION
• Millennials are less likely than boomers to quit because they want more flexibility.
They are 9 percent more likely than boomers to quit for more money and are 15
percent more likely than boomers to quit because they are unhappy.
• They are 8 percent more likely than boomers to quit because they want to work at
an organization more aligned with their values and are 16 percent more likely
than boomers to quit because they are relocating.
• Millennials are 19 percent more likely than boomers to quit because they want a
promotion. And let’s not forget Gen Xers! They are 21 percent more likely than
boomers to quit for a promotion.
• When choosing a new organization, millennials are 15 percent more likely than
boomers to select their new workplace because it offered them an opportunity to
do more meaningful work. Compared to boomers, millennials are 16 percent more
likely to choose their new organization because it allows them to take on more
responsibilities and they are 10 percent more likely than boomers to choose their
new organization because it offers more money.

LEARNING
ACTIVITY 4
• Evaluate the
current degree of
Haya Water’s
employee retention
by gauging against
the Deloitte’s
Irresistible
Organization
factors and sub-
factors.
recommend
improvement
strategies.

LEARNING
ACTIVITY 5
• Reading Article:
• Omantel, Oman "Our aim was to
put HR right at the centre of the
business“
• By referring to the Omantel
reading article, describe the role
and contribution of HRM in
advocating, promoting and
implementing employee
retention strategies at Haya
Water. .
• Extract any employee retention
learning lessons from the
Omantel reading article that can
be applied to Haya Water.

OBJECTIVE #3:
Employee Engagement

FOUR STAGES OF EMPLOYEE
ENGAGEMENT
• How can I grow?
• Do I belong?
• What do I give?
• What do I get?

PSYCHOLOGICAL
PROFILE OF AN
ENGAGED
EMPLOYEE

COTTER’S 5 C’S OF EMPLOYEE
ENGAGEMENT
• Are employees COMMITTED to the organization?
• Are employees proud to work for the organization – company/brand
ambassadors? CITIZEN
• Do employees put forth extra/discretionary effort to help the organization
and their colleagues achieve business objectives? COMRADE
• Are employees enthusiastic and passionate about their work/jobs?
CREATOR
• Are employees CONNECTED (intellectually and emotionally) to their
work/jobs – offer value add?

❖ #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

LEARNING
ACTIVITY 6
• Diagnose Haya Water’s current
employee engagement levels
against the ten (10) best practice
criteria. Refer to the link:
https://www.surveymonkey.com
/r/BWP26Q3
• Identify gaps and recommend
improvement strategies.
• As a manager, describe how you
can create an engaged team by
optimizing the 4 emotional
drivers i.e. enthusiasm,
inspiration, empowerment and
confidence and capitalizing on
the 6 generic drivers of employee
engagement.

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 7
• Critically review the
Employee
Engagement
strategies. Indicate
which strategies
are most viable,
feasible and
sustainable at Haya
Water.
• Develop employee
voice strategies for
Haya Water.

LEARNING ACTIVITY 8
• Employee Engagement Ideas That Make A Difference
(Taylor, November 2016)
• Do you agree with the article author of the value of
leveraging employee engagement programmes through an
internal online community? Substantiate your reasoning.
• BYOD (bring your own device) and remote working are two
increasing workplace trends. Indicate how the article
author proposes that managers harness these workplace
trends to enhance employee engagement. Do you agree
with these strategies? Substantiate your reasoning.
• Describe some of the strategies that the article author
suggests to break-down and remove barriers and the
power-distance between managers and employees,
thereby improving levels of engagement. Do you agree
with these strategies? Substantiate your reasoning.

LEARNING ACTIVITY 8
• Employee Engagement Ideas That Make
A Difference (Taylor, November 2016)
• Describe some of the strategies that the
article author proposes to improve the
sense of feeling personally connected
with co-workers. Do you agree with
these strategies? Substantiate your
reasoning.
• Extract any general employee
engagement learning lessons from the
reading article that can be applied to
Haya Water.

OBJECTIVE #4:
Performance Management and Remuneration
Governance

LEARNING
ACTIVITY 9
• Using a 10-point scale
(1 = very poor; 5 =
average to 10 =
excellent), calculate
Haya Water’s
performance
potential score.
recommend
improvement
strategies.

PERFORMANCE
MANAGEMENT BEST
PRACTICES
• https://www.surveymonkey.com/r/5JPNNLR
• #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 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.
• #4: 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.
• #5: The PMS of your organization encourages full participation and wide
engagement and extensive consultation, focused on measuring quality
standards.

PERFORMANCE
MANAGEMENT BEST
PRACTICES
• https://www.surveymonkey.com/r/5JPNNLR
• #6: The PMS of your organization is user-friendly, simple and
understandable for all users.
• #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 10
• Individual diagnosis:
• Review and rate the efficiency and
effectiveness of the current performance
management process at Haya Water.
Refer to the above Best Practice criteria
checklist. Refer to the SurveyMonkey link
for the online survey:
https://www.surveymonkey.com/r/5JPN
NLR
• Group discussion:
• Identify gaps and recommend
improvement strategies.

PERFORMANCE MANAGEMENT SYSTEMS
– WIDEST COMPLIANCE GAPS
22-100% 61%
61.3%
14%
RANKING
MEAN SCORE
Q6: 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%

PERFORMANCE MANAGEMENT SYSTEMS
– MOST COMPLIANT CRITERIA
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%

VIDEO CLIP
• Reinventing Performance
Management at DELOITTE
(HBR)
• https://hbr.org/video/512
2969232001/reinventing-
performance-
management

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

PERFORMANCE IMPROVEMENT
• Assuming the role of a coach:
❑Identify performance problems that may be affecting performance and
where improvement is required
❑Generate possible solutions and map a plan to improve performance.
❑Identify those performance areas where the team member is performing
well
❑Communicate future performance expectations and requirements
• Guidelines for preventing poor performance:
❑Communicating clear performance standards and expectations to
employees
❑Providing regular and frequent feedback on performance
❑Rewarding and recognizing good performance, informally and
formally

LEARNING
ACTIVITY 11
Group discussion:
• By referring to the four
quadrants of the
Performance Matrix,
recommend performance
development strategies to
enhance the employee
retention and -
engagement levels for the
underachievers; solid
performers and star
performers.
• Craft and develop a Total
Rewards Statement (TRS)
as a form of retaining and
motivating top talent at
your organization.

• https://www.surveymonkey.com/r/R223M6Q
• #1 Your organization offers competitive and market-related/above market-related remuneration
packages to employees (prospective employees).
• #2 Your organization adequately and accurately recognizes the knowledge, skills, competencies and
experience of employees and rewards are sufficiently flexible and variable.
• #3 Your organization applies fairness in methods, procedures and practices for compensating,
recognizing and rewarding employee contributions.
• #4 Your organization applies equitable methods, procedures and practices for compensating,
recognizing and rewarding employee contributions.
• #5 Your organization promotes transparency through sharing information about their compensation
practices, pay rates criteria and how they are determined – especially at the managerial and executive
levels.
DIAGNOSIS OF 10 REWARD MANAGEMENT
BEST PRACTICES

• #6 Your organization applies consistency (standardization) in the allocation
of remuneration and rewards e.g. performance bonuses and incentives etc.,
thereby serving as a retention and motivation mechanism.
• #7 Your organization applies objectivity throughout the performance
management process, as the pre-cursor and chief determinant of
performance bonuses.
• #8 Your organization has an efficient, user-friendly and stream-lined job
evaluation and job grading process.
• #9 The value of remuneration and rewards offered by your organization is
affordable (feasible) promoting business sustainability and continuity.
• #10 Your organization’s reward system is effective in that it directly
contributes to and enables the achievement of business management goals
e.g. higher levels of productivity and performance.
DIAGNOSIS OF 10 REWARD MANAGEMENT BEST
PRACTICES

• https://www.surveymonkey.com/r/PHKFGQL
• #1: (Vertical) Alignment with business strategy, goals and objectives
• #2: (Horizontal) integration of HRM value chain functions (bundling)
• #3: Rewards Management conducts environmental scanning and is highly attuned, sensitive to and pro-
actively responsive of change
• #4: Rewards Management is future-focused (ensuring that the organization is future-proof)
• #5: Reward management adopts a measurement culture e.g. scorecards, dashboards, metrics, risk analysis
and audits etc.
• #6: Reward management generates business intelligence, enabling smarter business decision making
(operationally and strategically)
• #7: Enables the organization to gain a sustainable, strategic competitive advantage
• #8: Reward management practices contribute to a positive organizational climate, culture and higher levels of
employee engagement.
DIAGNOSIS OF 8 REWARD MANAGEMENT
PRINCIPLES

LEARNING ACTIVITY 12
• Individual (Diagnosis): Critically evaluate your
organization’s current rewards management
structure against the 10 best practice criteria.
Complete the online survey
https://www.surveymonkey.com/r/R223M6Q
• Critically evaluate your organization’s current
rewards management principles against the 8
best practice criteria
https://www.surveymonkey.com/r/PHKFGQL
• Group (Analysis): Identify gaps and
recommend improvement strategies for these
gaps.

STRATEGIC TOTAL REWARDS
MANAGEMENT (STORM PRINCIPLES) –
WIDEST COMPLIANCE GAPS
22-100% 58% 59% 14%
RANKING
MEAN SCORE
Q4: Your organization's reward management practices are
future-focused (ensuring that the organization is future-
proof).
1 54%
Q3:Your organization's rewards management practices
conduct environmental scanning and are highly attuned,
sensitive to and proactively responsive to change.
2 56%
Q6: Your organization's reward management practices
generate business intelligence, enabling smarter business
decision making (operationally and strategically).
3 58%

STORM PRINCIPLES – MOST COMPLIANT
CRITERIA
RANKING
MEAN SCORE
Q5: Your organization's reward
management practices adopt a
measurement culture e.g.
scorecards, dashboards, metrics,
risk analysis and audits etc.
8 64%

STORM PRACTICES – MOST COMPLIANT
CRITERIA
22-100% 62% 63% 14%
RANKING
MEAN SCORE
Q1: Your organization offers
competitive and market-
related/above market-related
remuneration packages to
employees (prospective
employees).
10 69%

STORM PRACTICES – WIDEST
COMPLIANCE GAPS
DIFFICULTY
RANKING
MEAN SCORE
Q5: Your organization promotes transparency through
sharing information about their compensation practices,
pay rates criteria and how they are determined –
especially at the managerial and executive levels.
1 59%
Q10:Your organization's reward system is effective in
that it directly contributes to and enables the
achievement of business management goals e.g. higher
levels of productivity and performance
2 61%
Q2: Your organization adequately and accurately
recognizes the knowledge, skills, competencies and
experience of employees and rewards are sufficiently
3 61%

OBJECTIVE #7:
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.”
DEFINING 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.
OBJECTIVES OF
SUCCESSION
PLANNING

• 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

BEST PRACTICE SUCCESSION PLANNING
PRINCIPLES
• Refer to the link https://www.surveymonkey.com/r/J7S6VSH
• #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
• Refer to the link: https://www.surveymonkey.com/r/J7S6VSH
• #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.

LEARNING
ACTIVITY 13
• Individual activity:
• Refer to the link
https://www.surveymonkey.
com/r/J7S6VSH
• On a rating scale of 1 = Poor,
5 = Average and 10 =
Excellent, diagnose the
current degree of strategic
relevance and importance of
Haya Water’s succession
planning.
strategies to address these
process gaps.

SUCCESSION PLANNING – WIDEST
COMPLIANCE GAPS
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%

SUCCESSION PLANNING – MOST
COMPLIANT CRITERIA
22-100% 76% 71.7% 18%
RANKING
MEAN SCORE
Q1: Succession planning is a strategic driver of
sustainable organizational development and
competitive advantage.
10 79%

STRATEGIC LINK BETWEEN SUCCESSION PLANNING AND
ORGANIZATIONAL SUSTAINABILITY

• Succession planning starts when
you can accurately measure the
performance of employees,
assess skills and career growth
information.
• Succession planning tools need
to have extensive integration
and customization options to
support all of your talent
management efforts.
• Refer to the software criteria
and requirements
• Succession Planning metrics -
Measure outcomes, not process
SUCCESSION
PLANNING TOOLS

• “Effective succession planning cannot succeed without
commitment from leaders at all levels, starting at the
top.”
• The primary responsibility for succession planning
should rest with the Board of Directors and the CEO
with the assistance of human resources.
• Strategic management and deployment of succession
management practices is one of the most important
responsibilities of the board and the CEO in ensuring
both business continuity and stewardship of an
organization for the future.
THE CRITICAL AND STRATEGIC ROLE OF
EXECUTIVE/SENIOR MANAGEMENT

THE ROLE OF HRM IN SUCCESSION
PLANNING
• Provide timely advice and guidance to managers.
• Engage in and ensure ongoing discussions with
bargaining agents.
• Ensure ongoing discussions with corporate planners
and ensure that linkages are made to program
management.
• Assist managers with the evaluation of succession
planning initiatives.

U.S. OFFICE OF PERSONNEL MANAGEMENT MODEL -
ILLUSTRATION

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

ASSESSING LEADERSHIP POTENTIAL
(GALLUP)

LEARNING
ACTIVITY 14
• Group discussion:
• Apply steps 1-4 of the
generic succession plan
process at Haya Water.
• Step 1: Identify current
critical/key positions and
analyze future
requirements and
competencies (business
strategy)
• Step 2: Identify and assess
successors – potential and
performance (9-box
matrix)

LEARNING
ACTIVITY 14
• Apply steps 1-4
of the generic
succession plan
process to your
organization.
• Step 3: Identify
talent gaps
• Step 4: Develop
succession plan
and strategies

OBJECTIVE #6:
Talent Management Metrics

7-POINT HRM TRANSFORMATION
(COTTER PhD, 11 JANUARY 2019)
• "In order to be feasible, to prosper professionally in
2019 and to be future-fit, HRM will have to exchange
the currency in which they trade from old notes to
noteworthy, Industry 4.0 and business relevant
denominations and value. Specifically, this change
translates from:
• 1. feelings to facts;
• from 2. anecdotal to analytical;
• from 3. hindsight to foresight;
• from a 4. business tributary to mainstream;
• from 5. intuition to intelligence;

7-POINT HRM TRANSFORMATION
(COTTER PhD, 11 JANUARY 2019)
• "In order to be feasible, to prosper professionally in
2019 and to be future-fit, HRM will have to exchange
the currency in which they trade from old notes to
noteworthy, Industry 4.0 and business relevant
denominations and value. Specifically, this change
translates from:
• from 6. best practice (imitation) to next practice
(innovation) and ultimately,
• from 7. a cost to a profit centre.
• Generally, this 7-point transformation means an
upgrade to Evidence-based HRM."

EVIDENCE-BASED HRM
• Evidence-based HR refers to a process in which the
organization evaluates any decision or process
against data, real experience, expert opinions,
and/or other types of information to ensure the
decision is likely to have the desired outcome.
• For this to work best, the “evidence” used should
be purposefully sought out.
• When data is taken from multiple sources, ensure
it’s applicable within your context.

HRM SCORECARD
• Refer to Annexure A
• Given that the HRM function is often the steward of the people elements of the strategy, the
HRM function is often charged with overseeing and guiding the key people measures i.e.
the return on investment in people for the organization.
• HRM measures should be ones that help the HRM function in its stewardship role of
maximizing the people equity of the business. So, the first thing on the radar of the HRM
team should be the key people measures from the organization’s scorecard.
• The second class of measures should be the HRM measures – the key drivers that HR guides
or controls that directly influence the key people measures.
• Becker et al (2001), define the four essential elements of the HR scorecard as HR
deliverables, a high-performance work system, HR system alignment and HR efficiency. This
reflects a balance between the twin HR imperatives that have been previously mentioned –
cost cutting and value creation.
• These last three elements of the HR architecture trace a value chain from function to
systems to employee behaviours.

EMPLOYEE RETENTION METRICS
• Preventable turnover in key jobs
• Diversity turnover in professional, managerial and technical
positions
• Voluntary Separation Rate = Voluntary Separations / Headcount
• Turnover Costs = Termination Costs + Hiring Costs + Training Costs
+ Other Costs
• Performance turnover in key jobs
• Refer to Annexure B.

STRATEGIC WORKFORCE/HR PLANNING METRICS
(DR. JOHN SULLIVAN)
• 1. Do we have the right number of people in our
organization?
❖ Does HR have a metric/system for ensuring we are not
OVERSTAFFED?
❑ Do we compare our Headcount per unit of
production/ sales to that of our direct competitors to
ensure we don't have headcount "fat"?
❑ Are we UNDER STAFFED in areas, where if we added
people in key areas, we would increase our
profitability?
• 2. Do we forecast and prevent people problems better
than the best in the industry?
❑ Have HR "smoke detectors" and forecasts given top
management sufficient warning of possible "people
problems"? Has it allowed us to effectively mitigate
their impact upon the business?
❑ HR develops programs and solutions before smoke
turns into fire and before managers have to request
them.
❑ Do we provide our managers with sufficient lead-
time and a "heads up" on people issues that will/ do
face them?

STRATEGIC WORKFORCE/HR PLANNING
METRICS
(DR. JOHN SULLIVAN)
• 3. Do we rapidly redeploy our people resources
from areas of low return in the corporation to
areas of high return?
❑ What % of our workforce moves internally
each year between business units?
❑ What % of our workforce have we had to
"layoff this year?
❑ Is there evidence that we get the most from
our talent?
• 4. Succession Planning
❑ The percentage of Executive roles for which
there is a succession candidate, which is
calculated by the number of Succession
Planning Candidates/Executive Level
Headcount

AUDITING STRATEGIC WORKFORCE
PLANNING
• 1. Do you have an up-to-date organizational chart and other planning documents
to enable workforce planning?
• 2. Do you perform workforce planning and/or a needs assessment at least
quarterly?
• 3. Do you have a method for forecasting staffing needs by production
requirements?
• 4. Do you track and manage operations by utilizing essential metrics such as
turnover, full-time equivalents (FTE), time to hire or revenue to productivity?
• 5. Are turnover levels appropriate for the nature of your industry/business?
• 6. Does your Company have an established succession plan?

LEARNING
ACTIVITY 15
• Describe the Strategic
Workforce/Succession
Planning and other
Talent Management
metrics that Haya Water
applies.
• Describe how you can
audit Strategic
Workforce/Succession
Planning and other
Talent Management at
Haya Water.

LEARNING
ACTIVITY 16
• Talent Management: A Research
Based Case Study in the GCC
Region (Singh, Jones & Hall,
2012) - Refer to Annexure C
• Extract learning lessons which
are applicable to Haya Water in
terms of:
❑ Employee retention principles
and strategies
❑ Employee engagement
principles and strategies
❑ Re-positioning strategies to an
Employer of Choice

LEARNING
ACTIVITY 16
• Talent Management: A
Research Based Case Study in
the GCC Region (Singh, Jones
& Hall, 2012) - Refer to
Annexure C
• Extract learning lessons which
are applicable to your
organization in terms of:
❑ Benefits of re-positioning to
an Employer of Choice
❑ Total rewards management
and employee recognition
strategies
❑ Any general lessons

CONCLUSION
• Key points
• Summary
• Questions
• Training Administration
• Certification

Strategic Talent Management_Employee Retention_Engagement

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie Strategic Talent Management_Employee Retention_Engagement

Ähnlich wie Strategic Talent Management_Employee Retention_Engagement (20)

Mehr von Charles Cotter, PhD

Mehr von Charles Cotter, PhD (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Strategic Talent Management_Employee Retention_Engagement