Talent and Value Creation_.pptx
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The document discusses emerging trends in talent management and how HR can deliver value to key stakeholders. It outlines how HR can help organizations attract, develop, and retain top talent by focusing on competence, commitment, and contribution. Additionally, it examines how HR can support digital transformation and build a digital HR agenda to support the business's digital strategy.
![Talent menu ****KEY PAGE****
Competence
Bringing people into, moving them through, removing them from organization
Commitment
Driving employee engagement through an employee value proposition
Contribution
Helping employees find [17] meaning through a [18] growth mindset
Bringing people IN
1. Set standards
2. Source candidates
3. Screen candidate
4. Secure candidate
5. Orient candidate
Moving people THROUGH
6. Workforce plan around tasks
7. Training & development
8. High potential
9. Career and promotion
10. Manage performance
11. Allocate rewards
REMOVING people from
organization
12. Retain key people
13. Remove right people
14. Create employee value proposition
15. Define and Increase employee value
16. Track employee sentiment](https://image.slidesharecdn.com/talentandvaluecreation-230620124541-6c39eb72/85/Talent-and-Value-Creation_-pptx-9-320.jpg)
![Competence: [2] Source from new places
Crowd-sourcing
SOHO/micro office
?](https://image.slidesharecdn.com/talentandvaluecreation-230620124541-6c39eb72/85/Talent-and-Value-Creation_-pptx-12-320.jpg)
![Competence: [3] Screen through good interviews
Define standards (key technical and social skills) you seek for
the future
Translate standards to observable behavior
Prepare specific questions to probe behaviors
Use multiple interviewers
Prepare people (managers) to do interview
Go with lead questions and break them down as needed.
Exhaust one series of questions before moving onto the next.
Form hypothesis regarding strengths, potential, etc.
Use probing questions, get to the specifics, and verify initial
impressions.
Silos
How did you get X job?
What did/do you do in this
role?
What did/do you like about
the job?
What didnt/dont you like
about the job?
What did you accomplish?
Why did you leave this
position?](https://image.slidesharecdn.com/talentandvaluecreation-230620124541-6c39eb72/85/Talent-and-Value-Creation_-pptx-14-320.jpg)
![Competence: [4] Secure through customized offer
What questions do potential employees
have?
How do we create a unique offer that will give
the employee the desired experience?
What you
want to get?
What you
have to give?
Create an employee brand
through the experience](https://image.slidesharecdn.com/talentandvaluecreation-230620124541-6c39eb72/85/Talent-and-Value-Creation_-pptx-15-320.jpg)
![Competence: [5] Orient through on-boarding
Orientation issues
Administrative (phone, office, policies)
Informal Orientation (unwritten rules)
Team Orientation (new manager orientation)
First assignments
Impact
Visibility
Connectivity](https://image.slidesharecdn.com/talentandvaluecreation-230620124541-6c39eb72/85/Talent-and-Value-Creation_-pptx-23-320.jpg)
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Talent and Value Creation_.pptx
- 1. Talent Management Increasing your value Know your Worth and Value at Work By Mhanqwa Jamela
- 2. Emerging Assumptions for HR 1. HR is not about HR, but the business 2. HR delivers value to employees, organization, customer, investor, and community 3. HR delivers value through Talent: individual competence Leadership: at all levels Organization: organization capabilities So what are the emerging trends in talent value? And how does HR respond?
- 3. Why talent matters If we have better talent at our company, what will happen?
- 4. Why talent matters We are living in a time when talented peoplemany of them represented by powerful agents, attorneys, professional associations, or unionsdominate in business, as they have for the past four decades in athletics and entertainment.
- 5. Talent Breeds Innovation Every successful innovation starts with imagination and knowledge. Imagination + Knowledge=Innovation
- 6. Talent Outside In: HR (talent) Creates Value to Key Stakeholders Partners/ Dealers Customers Employees Investors/ Owners Line Managers Talent Stakeholders Communities/ regulators Market value Financial performance Intangibles Risk Reputational value Social responsibility Regulatory oversight Cultural awareness Customer share Target customers Customer intimacy Collaborative value Partnerships Outsourcing Strategic value Shaping strategy Creating organization traction Employee value/ Productivity Competence Commitment Contribution
- 7. COMPETENCE (ability to do the work) COMMITMENT (willing to do the work) CONTRIBUTION (creating well being at work) Talent (productivity) = Bring the right people INTO the organization, move them THROUGH, and move the OUT Integrate Enact an employee value proposition What do I get? What do I give? Well being through growth mindset Why growth mindset? How to build growth mindset Remove threats Approach values Attach to people A New Talent Formula ENGAGEMENT
- 8. Talent Overview Competence Bringing people into, moving them through, removing them from organization Commitment Driving employee engagement through an employee value proposition Contribution How do we help employees find meaning and purpose from work? Bringing people IN What do we do to bring the right people into our organization? Moving people THROUGH What do we do to upgrade our existing talent? Removing and retaining key people What do we do to remove and/or retain key people? How do we keep our employees engaged to give their best efforts?
- 9. Talent menu ****KEY PAGE**** Competence Bringing people into, moving them through, removing them from organization Commitment Driving employee engagement through an employee value proposition Contribution Helping employees find [17] meaning through a [18] growth mindset Bringing people IN 1. Set standards 2. Source candidates 3. Screen candidate 4. Secure candidate 5. Orient candidate Moving people THROUGH 6. Workforce plan around tasks 7. Training & development 8. High potential 9. Career and promotion 10. Manage performance 11. Allocate rewards REMOVING people from organization 12. Retain key people 13. Remove right people 14. Create employee value proposition 15. Define and Increase employee value 16. Track employee sentiment
- 10. Practice Question Emerging Actions 1 Set standards What are the skills for new employees? Set cultural and technical requirements for the future, to meet strategy, and to serve customers and investors have line managers to mission brief not job description Hire for culture; train for technical; define the right culture that leads to behaviors Define work tasks and have variance about who can do them (robots vs. people) 2 Source candidates How do we source new candidates? Seek referrals from top employees paying attention to diversity Specify jobs done through automation (AI, robots) vs. people Have social media presence create positive employee brand Target candidate source (universities, agencies, search firms, downsized firms) Use contingent workers as appropriate (outsource, part time, on demand platform services, consulting, temps, advisor); manage process of contingent workforce (contract, accountabilities, standards) 3 Screen candidate How do we know if this is the right candidate? Use behavioral event interviewing with multiple interviewers (inside and out); avoid unconscious bias in screening Use temporary employees (internships, projects) to screen candidate 4 Secure candidate How do we create a unique employee experience/offer? Create unique value proposition for top candidates (what is expected and what is received) that is tailored to the specific employee (customized deal) and employee experience e.g., recruit family, hobby, unique offer 5 Orient candidate How do we help new hire succeed? Have mentoring program .. .mentor networks Manage early assignments for visibility and success Use virtual reality to anticipate new job Bringing People Into Organization
- 11. Talent trend 1: Competence: Setting future standards Type of competence Today What are we good at? Challenges: Strategy Customer Tomorrow What will we need? Technical 1 What are we good at technically? 3 What are our challenges ahead? What is our strategy to respond? Who are key customers and what do they want? 4 Given our challenges and strategy, what must we improve technically? Social 2 What are we good at socially? 5 Given our challenges and strategy, what must we improve socially?
- 12. Competence: [2] Source from new places Crowd-sourcing SOHO/micro office ?
- 13. Competence: Choices of Contingent Workforce Short term Long term Individual Organization Having an individual advisor offer counsel (e.g., legal) Coaching for my leaders Using on demand services through talent platforms (Uber, website designer) Crowd-sourcing a business challenges (e.g., super bowl ads, pharmaceutical challenge) Hiring seasonal workers as buffer (e.g., holiday sales) Using part time workers (e.g., retail) Creating a work alliance (e.g., sharing employees; career rotations) Outsourcing a regular part of my workforce (e.g., food, cleaning, IT) Hiring from temp agency Doing a consulting project (e.g., compensation, strategy, marketing)
- 14. Competence: [3] Screen through good interviews Define standards (key technical and social skills) you seek for the future Translate standards to observable behavior Prepare specific questions to probe behaviors Use multiple interviewers Prepare people (managers) to do interview Go with lead questions and break them down as needed. Exhaust one series of questions before moving onto the next. Form hypothesis regarding strengths, potential, etc. Use probing questions, get to the specifics, and verify initial impressions. Silos How did you get X job? What did/do you do in this role? What did/do you like about the job? What didnt/dont you like about the job? What did you accomplish? Why did you leave this position?
- 15. Competence: [4] Secure through customized offer What questions do potential employees have? How do we create a unique offer that will give the employee the desired experience? What you want to get? What you have to give? Create an employee brand through the experience
- 16. Competence 4: Create employee value proposition What is an Employee Value Proposition or Employee Brand? How the company brand benefits employees. Features Salary and benefits Company culture Benefits Job satisfaction Great working environment Freedom to innovate
- 17. Competence 4: Give Employees More VOI2C2E Vision: Opportunity: Incentive: Impact: Community: Communication: Empowerment: V O I I C C E Individuals feel part of something important and are energized about the future. Individual development is encouraged, supported, and tailored to the needs of the individual. Performance is recognized, rewarded, and celebrated in ways that drive long-term motivation. Employees work is meaningful, and employees understand how their work connects to the bigger picture. Employees feel a sense of belonging and pride in the organization. Employees communicate to reduce noise and reach a shared vision. People feel responsible for taking initiative and action.
- 18. Competence 4: Increase your Value 1.Challenge Yourself to Be Better 2.Love Your Job 3.Be Willing to Work Hard 4.Make Some Sacrifices 5.Give Up Feelings of Entitlement 6.Think Outside of the Box 7.Bring the Right Kind of Attention 8.Be a Visionary
- 19. Competence 4: Increase your Value You dont get paid for the hour you worked but the value you bring to the hour By Rev SC Mathebula Your income is your reflection of your value in the market place
- 20. Steps to increase your Value See yourself as a product ( Personal branding) Remove yourself from Dirt( Seclusion) Sharpen your skills ( Continuous learning and skilling) Make some sacrifices ( Volunteer some work) Offer More Give up feeling of entitlement
- 21. Steps to increase your Value Give what others dont give ( Unique) Strive for excellence Think outside the box Value your time ( use time wisely)
- 22. Equity high low VALUE THE EMPLOYEE GIVES TO THE FIRM WHAT THE EMPLOYEE GETS BACK FROM THE FIRM VISION OPPORTUNITY INCENTIVE IMPACT COMMUNITY COMMUNICATION ENTREPRENEURSH Competence 4: An Employee Value Proposition
- 23. Competence: [5] Orient through on-boarding Orientation issues Administrative (phone, office, policies) Informal Orientation (unwritten rules) Team Orientation (new manager orientation) First assignments Impact Visibility Connectivity
- 24. Experience: Evolution of Meaning Examples Food Purchase Shopping Music Positive psychology Employee sentiment Leadership Level I: Activity (What we do) Eat Buy a car Busy a product (Shop by internet) Listen to a song Pleasure Satisfied Do what leaders do Level II: Experience (How we do it) Have a meal Enjoy how the car drives Have a great in store or shopping experience Attend a concert Flow Engaged or committed Create leadership beyond the leader Level III: Meaning (Why we do it) Have a family gathering Have the car as part of identity Find meaning from the product and experience Have the music and concert touch you Purpose Meaning from the work: unleash creative energy Become a meaning maker
- 25. Competence: Importance of the Experience Activity: manage logistics of search process Contacts Follow up Schedule Experience: give people great experience Experience the company brand Experience employees and relationships Meaning: help people find meaning from the experience Tie to their values Discover purpose and meaning
- 26. Emerging Assumptions for HR 1. HR is not about HR, but the business 2. HR delivers value to employees, organization, customer, investor, and community 3. HR delivers value through Talent: individual competence Leadership: at all levels Organization: organization capabilities 4. Digital has changed the HR agenda Digital business strategy Digital HR strategy So what are the emerging trends in talent and digital? And how does HR respond?
- 27. Overall Logic for Digital How do we win in the market place? How do we access digital information to make better decisions? How do we invest in technology?
- 28. Overall Logic for Digital How do we win in the market place? How do we access digital information to make better decisions? How do we invest in technology? Artificial intelligence Robots/chatbots Cloud data Internet of things Social media Machine learning Automation Etc. How does HR support the business digital agenda? How does HR build a digital HR agenda? Customer share Investor confidence Organization capabilities Employee well-being
- 29. Insights from a Leading Technologist (Dr. Bratin Saha) AI is at an inflection point (paradigm shift) because it follows a neural (brain) logic. Human brain has 100 billion neurons and 100 trillion synapses that create wiring in the brain. Today computers have maybe 1 billion synapses; not very close to human brain capacity. Use human skills where they are most relevant. Artificial Intelligence (AI) is an assistant (enabler, supporter, helper, partner, supplement, off-loader etc.) not a replacement for people. Technology (AI based) offloads routine, standard, repetitive work where people do not often find meaning and add little unique value. For example, in recruiting, AI can help filter from 10 to 3 candidates because of job requirement and skill match. Then the personal interviews of the final 3 candidates are done by people.
- 30. Industries going through digital transformation Transportation driverless cars, autonomy, trucking system, commute quality of life, delivery business; automotive rental; cab service; Retail on line shopping vs. in store; customization of purchasing Medicine better access (tele health, remote diagnostics, doctor on demand), wearable technology, anticipate diseases and solutions, Robots do work humans dont want to do, cybernetics (connected to body) Manufacturing .. manage supply chain eco system, automation of labor, machine optimization (lean), inventory control, machine management Food fast food on line ordering; meal delivery kits; Lodging/hospitality customize guest experience from beginning to end (AirB&B) Education on line learning (MOOCs); on demand education Financial services replacing credit cards; tailored investment options Entertainment keep track of interests (Disney) and viewership (Netflix, Amazon TV) Etc.
- 31. How do we win in the customer, investor, community, and employee marketplaces? How does HR support the business digital agenda? Overall logic for digital (outside in) How does HR build a digital HR agenda?
- 32. HR role in business digital agenda Build a Business Case Create general awareness of digital trends Facilitate a Digital Business Team Form and facilitate a multi functional team Articulate Digital Business Outcomes Help define the business outcomes of digital efforts Craft Digital Business Plan Help shape and implement for the digital business plan with steps and accountabilities Audit Current Digital State Help perform an audit of the digital state
- 33. Belonging Belonging is active, not passive (I invite someone to connect; make a bid). It requires persistent work and does not occur haphazardly (I make the choice of spending time to engage and connect). It endures over time (it is not an event, but a pattern). It is tied to shared values (I share something meaningful to me with those I belong to). It shapes well-being (belonging increases a sense of personal well-being and closeness).
- 34. Round 7 Competency Model Strategic enablers Foundational enablers Core drivers