1 1 Gail Gail Sturgess Sturgess 29 29 th th May 2007 May 2007 IT Talent Attraction and Retention IT Talent Attraction and Retention Workshop Workshop Hi My name is Gail Sturgess from TalentAlign.com. This workshop is about IT Talent Attraction and Retention and was held at, and sponsored by, Simba South Africa, Gauteng on the 29 th May 2007
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Gail Gail SturgessSturgess
2929thth May 2007May 2007
IT Talent Attraction and RetentionIT Talent Attraction and RetentionWorkshopWorkshop
Hi
My name is Gail Sturgess from TalentAlign.com. This workshop is about IT
Talent Attraction and Retention and was held at, and sponsored by, Simba South
�� South Africa, almost alone amongst emerging market economies, isSouth Africa, almost alone amongst emerging market economies, is set to set to escape virtually unscathed from the latest bout of investor paniescape virtually unscathed from the latest bout of investor panic sweeping c sweeping the developing world's fragile economies (The Times, London, Augthe developing world's fragile economies (The Times, London, August 2001)ust 2001)
�� The SA banking sector has been consistently ranked in the top 10The SA banking sector has been consistently ranked in the top 10 in terms in terms of competitiveness (MD, Switzerland). When Nelson Mandela was of competitiveness (MD, Switzerland). When Nelson Mandela was inaugurated President in 1994, SA was insolvent (liabilities excinaugurated President in 1994, SA was insolvent (liabilities exceeded eeded assets).assets).
�� Today the Government's deficit is negligible Today the Government's deficit is negligible -- one of only a handful of one of only a handful of countries in this position. We've had single digit inflation sincountries in this position. We've had single digit inflation since 1993 ce 1993 --following 20 years of doublefollowing 20 years of double--digit inflation.digit inflation.
�� Mortgage rates are at their lowest level since 1988.Mortgage rates are at their lowest level since 1988.
�� South Africa is one of only 12 countries, where we can drink watSouth Africa is one of only 12 countries, where we can drink water from a er from a tap. Our tap water was found to be the 3rd best quality in the etap. Our tap water was found to be the 3rd best quality in the entire world.ntire world.
�� Remember 15 years ago, in 1986: A state of emergency was declareRemember 15 years ago, in 1986: A state of emergency was declared White d White men did two years compulsory military service * 64 184 black peomen did two years compulsory military service * 64 184 black people were ple were removed from "white areas" * 3989 people were detained without tremoved from "white areas" * 3989 people were detained without trial * Our rial * Our economic growth rate was 0.7 percent economic growth rate was 0.7 percent -- today it is 3% * 64 countries had today it is 3% * 64 countries had sports boycotts against SA!!!sports boycotts against SA!!!
by Guy Lundy of Dimension Data Business Solutions by Guy Lundy of Dimension Data Business Solutions
This slide and the next one come from a presentation of Guy Lundy of
Dimension Data Business Solutions. He has traveled widely and is concerned
that South Africans don’t seem to have a sense of pride in their country and in
being South African. He takes us through a number of “successes” that …
�� South African wines win international awards every year and we hSouth African wines win international awards every year and we have the longest ave the longest wine route in the world.wine route in the world.
�� Nelson Mandela, an international icon of forgiveness, tolerance,Nelson Mandela, an international icon of forgiveness, tolerance, and humanity is and humanity is OUR OUR favouritefavourite son. son.
�� The Kruger Park has the most innovative management of a nationalThe Kruger Park has the most innovative management of a national park park anywhere in the world anywhere in the world -- and is the world's most profitable game park.and is the world's most profitable game park.
�� EskomEskom is the largest producer of coalis the largest producer of coal--fired electricity in the world and South fired electricity in the world and South Africans pay the least for electricity in the world.Africans pay the least for electricity in the world.
�� South African Breweries is the 4th largest brewer in the world aSouth African Breweries is the 4th largest brewer in the world and produces over nd produces over 50% of China's beer!50% of China's beer!
�� Mercedes Benz C Class, BMW 3 Series and VW Golf/Mercedes Benz C Class, BMW 3 Series and VW Golf/JettaJetta vehicles for all rightvehicles for all right--hand drive markets throughout the world are produced in South Afhand drive markets throughout the world are produced in South Africa.rica.
�� The Cape Peninsula has more species of plants per hectare than aThe Cape Peninsula has more species of plants per hectare than any other area ny other area of the world.of the world.
�� Magnificent highways, warm, friendly, vibrant rainbow people! TMagnificent highways, warm, friendly, vibrant rainbow people! The world's most he world's most progressive Constitution progressive Constitution KreepyKreepy KrauliesKraulies -- a South African invention a South African invention -- MrsMrs Ball's Ball's chutney and biltong. The world's best looking population.chutney and biltong. The world's best looking population.
by Guy Lundy of Dimension Data Business Solutions by Guy Lundy of Dimension Data Business Solutions
… we have achieved in a really short period of time - relatively.
So these slides are included in the presentation more to remind us what it means
to be a South African so that we can be truly Proudly South African!
Sample IT CompetenciesSample IT CompetenciesCompetency DescriptionCompetencyFamily
The controls that are included within systems and applications software and the steps used in their development
Applications Security
Applications Development
The application of automated systems to the support of specific business functions or processes. E.g.: Business Systems, Messaging and Groupware, Content Management Systems, Enterprise Resource Planning
Application Systems
Applications Development
Tools, techniques and procedures for the successful implementation of Application Software. E.g.: SDLC guidelines.
Application Implementation
Applications Development
Software tools that automate or assist part of the development process. E.g.: Oracle Developer 2000, Business Objects, Select.
Application Development Tools
Applications Development
Organised and documented sets of techniques, intended to facilitate the structured development of applications. E.g.: SSADM, DSDM, Objectory/UML.
Application Development Methods, Techniques and Standards
Applications Development
Tools and techniques (manual or automated) that can be used to document an understanding of the structure, relationships and use of information within an organisation. E.g.: information usage model, entity model, class diagram, relational data model, data flow model.
Information Modelling Tools
Systems Management
Business intelligence (BI) is a broad category of application programs and technologies for gathering, storing, analysing, and providing access to data to help enterprise users make better business decisions. BI applications include the activities of decision support, query and reporting, online analytical processing (OLAP), statistical analysis, forecasting, and data mining.
Business Intelligence (BI)
Systems Management
A methodology used to create a plan for how an organisation will resume partially or completely interrupted critical function(s) within a predetermined time after a disaster or disruption including methods and techniques for risk management, business impact analysis, countermeasures and contingency arrangements relating to the serious disruption of ICT services. E.g.: fallback location/services, mobile back-up, diversity.
Business Continuity Planning
Systems Management
These are “samples” of the IT competencies. They are structured into “families”.
So this shows the applicable family, some of the “competencies”, and the
The process of assisting individuals to set goals then support the execution of the goals through establishing strategy and providing feedback, insight and guidance to enable the individual to reach their fullest potential.
Coaching
The management of the process of implementing major changes in IT, business processes, organisational structures, and job assignments to reduce the risks and costs of change, and to optimiseits benefits, focussing on the issues of managing the resistance and discomfort experienced by people in an organisation when new processes or technology are introduced.
Change Management
The techniques used in the process of planning expenditures on assets whose cash flows are expected to extend beyond one year. E.g: DCF, NPV, IRR, Payback.
Capital Budgeting Techniques
Sets of coordinated tasks and activities, conducted by both people and equipment, that will lead to accomplishing a specific organisational goal.
Business Processes
A systematic approach to reviewing and improving business processesBusiness Process Management
The business environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners), in particular those aspects of the business that the specialism is to support (i.e. localised organisational awareness from a technical perspective).
Business Environment
The functional structure of businesses and other organisations; their mission, objectives, strategies and critical success factors.
Business Characteristics
Principles, methods, techniques and tools for the preparation and monitoring of budgets to minimise costs and ensure cost-effectiveness.
Competency ManagementCompetency Management► Foundation for nearly all workforce development initiatives.
► Defining competency models for your organization, assessing skill levels through skill assessments and then analyzing gaps provides the essential information for strategic planning for training, staffing, performance management, and succession planning.
► With a solid competency model to define and integrate all workforce planning and management, an organization can tackle numerous initiatives such as:
� Staffing � Career Development � Project Team Building � Performance Management
� Succession Planning � Targeted Training Initiatives � Total Quality Management � Certifications � Re-organisation
Competency Management is the foundation for nearly all “workforce
development” initiatives especially the important issues of understanding the
competencies needed to drive strategy and where and in what numbers these
competencies exist in the organisation.
We will see later in the workshop how this becomes important for IT Talent
““In the end, all business operations can be reduced to In the end, all business operations can be reduced to three words: people, product and profits. Unless youthree words: people, product and profits. Unless you’’re re a good team, you cana good team, you can’’t do much with the other two.t do much with the other two.””
Lee IacoccaLee Iacocca
And now onto the workshop topic “IT Staff Attraction and Retention”. And what
we are really trying to address is how to get better at attracting and retaining the
core talent needed by the organisation – in a period of scarcity!
This quote from Lee Iacocca reminds us that without good talent in a good team,
organisations will not achieve the products and profits that they strive to achieve.
�� US shortage of 300000 IT people US shortage of 300000 IT people (Source: US (Source: US
Bureau of Labor Statistics)Bureau of Labor Statistics)
�� Europe shortage of 3.8 million people Europe shortage of 3.8 million people (Source: Center for Effective Organizations 2001)(Source: Center for Effective Organizations 2001)
�� Growing shortage of experienced IT Growing shortage of experienced IT professionalsprofessionals
�� US twice raised the annual immigration US twice raised the annual immigration quotas for IT peoplequotas for IT people
�� Emigration is already on the increaseEmigration is already on the increase–– Management = 0% (2005) Management = 0% (2005) –– 17% (2006)17% (2006)–– Systems Development = 5% (2005) Systems Development = 5% (2005) –– 6% (2006)6% (2006)–– Operations = 14% (2005) Operations = 14% (2005) –– 30% (2006)30% (2006)–– Support = 8% (2005) Support = 8% (2005) –– 18% (2006)18% (2006)
– Source: 2005/2006 P-ECS IT Salary Survey
�� Growing shortage of high level skillsGrowing shortage of high level skills�� Growing shortage of experienceGrowing shortage of experience�� Inability to achieve required economic growth Inability to achieve required economic growth ratesrates
The impact on South Africa can be devastating.
Our IT talent will be sought out by the developing world countries, and they will
leave. NOT because of anything bad in South Africa, not because of crime, not
because of lack of opportunities – BUT because they CAN! Exciting
opportunities with big salaries attached will be on offer. And business in South
Africa will find it extremely difficult to compete.
Two years does not make a trend, however the increases in emigration between
the 2005 and 2006 IT Salary Surveys of P-E Corporate Services indicates that
there well could already be increased emigration starting to happen.
The 2010 World Cup has shown shortages of high level skills in the engineering
world – a close relation of ICT, and the impact on our ability to achieve the
required economic growth has already been reported in the press. This will
impact on our ability to reduce unemployment and the results of this could have
Impact on Organisational TalentImpact on Organisational Talent
�� Diverse WorkforceDiverse Workforce–– More people of difference ages, cultures, and sex More people of difference ages, cultures, and sex than ever beforethan ever before� Matures (born 1930 – 1945)� “Baby-Boomers” (born 1946 – 1964)� Gen Xs (born 1961 – 1981)� Gen Ys (born 1975 – 1994)
Research Research –– Center for Effective OrganizationsCenter for Effective Organizations
�� 4500 Knowledge Workers and 4500 Knowledge Workers and ManagersManagers
�� 3 Questions:3 Questions:
–– How can companies compete in highly How can companies compete in highly competitive global labour market?competitive global labour market?
–– What strategies are needed to attract, What strategies are needed to attract, develop, motivate and retain key skills?develop, motivate and retain key skills?
–– What new approaches for increasingly What new approaches for increasingly mobile, wellmobile, well--networked labour force?networked labour force?
Around 2000 the Center for Effective Organisations (CEO) undertook research
amongst 4500 knowledge workers and managers. These questions are not the
questions asked, they are the questions that they wanted the research to answer.
Research Research –– Center for Effective OrganizationsCenter for Effective Organizations
� Pay-for-Organisational-Performance� Adequate Development Opportunities� Strategic Clarity� Opportunity for Career Self-Management� Work/life Balance
� Pay-for-Organisational-Performance� Influence/autonomy� Strategic Clarity� Innovation and Risk � Professional Satisfaction� Job Security� Opportunity for Career Self-Management
WomenWomenMenMen
Actual Drivers of CommitmentActual Drivers of Commitment
� No significant drivers
� Career Advancement� Pay-for-Organisational-Performance� Pay-for-Individual-Performance� Innovation and Risk
WomenWomenMenMen
Actual Drivers of RetentionActual Drivers of Retention
� Work/Life Balance� Job Security� Financial Rewards� Influence/autonomy� Professional Satisfaction
� Work/life Balance� Job Security� Financial Rewards� Influence/autonomy� Career Advancement
WomenWomenMenMen
What Employees SAY is important?What Employees SAY is important?
Differences By Gender – Mid-Career
This final slide on this research shows the results by Gender for the Mid-career
group. This is the group that needs to take over the positions that the baby
�� Behaviours of Behaviours of ““engagedengaged”” employeesemployees
–– Belief in the organisationBelief in the organisation
–– Desire to work to make things betterDesire to work to make things better
–– Understanding of business context and the Understanding of business context and the ‘‘bigger bigger picturepicture’’
–– Respectful of, and helpful to, colleaguesRespectful of, and helpful to, colleagues
–– Willingness to Willingness to ‘‘go the extra milego the extra mile’’
–– Keeping up to date with developments in the fieldKeeping up to date with developments in the field
“’“’Engaged EmployeesEngaged Employees’’ are emotionally connected are emotionally connected to the organization and cognitively vigilantto the organization and cognitively vigilant””
Source: IESSource: IES
So … what does an “engaged employee” look like. This slide comes from
research undertaken by IES and provides another, similar definition of
�� Want to be TOLD what to doWant to be TOLD what to do–– Concentrate on Concentrate on ““taskstasks””, rather than goals and outcomes, rather than goals and outcomes
–– Know when they are Know when they are ““finishedfinished””
–– Someone else to Someone else to ““blameblame”” when things go wrongwhen things go wrong
�� DonDon’’t have productive relationship with management and t have productive relationship with management and colleaguescolleagues–– Feel that contributions being overlookedFeel that contributions being overlooked
–– Feel that potential not being tappedFeel that potential not being tapped
�� Do the least amount of work possibleDo the least amount of work possible–– ““Lower the barLower the bar”” for themselvesfor themselves
�� Sow seeds of negativitySow seeds of negativity–– Mistrust and donMistrust and don’’t respect managementt respect management
–– Undermine the work of othersUndermine the work of others
�� Human Capital = Human Capital = The sum total of all knowledge, The sum total of all knowledge,
experience, and experience, and performance capabilityperformance capability an organisation an organisation possesses that can be applied to create wealthpossesses that can be applied to create wealth
�� It DOES impact on bottom lineIt DOES impact on bottom line
–– Disengaged employees Disengaged employees –– 28% less revenue28% less revenue
–– Not engaged Not engaged –– 23% less revenue23% less revenue
““Leadership is not magnetic personalityLeadership is not magnetic personality——that can just as well be a glib tongue. It is that can just as well be a glib tongue. It is
not not ‘‘making friends and influencing peoplemaking friends and influencing people’’——that is flattery. Leadership is lifting a that is flattery. Leadership is lifting a
person's vision to higher sights, the raising of a person's perfperson's vision to higher sights, the raising of a person's performance to a higher ormance to a higher
standard, the building of a personality beyond its normal limitastandard, the building of a personality beyond its normal limitations.tions.””
Peter F. Peter F. DruckerDrucker
This is one of my favourite definitions. Human Capital is about the
“performance capability” within the organisation that can be used to generate
wealth – or investor return on investment. From the “people” aspect, it is the
knowledge and experience of the workforce that creates this “performance
capability”.
Using the results of the New Century Financial Corporate in conjunction with the
results of the Gallup survey we looked at earlier, the following unfolds:
•17% of employees produce 28% less revenue than the “engaged” employees,
and
•54% of employees produce 23% less revenue than the “engaged” employees.
Just a 5% difference!!!
Another favourite quote is this one by Peter Drucker – especially the second
sentence.
Leadership is:
•lifting a person’s vision to higher sights
•Raising of a person’s performance to a higher standards
•The building of a personality beyond its normal limitations.
If your “leadership development” programs don’t achieve this – they are
“management programs” – NOT “leadership programs”!
�� Direction:Direction:–– How the organisation carries out its mission and How the organisation carries out its mission and progressively moves towards a destinationprogressively moves towards a destination
�� Purpose:Purpose:–– Establishing personal fulfillment and meaning in the Establishing personal fulfillment and meaning in the organisationorganisation’’s vision, mission, and goalss vision, mission, and goals
�� Alignment:Alignment:–– Relationship between individualsRelationship between individuals’’ attitudes, drives, attitudes, drives, dreams, goals, and abilities and the needs of the dreams, goals, and abilities and the needs of the organisationorganisation
Source: Source: ““Here Today, Here TomorrowHere Today, Here Tomorrow”” Gregory P SmithGregory P Smith
Leadership has 3 basic responsibilities:
Direction – leading the organisation towards its chosen destination taking mission
and values into consideration,
Purpose – ensuring that the workforce is “engaged” with the vision, mission and
goals of the organisation, and
Alignment – ensuring that the attitudes, drives, dreams, goals and abilities of the
workforce are aligned with the needs of the organisation - and visa versa.
�� Organisational Strategy, Goals and ActivitiesOrganisational Strategy, Goals and Activities–– Mission, Purpose, ValuesMission, Purpose, Values–– Goals, Objectives, ProjectsGoals, Objectives, Projects
�� Organisational Structure and RolesOrganisational Structure and Roles–– FunctionalFunctional–– ProductProduct–– CustomerCustomer–– GeographicGeographic–– MixedMixed–– Meet organisation and career management needsMeet organisation and career management needs
�� Performance ManagementPerformance Management–– BSCBSC–– Aligned with organisational goals and objectivesAligned with organisational goals and objectives
–– Next 12 months, and next 5 yearsNext 12 months, and next 5 years–– Identify problem areasIdentify problem areas
�� Staffing and Acquisition StrategyStaffing and Acquisition Strategy–– Recruitment and SelectionRecruitment and Selection–– Engagement and RetentionEngagement and Retention–– Sourcing (permanent, contract, temporary, outsource)Sourcing (permanent, contract, temporary, outsource)
�� Learning and Development StrategyLearning and Development Strategy–– Individual Development PlansIndividual Development Plans–– Development Development ““programsprograms”” (leadership, role specific, technology specific)(leadership, role specific, technology specific)
�� Career Management StrategyCareer Management Strategy–– Career Paths (management, technical, crossCareer Paths (management, technical, cross--functional)functional)–– Coaching and MentoringCoaching and Mentoring
–– Assessment of what drives performance and potentialAssessment of what drives performance and potential
�� Sourcing and RecruitingSourcing and Recruiting–– Identify Identify ““criticalcritical”” jobs jobs –– most impact on achieving goalsmost impact on achieving goals
–– Assess skills and identify gaps in these rolesAssess skills and identify gaps in these roles
–– Forecast requirement for skills in the futureForecast requirement for skills in the future
�� Learning and DevelopmentLearning and Development–– FunctionFunction--driven programsdriven programs
–– Blended learning (collaboration, learning on demand, assessment,Blended learning (collaboration, learning on demand, assessment,simulationssimulations
We mentioned this research earlier in the Talent Management Strategy part of this presentation. Bersin & Associates conducted research to establish the key drivers of business value from a ‘human capital’ point of view. These are the results.
At the number 1 position is Performance Management. But performance management linked to organisational objectives and goals – not the traditional “performance appraisal” that generally is not really taken that seriously, or, even worse, allows for too much subjectivity and “opinion” of the manager.
Coaching and mentoring is in the second slot. Coaching and mentoring is highly recommended for people development these days, and especially for assisting employees in their career management. Internal and external coaches and mentors are used, depending on the area of development. External coaches are, generally, preferred for “leadership” coaching.
Third is line is Competency Management. Starting with a good and comprehensive description of the job, and the competencies needed to fulfill the responsibilities, tasks and outcomes of the job. Getting to understand what core competencies are needed and where they exist in the organisation helps with recruiting and development planning and is a core requirement for both of these activities.
Sourcing and Recruiting is 4th on the list followed by Learning and Development, with Competency Management providing the input data to these activities to ensure that the right “insourcing” strategy is used and that the right development and performance support programs are put in place.
““Here today, here tomorrowHere today, here tomorrow””. Greg Smith. Greg Smith
�� We:We:–– identify jobs with highest turnover and identify jobs with highest turnover and investigate why.investigate why.
–– Conduct postConduct post--exit interviews 30 to 90 days exit interviews 30 to 90 days after exit to establish REAL reasons for after exit to establish REAL reasons for leavingleaving
–– Hold managers accountable for department Hold managers accountable for department turnoverturnover
–– Reward managers for high retentionReward managers for high retention–– Have good orientation programs for new Have good orientation programs for new recruitsrecruits
–– Go out of our way to communicate with Go out of our way to communicate with employeesemployees
More than 2 NoMore than 2 No’’s s ––you need to get serious about retention!you need to get serious about retention!
Yes NoYes No
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Before we break for a general discussion, ask yourself these questions.
Don’t cheat now – answer all the questions for yourself BEFORE moving on.
�� Participants all agreed Participants all agreed -- problems sourcing and problems sourcing and retaining good IT skillsretaining good IT skills
�� Skills Skills ““poachingpoaching”” a problem, especially BEE talenta problem, especially BEE talent
�� Some have tried different strategies, others battling Some have tried different strategies, others battling with with ““corporatecorporate”” policiespolicies
�� The Gen The Gen YsYs are VERY different to Babyare VERY different to Baby--boomers and boomers and Gen Xs, they want:Gen Xs, they want:
–– Technology gadgets and gizmosTechnology gadgets and gizmos
–– Shopping vouchersShopping vouchers
�� Some working with Some working with SETAsSETAs, mainly at , mainly at ““entryentry”” level level ––problems with problems with ““growinggrowing”” people within the organisationpeople within the organisation
�� CSSA is introducing a CSSA is introducing a ““ProfessionalProfessional”” qualification later qualification later in 2007 in 2007 –– watch out for this. Could be used as watch out for this. Could be used as ““internshipinternship”” with with SETAsSETAs..
�� Superior talent at all levels is single most import Superior talent at all levels is single most import way to winway to winin futurein future
�� Talent Management has Talent Management has same or more attentionsame or more attention as as budgets or operations issuesbudgets or operations issues
�� Spend 30%Spend 30%--40%40% time on strengthening talent pooltime on strengthening talent pool
�� Management is responsibleManagement is responsible for strengthening respective for strengthening respective talent poolstalent pools
�� EVPEVP attracts talented people to the organisation attracts talented people to the organisation –– and and keeps themkeeps them
�� CultureCulture of candid feedback and helpful coachingof candid feedback and helpful coaching
�� Aggressive recruitmentAggressive recruitment at all levelsat all levels
�� Award top performersAward top performers with highly developmental job with highly developmental job experiences, differentiated compensation, mentoring.experiences, differentiated compensation, mentoring.
�� Development plans for Development plans for core performerscore performers
�� Talent Review processTalent Review process throughout organisationthroughout organisation
�� Take Take ““concreteconcrete”” actionsactions –– promotions promotions ↔↔ forced attritionforced attrition
�� Believe strengthening talent pool creates huge impact Believe strengthening talent pool creates huge impact ––take courageous actionstake courageous actions to do so.to do so.
McKinsey & Co McKinsey & Co ““The War for TalentThe War for Talent””
Yes NoYes No
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McKinsey & Company’s “The War for Talent”, suggest these statements to
identify the organisation’s level of “Talent Mindset Maturity”.
We suggest that you use it as an “action plan” for achieving a Talent Mindset in
the organisation. It’s no “cake walk” – it will take time, planning and energy.
Employment Value PropositionEmployment Value Proposition
�� EVP = the sum of everything EVP = the sum of everything the people in the company the people in the company experience and receive while experience and receive while they are a part of the they are a part of the organisation.organisation.
�� The balance between what an The balance between what an employee receives in return employee receives in return for their performance on the for their performance on the job.job.
�� The organisationThe organisation’’s s ““brandbrand””..
�� The The ““promisepromise”” that the that the company makes to company makes to fullfillfullfill the the needs, expectations and needs, expectations and dreams of itdreams of it’’s employees.s employees.
�� Different attitude to Different attitude to employer/employee employer/employee relationshiprelationship
�� Differs within roles and areas.Differs within roles and areas.
A relatively new concept in Talent Management is the Employment Value
Proposition (EVP).
Most organisations have, over the past few years, incorporated a Customer Value
Proposition into their mission, values and objectives, and most sales
organisations will know of “Unique Selling Propositions”.
The EVP is a statement of what the organisation will offer current and
prospective employees and what it expects from these employees. As such, it is
the “brand” by which the organisation wants to be known – the “preferred
employer” brand if you will. It is the “agreement” between what an employee
may expect from the organisation in return for their performance on the job.
Necessarily, the EVP may be different depending on the needs and requirements
of different areas and roles within the organisation.
Employment Value PropositionEmployment Value Proposition
We award top performers with opportunities and recognition. We develop and nurture core performers to raise their game, or we move them out (or aside).
Differentiation undermines teamwork
Differentiation
Development is crucial to performance and retention … and it can be institutionalised.
Development happens when you are fortunate enough to get a really good boss
Development happens through a series of challenging job experience and candid, helpful coaching
Development is trainingGrowing leaders
We hire at all levers and look for talent in every field
We hire at entry levels only
Recruiting is more like marketing and selling: it’s a key responsibility of all managers.
Is like purchasing: it’s about picking the best from a long line of candidates
Employment Value PropositionEmployment Value Proposition
• Engaged employees with a positive "can do" entrepreneurial spirit
• Employees supportive of continuous improvement who embrace and understand a culture that utilizes Six Sigma as the "way we work"
• Team players willing to change, adapt, be accountable and take ownership in order to
enhance services
• Individuals with skills, knowledge, experience and a willingness to share them with others
• Exceptional judgment and the ability to treat all people, patients, visitors, co-workers, with respect and dignity consistent with "Follow the Golden Rule"
• Employees willing to exceed job expectations, learn new technologies and understand and support the mission, vision, values and strategic initiatives of the organization
• A faith-based organization with a worthy mission and a proud tradition
• A challenging and stimulating work environment centered around meaningful work with timely open and honest communication
• A collaborative team environment and empowered employees valued for their
entrepreneurial spirit
• Improvement in technology and processes through the continuous assessment of products and utilization of Six Sigma - A national leader in Six Sigma training and education
• Salary, rewards, benefits and education based on individual merit and performance
• A proactive and supportive administration that encourages a culture of mutual respect and development of skills that employees can use throughout their career
What We Expect from You What You Can Expect from Us
This is an example of an actual Employment Value Proposition. It is not shown
here as good, bad or indifferent – it is just an example.
It is from a “faith”-based organisation, but the identity of the actual organisation
and the particular faith have been removed – this is just not important right now.
This should give SOME idea of what to include in the EVP.
�� A clear, compelling and wellA clear, compelling and well--communicated strategycommunicated strategy
�� An innovative environment that is low An innovative environment that is low in bureaucracyin bureaucracy
�� Challenging work assignments that Challenging work assignments that enable employees to grow their enable employees to grow their capabilitiescapabilities
�� Rewards based, in part, on how well Rewards based, in part, on how well the organisation performs.the organisation performs.
Center for Effective OrganisationsCenter for Effective Organisations
From their research, the Center for Effective Organisations offer these four
criteria for creating BOTH Organisational Effectiveness AND Employee
Satisfaction.
1. Once again the need to have a mission, objectives and strategy for the
organisation and for this to be communicated effectively throughout the
organisation so that employees understand exactly what they are working
towards and why.
2. An environment that allows for more “freedom” and more “flexibility” and
respects their ideas and input.
3. Challenging work assignments that challenge employees to push the bounds
of their capabilities.
4. A reward system that links, at least a part, of the employees remuneration
package to their contribution to organisational achievement.
10 Steps to Successful Talent Strategy10 Steps to Successful Talent Strategy
�� Create and communicate a clear and compelling strategy Create and communicate a clear and compelling strategy and vision for the companyand vision for the company
�� Identify the core capabilities needed to excel at this Identify the core capabilities needed to excel at this strategy and continuously improve performance (acquire strategy and continuously improve performance (acquire –– develop)develop)
�� Seek the best sources of these skills Seek the best sources of these skills –– globally globally –– and offer and offer opportunities to advance and contributeopportunities to advance and contribute
�� Understand the factors that are most important in Understand the factors that are most important in attracting, retaining, and engaging individuals with these attracting, retaining, and engaging individuals with these key capabilitieskey capabilities
�� RecogniseRecognise that different groups of employees want that different groups of employees want different things from work, and that priorities are likely to different things from work, and that priorities are likely to shift as they get oldershift as they get older
Center for Effective OrganisationsCenter for Effective Organisations
The Center for Effective Organisations also offer these “10 Steps to Successful
Talent Strategy”.
Once again – the need to COMMUNICATE strategy throughout the organisation
is paramount, as is the need to identify the “core” competencies needed to drive
and deliver strategy.
The ability to manage the diversity in the workplace on a more “flexible” basis
10 Steps to Successful Talent Strategy10 Steps to Successful Talent Strategy
�� Create multiple career paths (technical, rotational, new Create multiple career paths (technical, rotational, new internal ventures, etc.)internal ventures, etc.)
�� Create individual development opportunities to build the Create individual development opportunities to build the capabilities that create maximum value for employees and capabilities that create maximum value for employees and the companythe company
�� Hold employees and management accountable for Hold employees and management accountable for meeting development objectives and sharing the meeting development objectives and sharing the knowledge they gain with the organisationknowledge they gain with the organisation
�� Tie rewards and recognition to organisational and team Tie rewards and recognition to organisational and team performance and enhancement of skillsperformance and enhancement of skills
�� Seek opportunities to rapidly enhance the companySeek opportunities to rapidly enhance the company’’s s talent through strategic acquisitions, recognising that they talent through strategic acquisitions, recognising that they need to be managed differently to need to be managed differently to ““traditionaltraditional”” acquisitionsacquisitions
Center for Effective OrganisationsCenter for Effective Organisations
The concept of “multiple career paths” is not new, but, since the early 1990’s has
become even more important because the traditional “up the ladder” now has
fewer positions. But employees need to feel that they are “progressing”.
The need for line management to be responsible for retention and performance is
fairly new, especially in IT, but also appears consistently throughout the research
for effective talent management.
The suggestion that an organisation should mount a take-over bid on the basis of
taking over the skills base of another organisation might seem a bit foreign to
South African organisations – a whole new take on “Barbarians at the Gate”!! I
10 C10 C’’s of Employee Engagements of Employee Engagement
�� ConnectConnect –– If employee relationship with If employee relationship with manager is not good manager is not good –– nothing else will nothing else will matter!matter!
�� CareerCareer –– Provide challenging and meaningful Provide challenging and meaningful work with opportunities for career work with opportunities for career advancementadvancement
�� ClarityClarity –– Communicate a clear vision, goals Communicate a clear vision, goals and objectivesand objectives
�� ConveyConvey –– Establish processes and Establish processes and procedures that help and provide feedback on procedures that help and provide feedback on performanceperformance
10 C10 C’’s of Employee Engagements of Employee Engagement
�� Contribute Contribute –– Enable employees to feel Enable employees to feel involved and valuedinvolved and valued
�� ControlControl –– Create opportunities for influence, Create opportunities for influence, autonomy and selfautonomy and self--managementmanagement
�� CollaborateCollaborate -- Build a strong team cultureBuild a strong team culture
�� CredibilityCredibility –– Ensure management maintains Ensure management maintains companycompany’’s reputation and demonstrates high s reputation and demonstrates high ethical standardsethical standards
�� ConfidenceConfidence –– Create confidence in the Create confidence in the company by example and high performance company by example and high performance credibility and standardscredibility and standards
““Great organizations achieve sustainable growth and Great organizations achieve sustainable growth and profits because they do what other organizations don't: profits because they do what other organizations don't: they maximize the innate, individual talents of their they maximize the innate, individual talents of their
employees to connect with customersemployees to connect with customers..
They know that tapping the resources of humans is the They know that tapping the resources of humans is the only remaining area where significant improvements canonly remaining area where significant improvements can----
and doand do----lead to an unlimited source of competitive lead to an unlimited source of competitive advantages.advantages.””
Curt Coffman, Gabriel GonzalezCurt Coffman, Gabriel Gonzalez--Molina, in Molina, in Follow this Path Follow this Path 20022002
I leave you with this thought.
The Human Capital element of most organisations today is the “source” of
revenue and growth. Organisations from now onwards need to understand better
how to maximise this resource for the benefit of BOTH the organisation AND the
�� Alignment of IT Talent Strategy with Alignment of IT Talent Strategy with Organisational StrategyOrganisational Strategy–– ““Free to ViewFree to View””
� Articles
� Presentations
� Research
�Workshops
–– Revenue GeneratingRevenue Generating� +120 Role Profiles
� IT Role Progression Matrix
� Competency Framework
� Competency Management System
� Consulting Services
About TalentAlign.com
The role of HR is fast changing. It is no longer an administrative function, but is fast becoming a strategic role to ensure return on the organisation’s investment in human capital.
TalentAlign.com is set up to provide information on IT Talent Management to assist the HR professional with the alignment of IT Talent Strategy with Organisational Strategy.
There are a number of articles, presentation, etc. that are “free-to-view”. These will provide information that is general to HR, but applied specifically to the IT organisation.
As with any “business” there has also to be a “revenue-generating” opportunities.
To this end we have created over 120 “Role Profiles” for specific, definable “roles” in IT. These are roles that can be expected to be found in ANY IT organisation, irrespective of size. Organisations will structure these roles into jobs, depending on the needs of the organisation – including size. These Role Profiles are customisable online so that our clients are able to produce comprehensive Job Descriptions for virtually any IT role in the organisation – including “multi-skilled” roles.
Also available is our incredibly useful “IT Role Progression Matrix”. This document shows how roles progress over a number of popular grading systems used by organisations. This is extremely useful for Career Management as well as Remuneration Planning.
In producing the IT Role Descriptions, we also produced a Competency Framework – a framework of competencies applicable to IT. It consists of 87 IT competencies and 72 non-IT competencies required in an IT environment. This framework is available for incorporating into an organisations Competency Management System.
We are in the process of incorporating our IT Competency Framework into a Competency Management System for organisations that do not have such a system.
We also perform consulting services for our clients including:
•Assistance with IT Organisation Design
•Creating Job Descriptions
•Creating Competency Profiles
•Remuneration Strategy
•Talent Management Strategy
•Performance Improvement
For information on the IT Competency Framework, the Competency Management System or our consulting services, please email us on [email protected].