Talent Management – an essential key to Business Success “The importance of Talent Management in the current business environment ” Nigel Moore, Managing.

Talent Management – an essential key to Business Success

“The importance of Talent Management in the current business environment ”

Nigel Moore, Managing Director

Logistics Executive – Middle East & Africa

Major Trends in our world today

• Market Turmoil and Credit Crisis

• Increased Security and Regulatory Control

• Globalization

• Changing Marketplace

• Dynamic Competition

• Rapid Change and Innovation

Business Drivers in the Supply Chain

• Control/Reduce Costs & Drive Operational Excellence

• Manage Talent and Human Capital

• Build Organizational Culture

• Enhance the Customer Experience

• Explore New Markets and Opportunities

• Increase market share

Beware short term thinking!

“Organisations must not compromise on strategy to cut costs during global economic crisis and should resist the temptation to cut investment in strategy, innovation and customer care for short-term cost savings during these times.

While it’s necessary to be efficient and trim the excess in a company, managers must not end up cutting out important areas that have an effect on the long-term goals and effectiveness of the organisation.

“Operating in an economic crisis is all about confidence. Numbers go bad – that’s the way economies work – but the situation gets dramatically worse as people lose confidence in a company’s management”.

Dr David P Norton

(co-creator of the Balanced Scorecard concept)

Our new business strategy is “X” …

• Are my leaders capable of executing our new strategy?

• Can our leaders drive operational excellence ?• How do I get people ready for the future?• How do I keep people engaged and retained?• How can I reduce ramp-up time for new

employees?• How do I attract new Talent?

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect• 3. Participation

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect• 3. Participation• 4. Recruitment Process

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect• 3. Participation• 4. Recruitment Process• 5. Career Opportunities

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect• 3. Participation• 4. Recruitment Process• 5. Career Opportunities• 6. Leadership Training

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect• 3. Participation• 4. Recruitment Process• 5. Career Opportunities• 6. Leadership Training• 7. Job Design

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect• 3. Participation• 4. Recruitment Process• 5. Career Opportunities• 6. Leadership Training• 7. Job Design• 8. Vision, Mission, Purpose

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect• 3. Participation• 4. Recruitment Process• 5. Career Opportunities• 6. Leadership Training• 7. Job Design• 8. Vision, Mission, Purpose• 9. Reward System

Talent Attraction & RetentionTop 10 Drivers

• 1. Attractive Work Environment• 2. Respect• 3. Participation• 4. Recruitment Process• 5. Career Opportunities• 6. Leadership Training• 7. Job Design• 8. Vision, Mission, Purpose• 9. Reward System• 10. Keep Your Promises

Generation Y = 18 to about 28Are they attracted to the Logistics &

Supply Chain industry?• Gen Y like playing around and experiencing

everything life has to offer

• Gen Y aren't thinking long-term - that's why you can't retain them... they're thinking next year, the year after – not much further

• Employers of Gen Y need to think laterally about what they can offer them. Think holistically - nurture their passions.

• Think short-term about rewards and experiences

Fostering Talent18 Drivers of Attachment

1.Accuracy of Job Representation 10.Performance Objectives2.Business Awareness 11.Personal Vision & Career

Path 3.Central Messages 12.Physical Work Environment

4.Climate & Culture 13.Pre-Employment5.Co-Workers 14.Reasons for Joining6.Incremental Learning 15.Recruitment & Selection 7.Learning Path 16.Rotation8.Mngr Alignment & Accessibility 17.Safety & Behaviour9.Orientation 18.Senior Leadership

Focusing on “attachment” is critical in addressing retention

“Onboarding” - Controlling Retention through Attachment

90 Day Post Induction Survey Measures degree new employee is bonded or "attached" or successfully

“onboarded” to organisation within critical 90 days of employment. An Attachment & Risk Report provides Managers and HR Departments

critical info - perceptions of new employee - provides recommendations how to correct negative perceptions.

The value tool = the Risk Rating and Recommendations that an organisation will receive for each new candidate on 90th day of employment

Attraction strategies – Employer Branding

• Research your current attraction & retention performance

• Which departments or job titles you have problems hiring for? Assess whether the current calibre of staff is correct re future hires?

• Conduct audit on company's values and points of difference

• List reasons why someone may opt for employment with you?

• Survey stakeholders to compare your stated company values with reality / perceptions

Attraction strategies – Employer Branding• Initiate your roll out plan

• Establish an "Employer Brand Team“ to align the needs of your organisation with your attraction strategy

• Aim is to know what type of people you want to attract and understand why a top person would want a job with your organisation?

• The secret to building the best employment brand is "commitment“

• Prospective employees become attracted to a company that appeals to both their "issues of the heart" and "issues of the head”. Employers need to think about how they want their employees to feel as a result of working with them

Attraction strategies – Employer Branding• Be clear about what you have to offer and communicate it

well - should know what your company stands for, and be real about how you present this

• Its about the experience the firm has to offer the employee and about how it engages its employees

• Ensure you build a culture underscored by respect and follow written values with behaviours and actions - a new employee will soon see the difference between written words and actual behaviour

Talent Attraction / RetentionCSR - Corporate Responsibility

Talent Attraction / RetentionCSR - Corporate Responsibility

Attraction strategies – Job Quality• Top people take jobs primarily because they meet their

needs for growth, challenge, and learning. Ask why a top person would want this job? What big projects and challenges are involved? Think about the real job and not just the skills listed on the Job Description

• Tie the job to some bigger company initiative - for example, someone in a call centre can be part of a growth expansion plan, or someone in warehousing can be part of a complete restructuring of the WMS. While a great company brand can get the person interested, you'll increase the acceptance rate when the actual job ties to some bigger growth plans.

Attraction strategies – Job Quality or $$$

• As long as the compensation is fair, you have a good chance to consistently hire top people, assuming the other factors are positive.

• Don't sell the job on compensation; sell it on the chance to make a big short term impact with an opportunity to grow at a faster rate than all competing jobs.

• Make the job the differentiator, not the compensation. Some other company can always pay more.

Attraction strategies – Employ & Develop Potential

• Many employers struggle to identify the so called “ideal candidate” for their open positions (old style recruiting). Look instead for transferable Skills & Competencies

• Employ people with the right mind-set and attitude to develop their skill sets and make the job a success

• Develop your talent through real internal and external training, not just lip service

• Develop a real Talent Retention strategy to include structured career development, meaningful assessment processes, relevant KPI’s linked to bonus schemes, improved participation, enjoyable but challenging work environment

Attraction strategies – Recruitment issues• Be professional in the Recruitment Process - top people are

looking for leaders & mentors to work under so a professional interview with high standards is essential

• Managers who understand the real job must be involved in the recruitment process. Everyone who interviews the candidate must assess them against the real job needs. Candidates will be trying to assess quality of the employer

• Empower the Hiring Manager to handle the offer process professionally. Keep the process moving, long delays = lost candidates

• Be prepared to negotiate to secure the best people

Attraction strategies – Summary

• Attraction Strategy – do you have one?

• Competition for candidates – it’s all about job quality

• Candidate expectations are changing – not just $$$

• The “ideal fit” maybe not achievable – look for transferable skills & competencies

• Look to developing local talent who will be the workforce of tomorrow, develop real careers for Nationals, collaborate with Colleges & Universities

Attraction strategies – Summary

• Develop a clear Talent Retention strategy and develop Leadership at all levels

• Be professional in the recruitment process & keep the process moving (delays = lost candidates)

• Use a professional recruiter with industry sector experience – not just the cheapest!

Leadership……………..

• Are my leaders capable of executing our new strategy?

• Can our leaders drive operational excellence ?• How do I get them ready for the future?• Have we enough leaders at each level of the

business? (Bench Strength)

Implementing the Leadership Pipeline

Business Backdrop

Talent Needs

Action Plan

The Arrival of the Unprepared

Amongst Global leaders, only 17% indicate that their organizations were effectively preparing leaders for transition.

The Business Costs of Pipeline Blockage

• High employee turnover• Low workforce engagement• Inability to compete• External promotions > Internal promotions• Long ramp up time in job

Bottom-line: Inability to execute strategy and take maximum advantage of market opportunities

• Experience• Knowledge• Competencies• Personal Attributes

The Transition Model

Leadership Success Profile

Performance

Experience

What I have done

CompetenciesWhat I am capable of

Knowledge

What I know

Who I am

PersonalAttributes

PERFORMANCEMANAGEMENT

Transitional Leadership Program

CAREERMANAGEMENT

SUCCESSION MANAGEMENT

StrategicLeader

Leadership Development Centre

On-going Development

Executive Coaching

Special Assignments

BusinessUnitLeader

PeopleLeader

IndividualContributor

3RD

TRANSITIONLeadership Development

CentreCoursesExecutive CoachingSpecial Assignments

2ND

TRANSITIONLeadership

Development CentreCoursesCoachingSpecial Assignments

1

1ST

TRANSITIONLeadership

Development Centre

Mandatory CoursesCoaching

2 3 4

Strategic

Operational

People Leader

Informal & Emerging Leader

Transition Model

Implementing the Leadership Pipeline

Business Backdrop

Talent Needs

Action Plan

Leadership Impacts the Bottom Line

Talent Management

Strong Development

• Quality of Products/Services

17%• Retention of Quality Employees

• Employee Satisfaction 14%

• Customer Satisfaction 10%

• Productivity 20%

• Financial Performance 19%

15%

Managing the Recession

• Review fundamentals & business model and address weaknesses• Take a view of economic conditions and plan accordingly• Lead change when necessary - plan for 2 years of challenging times• Develop plans to ensure costs match with revenues, improve flexibility,

reduce risk, shorten lead times, focus on core business, restructure, rationalise….

• Be prepared to exploit real opportunities as they come along• Focus on winning market share from your competitors• Look at the market in real time – act on realities• Recruit and Retain the best people to realise these strategies & plans

(courtesy Joe Carr, Mazars)

How can Logistics Executive help?• Assist in tuning your Business Strategy

• Define Success Profiles for all key roles

• Measure the quality and availability of talent in these key positions

• Implement Assessment processes

• Performance management / monitoring

• Specialist Recruitment to close the gaps

• Global Specialist in the Logistics & Supply Chain sector• Executive Search, Recruitment & Consultancy• Senior staff from the industry with many years

international experience – we know the business• Offices in Amsterdam, Dubai, Singapore, Shanghai,

Sydney, Melbourne• Know and understand the regions we work in• Wide ranging client base in the Middle East & Africa• A truly consultative value added service!