Talent Management for Today’s Workforce Gestion du talent pour la main d’oeuvre d’aujourd’hui Linda M. Manning, Ph.D, Director, Leveraging Immigrant Talent Research Fellow, University of Ottawa [email protected]Metropolis Project Brown Bag Seminar March 11, 2010
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Talent Management for Today’s Workforce Gestion du talent pour la main d’oeuvre d’aujourd’hui Linda M. Manning, Ph.D, Director, Leveraging Immigrant Talent.
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Talent Management for Today’s Workforce
Gestion du talent pour la main d’oeuvre d’aujourd’hui
Linda M. Manning, Ph.D, Director, Leveraging Immigrant Talent Research Fellow, University of Ottawa
BusinessesCosts of turnover, lower productivity, facing skill shortagesTalent management high on priorities for survival and growth
Where we are on the Diversity Continuum™
Unaware Compliant Committed Engaged
• Most employers still at compliant stage
The Mattam Group, Toronto
• Regulation and Social Justice approach limited
Project Deliverables
Workplace practices that unintentionally overlook valueEmployer (manager and HR) practices/behaviours
Learning framework ILS training resource for managers (TalentNet) Evaluation of impact Dissemination and Implementation
RESEARCH—LiteratureBarriers to retention/advancement of Skilled Immigrants?
Barriers to hiring Language Canadian work experience Credentials recognition and Experience recognition Cultural differences Communication/education channels, style, content, motivation Program delivery and who conveys key messages
Policies and Procedures
RESEARCH—LiteratureBarriers to retention/advancement of Skilled Immigrants?
• Good intentions• Often biased• Focus on ‘fixing’ or reshaping immigrant
Policies and Procedures
RESEARCH Employer Practices and Scenarios Ontario and Quebec, English and French Focus Groups
HR professionals, Managers, and Highly Skilled ImmigrantsIdentify behaviours and scenariosResults surprisingly robust and consistent
Critical Incident WorkshopsManagersValidate behaviours and scenariosIdentify solutions and strategies
Immigrant Voice WorkshopsHighly skilled employed immigrantsValidate solutions and strategies
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Recognition of talent competencies and credentials—formal/informal
Social capital reach goals more effectively through exchange
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Research findingsImmigrant-Ready Managers are the key
Content and learning objectives research-driven Learning is experiential and based on sound pedagogy Learning assessment on observable game actions Evaluation results reveal impact on workplace practices Starting out—best as blended learning tool
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DEVELOPMENT
TalentNet ILS resource for Managers
DEVELOPMENT
TalentNet ILS resource for Managers
To start TalentNet, create account to save your work Evaluation components
Pre-game, post-game, and 3-month follow-up surveys
Kirkpatrick’s Model of Training Evaluation Level 1: user reaction (post-game)Level 2: learning (in-game, pre-game, 3-month follow-upLevel 3: behavioural change (pre-game & 3-month follow-up)Level 4: organizational impact (outside scope and budget)
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EVALUATION
Player Assessment Essential
EVALUATION
Player Assessment Essential
Mission 1: Build employee trust and productivity
Chat actions-predefined questions reveal predefined info Manager learning points:
Manager choice directly tied to trust, engagement, productivity
Work and personal info revealed provides clues to competence
Power distance implications for topics and locations
Feedback Received and SAVED at end of Mission 1
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20Mission 1 How does Power Distance affect trust building?
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Before viewing Mission 2 Performance Appraisal (informa):
Team working in two sub groups on different projectsOne independent and all others interdependentOne interdependent and all others independentEmail exchange with characters; choose email responsesObjectivesQuality project outcomesEngaged and productive team membersInformal appraisal of employeesIndependence/Interdependence implications
Feedback received after each project
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Mission 2—manage your teams’ performance!
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Before viewing Mission 2 Performance Appraisal (formal):
Complete performance appraisal form for 2 employeesObjectivesIdentify competencies and talents of employeesUse information revealed in gameFormal appraisal of employeesAfter completion, feedback received
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27Mission 2 Conduct Performance Appraisals
Mission 3: Identify high potential employees
Review wide range of sources of information about employees
Last year’s performance reviewInfo revealed in chats Interactions during projectsUpdates
Announce leadership training program and HiPo Nominations
Select 2 high potential employees Feedback received and SAVED at end of Mission 3
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Mission 3 Identify High Potential Employees
TalentNet EvaluationKirkpatrick’s Model of Training Evaluation
Level 1: user satisfaction Level 2: learning Level 3: behavioural change (benchmarks established in
game; follow-up survey to measure change) Level 4: organizational impact (not part of this project) Surveys
Pre-game Survey (benchmarks established for Level 3)Post-game Survey (user satisfaction and demographics)3 Month Follow-up Survey (workplace behavioural change)
The Surveys are critical to game evaluation—please help!
Look in Human Resources!
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Manager invites comments and input from the group at a meeting
CULTURAL VALUE CULTURAL VALUE
LOW POWER DISTANCE HIGH POWER DISTANCEParticipation of “all” individuals is highly valued as it creates a sense of equality and valuing each individual in the group.
Comments and input from high status members valued more than from lower status members. Supporting decisions of high status members expected & rewarded.
EXPECTED BEHAVIOUR ALTERNATE BEHAVIOUREmployees offer their personal views and comments. They understand active oral participation is expected and lack of participation may be evaluated negatively.
Individuals may be less likely to challenge high status group members. Input or comments are more likely to be made within same-status groups and privately between individuals rather than in group settings.
Final Notes
This is just the beginning Ready for dissemination, expansion, and customization! Invite me to come play with you! Surveys!