Talent Management:

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• Talent Management
• Leveraging the Full Potential of Human Capital
• 29th Jan 2008
• Presented by Abdulla Al Zamil
• Chief Operating Officer, Zamil Industrial
• Organizers

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how many 000,00
Opportunity or challenge
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Population 26 Mln Expatriates 27 lt 20 years
50 lt 25 years 58 lt 30 years 67 Per capita
projects 20 Billion
Derived from CDSI and other sources
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Saudi Arabia ranks 28th in Global Talent Index of
Heidrick and Struggles
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(No Transcript)
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• Perspectives in Talent Management
• Saudi Arabia
• Zamil Industrial

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Talent Management contrasting problems
GCC / Emerging Economies
Developed Economies
Ageing workforce, falling birth rates
Surplus young talent
Open to new ideas, but wide variations in
suitability
Experience/fixed ideas/need to de-learn
Teamwork/leadership
Internet age/ lone spirits
Better work-life balance/high attrition
Work for life / loyalty
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Talent Management the vicious circle
Short-termism Were so busy addressing our
todays problems
Lack of talent blocks corporate growth
Additional pressures on performance
Focus on current problems
Making talent a strategic priority - Matthew
Guthridge, Asmus B. Komm and Emily Lawson
Mckinsey Co
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Talent Management the vicious circle
Exploiters of the Present vs. Explorers of the
Future
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Talent Management emerging scenario

• Talent Management as part of business strategy
  to get bigger share of C
• level executives
• Focus not only on top performers target talent
  at all levels
• Corporations as employer brands
• HR to acquire deeper business sense job
  rotations

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Saudi Arabia on Global Talent Index
Rank
2007
2012
Demographics
26
26
Quality of compulsory education
30
29
Quality of universities and business schools
7
9
Quality of environment to nurture talent
30
29
Mobility and relative openness of labor market
29
28
Stock and Flow of Foreign Direct Investment
23
28
Proclivity to attracting talent
23
20
Overall
28
27
Hedrick and Struggles
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Saudi Arabia The talent gap
We
The world
Oil, Gas, Petroleum
Alternate energy sources
Outsourcing BPO, KPO
IT, Process Improvement
Genetic Engg/Biotech/Molecules
Healthcare
Entrepreneurial development
MBAs for employment
Core competence
Knowledge Economy
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Saudi Arabia The talent agenda

• Build local talent a nation is built by its own
  people
• Instill competition for youth journey to the
  top is never easy
• Build RD institutions intellectual capital is
  future
• Employee inclusiveness stock options
• Greater role for HR career development /
  succession planning rather than just recruitment
  and performance

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Zamil Industrial Employees
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Zamil Industrial- Employees vs Revenues
CARG Empl 18
Rev 23
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Zamil Industrial Succession Planning

• Prepare for the future of our company
• Ensure human capital readiness for key positions
• Develop pool of competent personnel
• Leadership Development from within
• Career Planning Development of professionals
• Bringing in diversity, including youth and
  experience

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Zamil Industrial Succession Planning Model
2. Identify Job Specific Competencies
3. Select candidates Structure / update
Succession tables
1. Identify critical positions
Manpower planning
4. Conduct assessments identify training needs
5. Prepare Implement individual development
plans
6. Continuous monitoring of overall progress
Inform candidates about the career development
program but the targeted position will not be
communicated to them
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ZI Talent the outcome

• Most businesses at ZI are headed by home-grown
  leaders
• A family business NOT a business of family
  working for and getting higher positions is not
  automatic for family members
• Minimal foreign collaboration products sold in
  80 countries
• We bring or go to where talent is India IT,
  Design Centers MA
• Many firsts Going Public, ERP, Performance
  Management
• Survival Growth CSR ZITI, Environment,
  Empowerment