Managing Talent

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Managing Talent

• Bill Allen
• MCS
• Business Development Manager

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Agenda

• Human Capital Management Trends
• Depleting Talent Pool Challenges
• Need for Accurate Hiring
• Getting Recruitment Right
• Processes of Recruitment
• Better Communication
• Developing in House Talent
• Questions

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Why Human Capital Management is essential?

• Why Focus on Recruitment and Retention?

• 1) The global talent pool is getting
  smaller-especially in Europe
• 2) Competition between employers for talent is
  increasing
• 3) Employers are having to become more creative
  in terms of both recruitment and retention policy
• 4) The web has fundamentally changed the way in
  which candidates behave when job seeking.

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Human Capital Management Trends

• To emphasise this , we have chosen 3
  reports/references that highlight this as
  follows
• The War for Talent
• McKinsey Consultants 2001
• The Perfect Storm
• John- Louis Mutte, 2004
• Web Trends in Recruitment
• Noras Survey 2006

• Moreover, at a basic level - talk with any
  employer about either recruitment or retention of
  employees in their business today and the
  majority will say that at least one is an area of
  cause for concern requiring more thought and
  investment.

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HCM Trends

• The WAR for TALENT
• In the war for talent the employee has
  already won. McKinsey Consulting 2001
• Reference web link http//www.mckinsey.co
  m/clientservice/organizationleadership/warfortalen
  t/index.asp

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The Perfect Storm

• The Perfect Storm
• Jean-Louis Mutte 2004
• Presentation on changing global demographics
  and its impact on employers worldwide.
• covers the threats of an ageing population
• Highlights the challenges in Europe
• Underlines the need to not only recruit well but
  retain employees in an ever more competitive
  talent market place
• Contact
• jean-louis.mutte_at_globalpeoplematters.com

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Critical Issues

• 1. The shortage of skills and labour within
  selected occupations and industries will increase
• 2. Needs, wants and behaviours of the talent pool
  will drive changes in attraction, selection and
  retention practices
• 3. The role of the staffing function will become
  more complex and will link to the financial and
  operational performance of the organisation
• 4. The focus on selective retention for keeping
  mission-critical talent will increase

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Critical Issues

• 5. The use of objective selection methodology for
  all positions will increase
• 6. Workforce planning and decisions tools will
  become a standard part of an organisations
  strategic planning process
• 7. The use of external staffing resources (RPO)
  will increase
• 8. Smarter use and integration of people and
  technologies will become the norm.

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Depleting Talent Pool Challenges

• A depleted talent pool leads to more pressure on
  internal hiring management to both attract and
  retain the right employees.
• Whilst this is NOT a new phenomenon pressure
  will increase over the next decade and take more
  control.

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Accurate Hiring is Required
The Weisner Study was carried out on the accuracy
of hiring
Inaccurate Random Accurate -100
0 100
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Accurate Hiring is Required
In his study Dr. Weisner found that the
following questions were the most frequently
asked interview inquiries

• What do you think the role of a worker should be?
• What types of people do you work with best?
• How would other people describe you as an
  individual?
• What are your strengths and weaknesses?
• What type of work do you do best?
• What was the most enjoyable aspect of your last
  job?
• Why do you want this job?
• What do you want to know most about us?

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Accurate Hiring is Required

• The Weisner study concluded that the interviewers
  who used unstructured, opinion based inquires to
  select their people scored -.26 on the hiring
  accuracy scale.
• The Weisner study proves that the interviewer who
  uses the OPINION Type questions would be better
  off not interviewing.

The Weisner Study was carried out on the accuracy
of hiring
Inaccurate Random Accurate -100
0 100
-26
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Accurate Hiring is Required

• Behaviour-based hiring raises your average over
  70
• By changing your methods of interviewing, you can
  go from an 81 chance of hiring a poor performer
  to over a 70 chance of hiring a peak performer!
  The best predictor of future behaviour is past
  behaviour, especially in the same or similar
  situations..

The Weisner Study was carried out on the accuracy
of hiring
Inaccurate Random Accurate -100
0 100
X
-26
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What Does Poor Interviewing Cost
40 of Annual Salary
Direct Costs
3 - 5 Times the Direct Cost
Indirect Costs
J. Douglas Philips The Price Tag on Turnover The
Personnel Journal
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What Does Poor Interviewing Cost

• Missed opportunities
• Morale
• Lost productivity
• Negative impact on the team

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Creating a More Accurate Process
Using behavioural profiling helps raise the odds
on any search assignment of landing the right
candidate
job posting and advertising
behavior based interview
filter candidates
phone screen
job analysis
flipping a coin
opinion based interview
A typical corporate hiring process is less
predicative than flipping a coin in hiring top
talent
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Why Can We Trust Behaviours to Improve the Hiring
Ancient History
Hippocrates in 400BC
A persons past behaviours is an indicator of
their future performance
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Understanding Behaviours
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Understanding Behaviours
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Understanding Behaviours
Bomber Pilots Fighter Pilots Are pilots all
the same?
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Understanding Behaviours
Fighter Pilot
Venturesome Uninhibited Action oriented Impatient
Overflowing Competitive
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Understanding Behaviours
Bomber Pilot
Detailed Disciplined Persuasive Authoritative Pers
istent Consistent
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Dominance
The Controlling Authoritative Trait

• Hard Driver
• Very Competitive
• Self-Confident
• Determined

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Extroversion

• Optimistic
• Gregarious
• Enjoys Teamwork
• Loves People Interaction

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Patience

• Paced and persistent
• Harmonious
• Good Listener
• See the bigger picture

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Conformity

• Perfectionist
• Likes tradition
• Attends to details
• Very fact based

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What is your High Trait?
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Communicating with the Traits
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Dominants Dos Donts

• DOS
• Do - Promise RESULTS
• Do - Give a CHALLENGE
• Do - Give a Prospect CONTROL

• DONTS
• Dont - VACILLATE on Answers
• Dont - Tell VAGUE Stories
• Dont - Be INDEFINITE

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Extroverts Dos Donts

• DOS
• Do - Present OPPORTUNITY
• Do - Give ILLUSTRATIONS
• Do - Make sales calls FUN

• DONTS
• Dont - Use too many FACTS
• Dont - Be too DIRECT
• Dont - Dwell on HARD WORK

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Patients Dos Donts

• DOS
• Do - Promise HARMONY
• Do - Give STABILITY
• Do - Give TIME TO PLAN

• DONTS
• Dont - HURRY the Prospect
• Dont - Make FAST Changes
• Dont - Use any PRESSURE

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Conformists Dos Donts

• DOS
• Do - Give Full DETAILS
• Do - Stick to the FACTS
• Do - Give GUARANTEES

• DONTS
• Dont - Paint Word PICTURES
• Dont - Talk BLUE SKY
• Dont - EXAGGERATE

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Understanding Behaviours
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Creating the Right Process
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Creating the Right Process
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Creating the Right Process
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The Recruitment Process
Candidates (New Talent pool)
Exec Search/ Head hunting
Temporary/ Perm Employees
Online Job Posting/Web Marketing
Pre- Employment/ Screening
Behavioural/ Skills Assessment
Applicant Tracking/ HMS
Step 1 Create Job Template
Step 2 Profile Candidates
Step 3 Compare
Step 4 Consider for Job
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Applicant Tracking and Web Recruitment

• Usually fully configurable, web based solutions,
  providing End to End management of the
  recruitment process.
• Streamlines, Standardises and Improves hiring
  workflow
• Fast requisition creation and e-approval
• Requisitions posted to career site and other 3rd
  party job boards
• Screen, rank and track applications based on
  pre-defined criteria
• Arrange interviews, send offers and create form
  letters
• Utilise auto communications, tasks and calendar
  integration.
• Create detailed management reports, allowing
  monitoring of recruitment KPIs

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Background and Pre-Employment Screening

• Employee Verification
• Drug Testing
• Criminal Checks
• Credit Referencing
• Education and Qualification Checks
• Skills Assessments
• Background Screening (Investigative Services)

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Even More Important for the Future - Retention
Key to Retention is Continuous Improvement
Leadership Development
Performance Management
HR Consulting
Soft Skills Training
Coaching/ Mentoring
Behavioural/ Skills Assessment
Employees (Retained Talent Pool)
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Match by Performance and Compensation Management

• Companies Should have an integrated Talent and
  Performance Management Process that ensures
• Good Quality Recruitment
• Continuously Improving Performance Programme
• Proper Incentives
• Good Salary Package that is competitive
• Succession Planning
• Outstanding Communications
• Align Employees actions with Corporate goals
• Find, build, manage and reward talent
• Manage performance improvement, development and
  behaviour in a single strategic, integrated
  solution

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Questions