Beyond Outsourcing Slide Template

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TALENT MANAGEMENT FRAMEWORK March 2006
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"Powell's Rules for Picking People Look for
intelligence and judgment, and most critically, a
capacity to anticipate, to see around corners.
Also look for loyalty, integrity, a high energy
drive, a balanced ego, and the drive to get
things done.

• How often do our recruitment and hiring processes
  tap into these attributes?
• More often than not, we ignore them in favor of
  length of resume, degrees and
• prior titles. A string of job descriptions a
  recruit held yesterday seem to be
• more important than who one is today, what they
  can contribute tomorrow, or
• how well their values mesh with those of the
  organization. You can train a
• bright, willing novice in the fundamentals of
  your business fairly readily, but
• it's a lot harder to train someone to have
  integrity, judgment, energy, balance,
• and the drive to get things done. Good leaders
  stack the deck in their favor
• right in the recruitment phase.

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Recruitment process

• 40 agencies used in sectorized into various
  industries to obtain the best of the best
• Cv screened against detailed job brief
• 1st screening interview
• Top candidates chosen for technical assessment
  interview (internal)
• Behavioural assessment alignment of behaviours
  with company behaviours
• Management assessment
• Final interview

Analysis over 7 years as to the right behaviours
and right abilities for the right job
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Basic development process
All courses carry pre and post assessment, if
they dont pass they remain or come back again to
be re-assessed or continue with the programme
Internal skills Development - management
Internal skills Development - staff
Induction

• Generic
• Specific
• Managers
• Directors

• Performance management
• Industrial relations (basic, advanced)
• Effective recruitment
• Basic management development
• Intensive management development

• Skills programmes
• E-learning

All linked to a personal development plan,
reviewed every quarter during a formal KPA review
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Outputs of a Talent Management Framework

• Who our high potentials are
• Who our high performers are
• Who our high professionals are
• Who our lower performers are
• What makes our high performers effective ( the
  difference between good and great)
• What competencies are required for success in
  different functional areas at different levels
• How to recruit for success
• How to develop for success

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Performance Potential

• VERTICAL AXIS PERFORMANCE
• 50 of Performance is measured through
• Quarterly Key Performance Assessment (KPA) review
• Average score over 12 month period is utilized
  for each participant
• 50 of Performance is measured through 360
  assessment
• 360 multi- rater assessment
• Self, supervisor, peers, subordinates, clients
  and customers assess behavior in terms of
  performance using a standard questionnaire with 9
  leadership dimensions
• 360 is conducted twice a year in March and
  October
• Average score over 12 month period is utilized
  for each participant

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Performance Potential

• HORIZONTAL AXIS PERFORMANCE
• For staff
• 50 of Potential is measured through Behavioral
  Assessment
• 50 of Potential is measured through Competency
  Based Interviews
• For Managers
• 20 of Potential is measured through Behavioral
  Assessment
• 20 of Potential is measured through Management
  skills Assessment
• 30 of Potential is measured through Denison
  Leadership Assessment
• 30 of Potential is measured through Competency
  Based Interviews

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Examples of allocation of Weightings
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Performance - KPA
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360 Assessment