200705 IT Talent Attraction and Retention Workshop · IT Talent Attraction and Retention Workshop...
Transcript of 200705 IT Talent Attraction and Retention Workshop · IT Talent Attraction and Retention Workshop...
1
Gail
Gail Sturgess
Sturgess
2929ththMay 2007
May 2007
IT Talent Attraction and Retention
IT Talent Attraction and Retention
Workshop
Workshop
2
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
BIG Thank You!!!!
BIG Thank You!!!!
3
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
South Africa Today
South Africa Today
��Economic growth trebled (average 3% pa)
Economic growth trebled (average 3% pa)
––Longest period of sustained growth since 2
Longest period of sustained growth since 2ndndWW
WW
��Private sector fixed investment up 4.5% pa
Private sector fixed investment up 4.5% pa
��Fiscal Deficit below 3% of GDP
Fiscal Deficit below 3% of GDP
��Lower inflation and interest rates
Lower inflation and interest rates
��Reserve Bank
Reserve Bank’’ s gold and foreign exchange
s gold and foreign exchange
reserves risen to US$15 billion
reserves risen to US$15 billion
4
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Proudly South African
Proudly South African
��South Africa, almost alone amongst emerging market economies, is
South Africa, almost alone amongst emerging market economies, isset to
set to
escape virtually unscathed from the latest bout of investor pani
escape virtually unscathed from the latest bout of investor pani c sweeping
c sweeping
the developing world's fragile economies (The Times, London, Aug
the developing world's fragile economies (The Times, London, August 2001)
ust 2001)
��The SA banking sector has been consistently ranked in the top 10
The SA banking sector has been consistently ranked in the top 10in terms
in terms
of competitiveness (MD, Switzerland). When Nelson Mandela was
of competitiveness (MD, Switzerland). When Nelson Mandela was
inaugurated President in 1994, SA was insolvent (liabilities exc
inaugurated President in 1994, SA was insolvent (liabilities exceeded
eeded
assets).
assets).
��Today the Government's deficit is negligible
Today the Government's deficit is negligible --one of only a handful of
one of only a handful of
countries in this position. We've had single digit inflation sin
countries in this position. We've had single digit inflation since 1993
ce 1993 --
following 20 years of double
following 20 years of double-- digit inflation.
digit inflation.
��Mortgage rates are at their lowest level since 1988.
Mortgage rates are at their lowest level since 1988.
��South Africa is one of only 12 countries, where we can drink wat
South Africa is one of only 12 countries, where we can drink wat er from a
er from a
tap. Our tap water was found to be the 3rd best quality in the e
tap. Our tap water was found to be the 3rd best quality in the entire world.
ntire world.
��Remember 15 years ago, in 1986: A state of emergency was declare
Remember 15 years ago, in 1986: A state of emergency was declared White
d White
men did two years compulsory military service * 64 184 black peo
men did two years compulsory military service * 64 184 black people were
ple were
removed from "white areas" * 3989 people were detained without t
removed from "white areas" * 3989 people were detained without t rial * Our
rial * Our
economic growth rate was 0.7 percent
economic growth rate was 0.7 percent --today it is 3% * 64 countries had
today it is 3% * 64 countries had
sports boycotts against SA!!!
sports boycotts against SA!!!
by Guy Lundy of Dimension Data Business Solutions
by Guy Lundy of Dimension Data Business Solutions
5
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Proudly South African
Proudly South African
��South African wines win international awards every year and we h
South African wines win international awards every year and we have the longest
ave the longest
wine route in the world.
wine route in the world.
��Nelson Mandela, an international icon of forgiveness, tolerance,
Nelson Mandela, an international icon of forgiveness, tolerance,and humanity is
and humanity is
OUR
OUR favourite
favouriteson.
son.
��The Kruger Park has the most innovative management of a national
The Kruger Park has the most innovative management of a nationalpark
park
anywhere in the world
anywhere in the world --and is the world's most profitable game park.
and is the world's most profitable game park.
��Eskom
Eskomis the largest producer of coal
is the largest producer of coal --fired electricity in the world and South
fired electricity in the world and South
Africans pay the least for electricity in the world.
Africans pay the least for electricity in the world.
��South African Breweries is the 4th largest brewer in the world a
South African Breweries is the 4th largest brewer in the world and produces over
nd produces over
50% of China's beer!
50% of China's beer!
��Mercedes Benz C Class, BMW 3 Series and VW Golf/
Mercedes Benz C Class, BMW 3 Series and VW Golf/ Jetta
Jettavehicles for all right
vehicles for all right --
hand drive markets throughout the world are produced in South Af
hand drive markets throughout the world are produced in South Af rica.
rica.
��The Cape Peninsula has more species of plants per hectare than a
The Cape Peninsula has more species of plants per hectare than any other area
ny other area
of the world.
of the world.
��Magnificent highways, warm, friendly, vibrant rainbow people! T
Magnificent highways, warm, friendly, vibrant rainbow people! The world's most
he world's most
progressive Constitution
progressive Constitution Kreepy
KreepyKraulies
Kraulies--a South African invention
a South African invention --MrsMrsBall's
Ball's
chutney and biltong. The world's best looking population.
chutney and biltong. The world's best looking population.
by Guy Lundy of Dimension Data Business Solutions
by Guy Lundy of Dimension Data Business Solutions
6
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Program
Program
��Competency Management Workshop
Competency Management Workshop
Feedback
Feedback
��What
What ’’s Happening out There?
s Happening out There?
��Workshop Discussion
Workshop Discussion
��Summary
Summary
��Useful Information
Useful Information
��Snacks and Networking
Snacks and Networking
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Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Competency W
orkshop Feedback
Competency W
orkshop Feedback
��Comprehensive
Comprehensive ““Competency
Competency
Framework
Framework””for IT
for IT
––93 IT Competencies
93 IT Competencies
––78 Non
78 Non-- IT Competencies
IT Competencies
��Next Step: Assessment Criteria
Next Step: Assessment Criteria
––Four Levels
Four Levels
�Aware of
�Familiar with
�Proficient in
�Expert in
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Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Sample IT Competencies
Sample IT Competencies
Competency Description
Competency
Family
The controls that are included within systems and applications software and the steps used in
their development
Applications
Security
Applications
Development
The application of automated systems to the support of specific business functions or processes.
E.g.: Business Systems, Messaging and Groupware, Content Management Systems, Enterprise
Resource Planning
Application
Systems
Applications
Development
Tools, techniques and procedures for the successful implementation of Application Software.
E.g.: SDLC guidelines.
Application
Implementation
Applications
Development
Software tools that automate or assist part of the development process. E.g.: Oracle Developer
2000, Business Objects, Select.
Application
Development
Tools
Applications
Development
Organisedand documented sets of techniques, intended to facilitate the structured development
of applications. E.g.: SSADM, DSDM, Objectory/UML.
Application
Development
Methods,
Techniques and
Standards
Applications
Development
Tools and techniques (manual or automated) that can be used to document an understanding of
the structure, relationships and use of information within an organisation. E.g.: information
usage model, entity model, class diagram, relational data model,data flow model.
Information
ModellingTools
Systems
Management
Business intelligence (BI) is a broad category of application programs and technologies for
gathering, storing, analysing, and providing access to data to help enterprise users make better
business decisions. BI applications include the activities of decision support, query and
reporting, online analytical processing (OLAP), statistical analysis, forecasting, and data mining.
Business
Intelligence (BI)
Systems
Management
A methodology used to create a plan for how an organisation willresume partially or completely
interrupted critical function(s) within a predetermined time after a disaster or disruption including
methods and techniques for risk management, business impact analysis, countermeasures and
contingency arrangements relating to the serious disruption of ICT services. E.g.: fallback
location/services, mobile back-up, diversity.
Business
Continuity
Planning
Systems
Management
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Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Sample Non
Sample Non-- IT Competencies
IT Competencies
Competency Description
Competency
The process of assisting individuals to set goals then support the execution of the goals through
establishing strategy and providing feedback, insight and guidance to enable the individual to reach their
fullest potential.
Coaching
The management of the process of implementing major changes in IT, business processes,
organisational structures, and job assignments to reduce the risks and costs of change, and to optimise
its benefits, focussingon the issues of managing the resistance and discomfort experienced by people in
an organisation when new processes or technology are introduced.
Change
Management
The techniques used in the process of planning expenditures on assets whose cash flows are expected
to extend beyond one year. E.g: DCF, NPV, IRR, Payback.
Capital Budgeting
Techniques
Sets of coordinated tasks and activities, conducted by both people and equipment, that will lead to
accomplishing a specific organisational goal.
Business Processes
A systematic approach to reviewing and improving business processes
Business Process
Management
The business environment relating to own sphere of work (own organisation and/or closely associated
organisations, such as customers, suppliers, partners), in particular those aspects of the business that
the specialismis to support (i.e. localisedorganisational awareness from a technical perspective).
Business
Environment
The functional structure of businesses and other organisations; their mission, objectives, strategies and
critical success factors.
Business
Characteristics
Principles, methods, techniques and tools for the preparation and monitoring of budgets to minimisecosts
and ensure cost-effectiveness.
Budgets
10
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Competency Management
Competency Management
►Foundationfor nearly all workforce development initiatives.
►Defining competency models for your organization, assessing skill
levels through skill assessments and then analyzing gaps provides the
essential inform
ationfor strategic planning for training, staffing,
performance management, and succession planning.
►With a solid competency model to define and integrate all workforce
planning and management, an organization can tackle numerous
initiatives such as:
�Staffing
�Career Development
�Project Team Building
�Performance Management
�Succession Planning
�Targeted Training Initiatives
�Total Quality Management
�Certifications
�Re-organisation
11
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Subject
Subject
Improve IT Staff
Improve IT Staff
Attraction and Retention
Attraction and Retention
““ In the end, all business operations can be reduced to
In the end, all business operations can be reduced to
three words: people, product and profits. Unless you
three words: people, product and profits. Unless you’’ re re
a good team, you can
a good team, you can’’ t do much with the other two.
t do much with the other two. ””
Lee Iacocca
Lee Iacocca
12
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
What
What ’’s Happening Out There?
s Happening Out There?
��Retirement of
Retirement of ““ baby
baby-- boomers
boomers””
��Negative population growth
Negative population growth
rates
rates
��Fewer university graduates
Fewer university graduates
��US 500 largest companies
US 500 largest companies ––
lose 50% senior management
lose 50% senior management
by 2012
by 2012
��Lack of employee trust
Lack of employee trust
��83% searching for jobs in next
83% searching for jobs in next
22-- 3 years
3 years
��Fierce competition for next two
Fierce competition for next two
decades
decades
��Reduction of EU economic
Reduction of EU economic
growth by 3%
growth by 3%
13
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Impact on IT Industry
Impact on IT Industry
��US shortage of 300000 IT people
US shortage of 300000 IT people (Source: US
(Source: US
Bureau of Labor Statistics)
Bureau of Labor Statistics)
��Europe shortage of 3.8 million people
Europe shortage of 3.8 million people
(Source: Center for Effective Organizations 2001)
(Source: Center for Effective Organizations 2001)
��Growing shortage of experienced IT
Growing shortage of experienced IT
professionals
professionals
��Declining student enrolments
Declining student enrolments ––GLOBAL!
GLOBAL!
14
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Impact on South Africa
Impact on South Africa
��US twice raised the annual immigration
US twice raised the annual immigration
quotas for IT people
quotas for IT people
��Emigration is already on the increase
Emigration is already on the increase
––Management = 0% (2005)
Management = 0% (2005) ––17% (2006)
17% (2006)
––Systems Development = 5% (2005)
Systems Development = 5% (2005) ––6% (2006)
6% (2006)
––Operations = 14% (2005)
Operations = 14% (2005) ––30% (2006)
30% (2006)
––Support = 8% (2005)
Support = 8% (2005) ––18% (2006)
18% (2006)
–Source: 2005/2006 P-ECS IT Salary Survey
��Growing shortage of high level skills
Growing shortage of high level skills
��Growing shortage of experience
Growing shortage of experience
��Inability to achieve required economic growth
Inability to achieve required economic growth
rates
rates
15
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Impact on Business
Impact on Business
��Increased competition for scarce skills
Increased competition for scarce skills
and experience
and experience
��Higher compensation packages
Higher compensation packages
��Higher cost of recruitment
Higher cost of recruitment
��Higher cost of staff turnover
Higher cost of staff turnover
��Inability of IT to deliver
Inability of IT to deliver itoitoorganisation
organisation
strategy
strategy
16
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Impact on Talent Management
Impact on Talent Management
��Higher Expectations
Higher Expectations ––more than a
more than a ““jobjob””
––Development and Advancement
Development and Advancement
––Flexibility
Flexibility
––Work fewer hours
Work fewer hours
��Family Demands
Family Demands
––Child Care
Child Care
––Elder Care
Elder Care
��Work Ethic
Work Ethic
––Weak skills
Weak skills
––Poor work
Poor work ““ethic
ethic””
17
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Impact on Organisational Talent
Impact on Organisational Talent
��Diverse Workforce
Diverse Workforce
––More people of difference ages, cultures, and sex
More people of difference ages, cultures, and sex
than ever before
than ever before
�Matures (born 1930 –1945)
�“Baby-Boomers”(born 1946 –1964)
�Gen Xs (born 1961 –1981)
�Gen Ys(born 1975 –1994)
––Workplace diversity
Workplace diversity
�Needs differences
�Goals differences
�Attitudinal differences
�Financial differences
––““ One
One-- size
size-- fitsfits-- allall ””HR policies and procedures no
HR policies and procedures no
longer appropriate
longer appropriate
18
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Impact on
Impact on ““Bottom Line
Bottom Line””
��Employees with above average attitude
Employees with above average attitude
towards their work
towards their work (Source: Gallup)
(Source: Gallup)
––38% higher customer satisfaction
38% higher customer satisfaction
––22% higher productivity
22% higher productivity
––27% higher profits
27% higher profits
19
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Research
Research ––
Center for Effective Organizations
Center for Effective Organizations
��4500 Knowledge Workers and
4500 Knowledge Workers and
Managers
Managers
��3 Questions:
3 Questions:
––How can companies compete in highly
How can companies compete in highly
competitive global labour market?
competitive global labour market?
––What strategies are needed to attract,
What strategies are needed to attract,
develop, motivate and retain key skills?
develop, motivate and retain key skills?
––What new approaches for increasingly
What new approaches for increasingly
mobile, well
mobile, well --networked labour force?
networked labour force?
20
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Research
Research ––
Center for Effective Organizations
Center for Effective Organizations
��Retention:
Retention:
––““ the desire of employees to remain with
the desire of employees to remain with
the company
the company””
��Commitment:
Commitment:
––““ the emotional commitment of the
the emotional commitment of the
employee to the success of the company
employee to the success of the company””
21
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Research
Research ––
Center for Effective Organizations
Center for Effective Organizations
��Job
Job ““qualities
qualities””
––Adequate Development Opportunities
Adequate Development Opportunities
––Career Advancement
Career Advancement
––Financial Rewards
Financial Rewards
––Influence/autonomy
Influence/autonomy
––Innovation and Risk
Innovation and Risk
––Job Security
Job Security
––Opportunity for Career Self
Opportunity for Career Self-- Management
Management
––Pay
Pay-- forfor --Individual
Individual --Performance
Performance
––Pay
Pay-- forfor --Organisational
Organisational --Performance
Performance
––Professional Satisfaction
Professional Satisfaction
––Strategic Clarity
Strategic Clarity
––Work/life Balance
Work/life Balance
22
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Research
Research ––
Center for Effective Organizations
Center for Effective Organizations
Differences By Career Stage
WWhhaatt EEmmppll ooyyeeeess SSAAYY iiss iimmppoorrtt aanntt ??
EEaarrll yy CCaarreeeerr
MMii dd-- ccaarreeeerr
LLaatt ee CCaarreeeerr
� Work/life Balance
� Financial Rewards
� Job Security
� Professional Satisfaction
� Career Advancement
� Work/Life Balance
� Job Security
� Financial Rewards
� Influence/autonomy
� Professional Satisfaction
� Work/life Balance
� Job Security
� Financial Rewards
� Influence/autonomy
� Professional satisfaction
AAcctt uuaall DDrrii vveerrss ooff RReett eenntt iioonn
EEaarrll yy CCaarreeeerr
MMii dd-- ccaarreeeerr
LLaatt ee CCaarreeeerr
� Career Advancement
� Pay-for-Organisational-
Performance
� Pay-for-Individual-
Performance
� Innovation and Risk
� Career advancement
� Pay-for-Organisational-
Performance
� Innovation and Risk
� Professional Satisfaction
� Pay-for-Organisational-
Performance
� Job Security
� Career Advancement
� Innovation and risk
AAcctt uuaall DDrrii vveerrss ooff CCoommmmii ttmmeenntt
EEaarrll yy CCaarreeeerr
MMii dd-- ccaarreeeerr
LLaatt ee CCaarreeeerr
� Pay-for-Organisational-
Performance
� Strategic Clarity
� Adequate Development
Opportunities
� Innovation and Risk
� Influence/autonomy
� Professional Satisfaction
� Pay-for-Organisational-
Performance
� Strategic Clarity
� Influence/autonomy
� Professional Satisfaction
� Innovation and Risk
� Opportunity for Career
Self-Management
� Pay-for-Organisational-
Performance
� Innovation and Risk
� Influence/autonomy
� Adequate Development
Opportunities
� Strategic Clarity
� Opportunity for Career
Self-Management
23
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Research
Research ––
Center for Effective Organizations
Center for Effective Organizations
Differences By Gender
WWhhaatt EEmmppll ooyyeeeess SSAAYY iiss iimmppoorr ttaanntt ??
MMeenn
WWoommeenn
� Work/life Balance
� Job Security
� Financial Rewards
� Influence/autonomy
� Professional Satisfaction
� Work/Life Balance
� Job Security
� Financial Rewards
� Influence/autonomy
� Professional Satisfaction
AAcctt uuaall DDrr iivveerr ss ooff RReett eenntt iioonn
MMeenn
WWoommeenn
� Career Advancement
� Pay-for-Organisational-Performance
� Innovation and Risk
� Professional Satisfaction
� Pay-for-Organisational-Performance
� Career advancement
AAcctt uuaall DDrr iivveerr ss ooff CCoommmmii ttmmeenntt
MMeenn
WWoommeenn
� Pay-for-Organisational-Performance
� Influence/autonomy
� Strategic Clarity
� Innovation and Risk
� Professional Satisfaction
� Opportunity for Career Self-Management
� Adequate Development Opportunities
� Pay-for-Organisational-Performance
� Adequate Development Opportunities
� Innovation and Risk
� Strategic Clarity
� Professional Satisfaction
24
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Research
Research ––
Center for Effective Organizations
Center for Effective Organizations
�Pay-for-Organisational-Performance
�Adequate Development Opportunities
�Strategic Clarity
�Opportunity for Career Self-Management
�Work/life Balance
�Pay-for-Organisational-Performance
�Influence/autonomy
�Strategic Clarity
�Innovation and Risk
�Professional Satisfaction
�Job Security
�Opportunity for Career Self-Management
Women
Women
Men
Men
Actual Drivers of Commitment
Actual Drivers of Commitment
�No significant drivers
�Career Advancement
�Pay-for-Organisational-Performance
�Pay-for-Individual-Performance
�Innovation and Risk
Women
Women
Men
Men
Actual Drivers of Retention
Actual Drivers of Retention
�Work/Life Balance
�Job Security
�Financial Rewards
�Influence/autonomy
�Professional Satisfaction
�Work/life Balance
�Job Security
�Financial Rewards
�Influence/autonomy
�Career Advancement
Women
Women
Men
Men
What Employees SAY is important?
What Employees SAY is important?
Differences By Gender –Mid-Career
25
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Employee
Employee ““Engagement
Engagement ””
��Behaviours of
Behaviours of ““ engaged
engaged””employees
employees
––Belief in the organisation
Belief in the organisation
––Desire to work to make things better
Desire to work to make things better
––Understanding of business context and the
Understanding of business context and the ‘‘bigger
bigger
picture
picture’’
––Respectful of, and helpful to, colleagues
Respectful of, and helpful to, colleagues
––Willingness to
Willingness to ‘‘go the extra mile
go the extra mile’’
––Keeping up to date with developments in the field
Keeping up to date with developments in the field
“’“’Engaged Employees
Engaged Employees’’are emotionally connected
are emotionally connected
to the organization and cognitively vigilant
to the organization and cognitively vigilant ””
Source: IES
Source: IES
26
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Employee
Employee ““Engagement
Engagement ””
��Gallup Survey
Gallup Survey
––29% actively engaged in their jobs
29% actively engaged in their jobs
––54% not engaged in their jobs
54% not engaged in their jobs
––17% actively disengaged from their jobs
17% actively disengaged from their jobs
��Disengaged Employees
Disengaged Employees
––Miss an average of 3.5 more days per year
Miss an average of 3.5 more days per year
––Are less productive
Are less productive
––Cost the US economy +/
Cost the US economy +/ --$300 billion per
$300 billion per
year (Financial News, March 2001)
year (Financial News, March 2001)
27
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Dis
Dis-- /Unengaged Employees
/Unengaged Employees
��Want to be TOLD what to do
Want to be TOLD what to do
––Concentrate on
Concentrate on ““tasks
tasks”” , rather than goals and outcomes
, rather than goals and outcomes
––Know when they are
Know when they are ““finished
finished””
––Someone else to
Someone else to ““blame
blame””when things go wrong
when things go wrong
��Don
Don’’ t have productive relationship with management and
t have productive relationship with management and
colleagues
colleagues
––Feel that contributions being overlooked
Feel that contributions being overlooked
––Feel that potential not being tapped
Feel that potential not being tapped
��Do the least amount of work possible
Do the least amount of work possible
––““ Lower the bar
Lower the bar ””for themselves
for themselves
��Sow seeds of negativity
Sow seeds of negativity
––Mistrust and don
Mistrust and don’’ t respect management
t respect management
––Undermine the work of others
Undermine the work of others
––Repeatedly refuse engagement opportunities
Repeatedly refuse engagement opportunities
��Damage functioning of organisation
Damage functioning of organisation
28
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
So
So ……
Where to from Here?
Where to from Here?
��““ Things
Things””must change!
must change!
��Starting points
Starting points
––Leadership
Leadership
––Strategy
Strategy
��Leadership
Leadership
––Talent Strategy is a strategic corporate focus!
Talent Strategy is a strategic corporate focus!
��Strategy
Strategy
––Performance Improvement Model
Performance Improvement Model
29
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Leadership
Leadership
��Human Capital =
Human Capital = The sum total of all knowledge,
The sum total of all knowledge,
experience, and
experience, and performance capability
performance capabilityan organisation
an organisation
possesses that can be applied to create wealth
possesses that can be applied to create wealth
��It DOES impact on bottom line
It DOES impact on bottom line
––Disengaged employees
Disengaged employees ––28% less revenue
28% less revenue
––Not engaged
Not engaged ––23% less revenue
23% less revenue
––Employee engagement
Employee engagement DRIVES
DRIVESresults
results
–Source: New Century Financial Corporation
““Leadership is not magnetic personality
Leadership is not magnetic personality——that can just as well be a glib tongue. It is
that can just as well be a glib tongue. It is
not
not ‘‘ m
aking friends and influencing people
making friends and influencing people’’ ——
that is flattery. Leadership is lifting a
that is flattery. Leadership is lifting a
person's vision to higher sights, the raising of a person's perf
person's vision to higher sights, the raising of a person's perform
ance to a higher
orm
ance to a higher
standard, the building of a personality beyond its norm
al limita
standard, the building of a personality beyond its norm
al limitations.
tions. ””
Peter F.
Peter F. Drucker
Drucker
30
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Leadership Responsibilities
Leadership Responsibilities
��Direction:
Direction:
––How the organisation carries out its mission and
How the organisation carries out its mission and
progressively moves towards a destination
progressively moves towards a destination
��Purpose:
Purpose:
––Establishing personal fulfillment and meaning in the
Establishing personal fulfillment and meaning in the
organisation
organisation’’ s vision, mission, and goals
s vision, mission, and goals
��Alignment:
Alignment:
––Relationship between individuals
Relationship between individuals’’attitudes, drives,
attitudes, drives,
dreams, goals, and abilities and the needs of the
dreams, goals, and abilities and the needs of the
organisation
organisation
Source:
Source: ““ Here Today, Here Tomorrow
Here Today, Here Tomorrow””Gregory P Smith
Gregory P Smith
31
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Leadership Competencies
Leadership Competencies
�Team orientation
�Flexibility
�Intuition
�Ability to “teach”others
�Enthusiasm
�Problem-solving
�Tactical vision
�Ability to learn quickly
�Manage change
�Manage and sell ideas
�Strategic vision
�Provide purpose and values
�Lead by example
�Create change
�Innovation
�Create a charged work
environment
�Communication skills
�Ability to remove barriers and
obstacles
�Ability to unlearn
�Sense of humour
Management
Management
Leadership
Leadership
Competencies M
anagers Need Today
Source:
Source: ““ Here Today, Here Tomorrow
Here Today, Here Tomorrow””
32
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Strategy
Strategy
��Analysis
Analysis
––Perception Analysis
Perception Analysis
––Strategic Alignment Analysis
Strategic Alignment Analysis
––Performance Analysis
Performance Analysis
�Organisational Systems
�Management Systems
�Physical and Technical Systems
�Human and Social Systems
––Intervention Analysis and Selection
Intervention Analysis and Selection
––Feasibility Analysis
Feasibility Analysis
��Design
Design
��Develop
Develop
��Implement
Implement
��Evaluate
Evaluate
33
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Talent Strategy
Talent Strategy
��Organisational Strategy, Goals and Activities
Organisational Strategy, Goals and Activities
––Mission, Purpose, Values
Mission, Purpose, Values
––Goals, Objectives, Projects
Goals, Objectives, Projects
��Organisational Structure and Roles
Organisational Structure and Roles
––Functional
Functional
––Product
Product
––Customer
Customer
––Geographic
Geographic
––Mixed
Mixed
––Meet organisation and career management needs
Meet organisation and career management needs
��Performance Management
Performance Management
––BSC
BSC
––Aligned with organisational goals and objectives
Aligned with organisational goals and objectives
��Competency Management
Competency Management
––Competency
Competency ““ Inventory
Inventory””
––Identify
Identify ““mission critical
mission critical ””competencies
competencies
34
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Talent Strategy
Talent Strategy
��Strategic Workforce Planning
Strategic Workforce Planning
––Next 12 months, and next 5 years
Next 12 months, and next 5 years
––Identify problem areas
Identify problem areas
��Staffing and Acquisition Strategy
Staffing and Acquisition Strategy
––Recruitment and Selection
Recruitment and Selection
––Engagement and Retention
Engagement and Retention
––Sourcing (permanent, contract, temporary, outsource)
Sourcing (permanent, contract, temporary, outsource)
��Learning and Development Strategy
Learning and Development Strategy
––Individual Development Plans
Individual Development Plans
––Development
Development ““ programs
programs””(leadership, role specific, technology specific)
(leadership, role specific, technology specific)
��Career Management Strategy
Career Management Strategy
––Career Paths (management, technical, cross
Career Paths (management, technical, cross-- functional)
functional)
––Coaching and Mentoring
Coaching and Mentoring
��Compensation Strategy
Compensation Strategy
––““ Fair
Fair”” , competitive basic remuneration
, competitive basic remuneration
––Organisational
Organisational --performance incentive bonus
performance incentive bonus
––Strategic alignment performance incentive bonus
Strategic alignment performance incentive bonus
��Benefits Strategy
Benefits Strategy
––By Age, Gender, Culture
By Age, Gender, Culture
––Flexibility, Versatility
Flexibility, Versatility
35
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Scope IT Staff Retention
Scope IT Staff Retention
��Alignment with
Alignment with
organisational strategy
organisational strategy
��Flow
Flow
��Alignment between
Alignment between
elements
elements
��Flexibility
Flexibility
��Frequency of Review
Frequency of Review
36
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
What do IT employees W
ant?
What do IT employees W
ant?
��Strategic Clarity
Strategic Clarity
––Understand the
Understand the ““big picture
big picture””and how it influences their work
and how it influences their work
and growth
and growth
––Understand the organisation
Understand the organisation’’ s expectations
s expectations
��Adequate Development Opportunities
Adequate Development Opportunities
––Development opportunities
Development opportunities ––Training, Workshops, Seminars
Training, Workshops, Seminars
––Tuition reimbursement
Tuition reimbursement
––Performance feedback and coaching / mentoring
Performance feedback and coaching / mentoring
��Career Advancement
Career Advancement
––Opportunities for growth
Opportunities for growth
––Research and Development opportunities
Research and Development opportunities
��Financial Rewards
Financial Rewards
––Fair remuneration
Fair remuneration
––Pay for
Pay for ““ team
team””success
success
––Pay for organisational success
Pay for organisational success
37
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
What do IT employees W
ant?
What do IT employees W
ant?
��Work/life Balance
Work/life Balance
––Solid working relationships
Solid working relationships
––Family and team
Family and team-- oriented environment
oriented environment
––Sabbaticals
Sabbaticals
––Flexible work days / work hours
Flexible work days / work hours
––Telecommuting
Telecommuting
��Influence/autonomy
Influence/autonomy
––Involvement in decision
Involvement in decision-- making processes
making processes
��Opportunity for Career Self
Opportunity for Career Self-- Management
Management
––““ Room
Room””to do their job
to do their job
��Professional Satisfaction
Professional Satisfaction
––Appreciation for their ideas and suggestions
Appreciation for their ideas and suggestions
––Challenge with responsibility
Challenge with responsibility
––Challenging work
Challenging work
38
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Drivers of Business Value
Drivers of Business Value (*)(*)
��Performance Management
Performance Management
––More than Performance Appraisal
More than Performance Appraisal
––All processes that align, coach, assess and develop people
All processes that align, coach, assess and develop people
––Central to success of Talent Management
Central to success of Talent Management
��Coaching
Coaching
––Internal and/or External
Internal and/or External
��Competency Management
Competency Management
––Job Descriptions
Job Descriptions
––Competency definitions
Competency definitions
––Assessment of what drives performance and potential
Assessment of what drives performance and potential
��Sourcing and Recruiting
Sourcing and Recruiting
––Identify
Identify ““critical
critical ””jobs
jobs ––most impact on achieving goals
most impact on achieving goals
––Assess skills and identify gaps in these roles
Assess skills and identify gaps in these roles
––Forecast requirement for skills in the future
Forecast requirement for skills in the future
��Learning and Development
Learning and Development
––Function
Function-- driven programs
driven programs
––Blended learning (collaboration, learning on demand, assessment,
Blended learning (collaboration, learning on demand, assessment,
simulations
simulations
(*) (*) Bersin
Bersin& Assoc
& Assoc ““High
High-- Impact Talent Management
Impact Talent Management
39
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Workshop Discussion
Workshop Discussion
““ Here today, here tomorrow
Here today, here tomorrow”” . Greg Smith
. Greg Smith
��We:
We:
––identify jobs with highest turnover and
identify jobs with highest turnover and
investigate why.
investigate why.
––Conduct post
Conduct post --exit interviews 30 to 90 days
exit interviews 30 to 90 days
after exit to establish REAL reasons for
after exit to establish REAL reasons for
leaving
leaving
––Hold managers accountable for department
Hold managers accountable for department
turnover
turnover
––Reward managers for high retention
Reward managers for high retention
––Have good orientation programs for new
Have good orientation programs for new
recruits
recruits
––Go out of our way to communicate with
Go out of our way to communicate with
employees
employees
More than 2 No
More than 2 No’’ s
s ––
you need to get serious about retention!
you need to get serious about retention!
Yes No
Yes No
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
40
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Workshop Discussion
Workshop Discussion
��Participants all agreed
Participants all agreed --problems sourcing and
problems sourcing and
retaining good IT skills
retaining good IT skills
��Skills
Skills ““poaching
poaching””a problem, especially BEE talent
a problem, especially BEE talent
��Some have tried different strategies, others battling
Some have tried different strategies, others battling
with
with ““corporate
corporate””policies
policies
��The Gen
The Gen YsYsare VERY different to Baby
are VERY different to Baby-- boomers and
boomers and
Gen Xs, they want:
Gen Xs, they want:
––Technology gadgets and gizmos
Technology gadgets and gizmos
––Shopping vouchers
Shopping vouchers
��Some working with
Some working with SETAs
SETAs, mainly at
, mainly at ““ entry
entry””level
level ––
problems with
problems with ““growing
growing””people within the organisation
people within the organisation
��CSSA is introducing a
CSSA is introducing a ““Professional
Professional ””qualification later
qualification later
in 2007
in 2007 ––watch out for this. Could be used as
watch out for this. Could be used as
““ internship
internship””with
with SETAs
SETAs..
41
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
What Companies Should Do!
What Companies Should Do!
��Talent mindset at ALL levels
Talent mindset at ALL levels
��Create an Employee Value Proposition
Create an Employee Value Proposition
(EVP)
(EVP)
��Recruit great talent CONTINUOUSLY
Recruit great talent CONTINUOUSLY
��Grow great leaders
Grow great leaders
��Differentiate and Affirm
Differentiate and Affirm
––Top performers
Top performers
––Low performers
Low performers
McKinsey & Co
McKinsey & Co ““The War for Talent
The War for Talent ””
42
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Talent Mindset Maturity
Talent Mindset Maturity
��Superior talent at all levels is single most import
Superior talent at all levels is single most import way to win
way to win
in future
in future
��Talent Management has
Talent Management has same or more attention
same or more attentionas
as
budgets or operations issues
budgets or operations issues
��Spend 30%
Spend 30%-- 40%
40%time on strengthening talent pool
time on strengthening talent pool
��Management is responsible
Management is responsiblefor strengthening respective
for strengthening respective
talent pools
talent pools
��EVP
EVPattracts talented people to the organisation
attracts talented people to the organisation ––and
and
keeps them
keeps them
��Culture
Cultureof candid feedback and helpful coaching
of candid feedback and helpful coaching
��Aggressive recruitment
Aggressive recruitmentat all levels
at all levels
��Award top performers
Award top performerswith highly developmental job
with highly developmental job
experiences, differentiated compensation, mentoring.
experiences, differentiated compensation, mentoring.
��Development plans for
Development plans for core performers
core performers
��Talent Review process
Talent Review processthroughout organisation
throughout organisation
��Take
Take ““concrete
concrete””actions
actions––promotions
promotions ↔↔forced attrition
forced attrition
��Believe strengthening talent pool creates huge impact
Believe strengthening talent pool creates huge impact ––
take courageous actions
take courageous actionsto do so.
to do so.
McKinsey & Co
McKinsey & Co ““The War for Talent
The War for Talent ””
Yes No
Yes No
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
__ __
43
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Employment Value Proposition
Employment Value Proposition
��EVP = the sum of everything
EVP = the sum of everything
the people in the company
the people in the company
experience and receive while
experience and receive while
they are a part of the
they are a part of the
organisation.
organisation.
��The balance between what an
The balance between what an
employee receives in return
employee receives in return
for their performance on the
for their performance on the
job.
job.
��The organisation
The organisation’’ s s ““brand
brand”” ..
��The
The ““promise
promise””that the
that the
company makes to
company makes to fullfill
fullfillthe
the
needs, expectations and
needs, expectations and
dreams of it
dreams of it’’ s employees.
s employees.
��Different attitude to
Different attitude to
employer/employee
employer/employee
relationship
relationship
��Differs within roles and areas.
Differs within roles and areas.
44
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Employment Value Proposition
Employment Value Proposition
We have a distinctive EVP that
attracts and retains talented
people
We have a strong value
proposition that attracts
customers
We think of our people as
volunteers and know we have to
try to deliver on their dreams to
keep them
We expect people to pay their
dues and work their way up the
line to get top jobs and big
money
EVP
Every manager is responsible
and accountable for attracting,
developing, exciting, and
retaining talented people.
HR is responsible for people
management: recruiting,
compensation, performance
review, succession planning
Having the right talent throughout
the organisation is critical source
of competitive advantage
Having good people of one of
many important performance
levers
Talent Mindset
The New W
ay
The New W
ay
The Old W
ay
The Old W
ay
©©McKinsey & Company, 2001
McKinsey & Company, 2001
45
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Employment Value Proposition
Employment Value Proposition
We award top performers with
opportunities and recognition. We
develop and nurture core
performers to raise their game, or
we move them out (or aside).
Differentiation undermines
teamwork
Differentiation
Development is crucial to
performance and retention …and
it can be institutionalised.
Development happens when you
are fortunate enough to get a
really good boss
Development happens through a
series of challenging job
experience and candid, helpful
coaching
Development is training
Growing leaders
We hire at all levers and look for
talent in every field
We hire at entry levels only
Recruiting is more like marketing
and selling: it’s a key responsibility
of all managers.
Is like purchasing: it’s about
picking the best from a long line of
candidates
Recruiting
The New W
ay
The New W
ay
The Old W
ay
The Old W
ay
©©McKinsey & Company, 2001
McKinsey & Company, 2001
46
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Employment Value Proposition
Employment Value Proposition
•Engaged e
mplo
yees w
ith a
positiv
e "
can d
o"
entr
epre
neuri
al spir
it
•Em
plo
yees s
upport
ive o
f continuous
impro
vem
ent
who e
mbra
ce a
nd u
nders
tand a
culture
that
utilizes S
ix S
igm
a a
s t
he "
way w
e
work
"
•Team
pla
yers
willing t
o c
hange,
adapt,
be
accounta
ble
and t
ake o
wners
hip
in o
rder
to
enhance s
erv
ices
•In
div
iduals
with s
kills
, know
ledge,
experi
ence
and a
willingness t
o s
hare
them
with o
thers
•Exceptional ju
dgm
ent
and t
he a
bility t
o t
reat
all
people
, patients
, vis
itors
, co-w
ork
ers
, w
ith
respect
and d
ignity c
onsis
tent
with "
Follow
the
Gold
en R
ule
"
•Em
plo
yees w
illing t
o e
xceed j
ob e
xpecta
tions,
learn
new
technolo
gie
s a
nd u
nders
tand a
nd
support
the m
issio
n,
vis
ion,
valu
es a
nd s
trate
gic
in
itia
tives o
f th
e o
rganiz
ation
•A f
aith-b
ased o
rganiz
ation w
ith a
wort
hy m
issio
n
and a
pro
ud t
raditio
n
•A c
hallengin
g a
nd s
tim
ula
ting w
ork
envir
onm
ent
cente
red a
round m
eanin
gfu
l w
ork
with t
imely
open a
nd h
onest
com
munic
ation
•A c
ollabora
tive t
eam
envir
onm
ent
and
em
pow
ere
d e
mplo
yees v
alu
ed f
or
their
entr
epre
neuri
al spir
it
•Im
pro
vem
ent
in t
echnolo
gy a
nd p
rocesses
thro
ugh t
he c
ontinuous a
ssessm
ent
of
pro
ducts
and u
tilization o
f Six
Sig
ma -
A n
ational le
ader
in
Six
Sig
ma t
rain
ing a
nd e
ducation
•Sala
ry,
rew
ard
s,
benefits
and e
ducation b
ased
on indiv
idual m
eri
t and p
erf
orm
ance
•A p
roactive a
nd s
upport
ive a
dm
inis
tration t
hat
encoura
ges a
culture
of
mutu
al re
spect
and
develo
pm
ent
of
skills
that
em
plo
yees c
an u
se
thro
ughout
their
care
er
What We Expect from You
What You Can Expect from Us
47
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Organisational Effectiveness + Employee Satisfaction
Organisational Effectiveness + Employee Satisfaction
��A clear, compelling and well
A clear, compelling and well --
communicated strategy
communicated strategy
��An innovative environment that is low
An innovative environment that is low
in bureaucracy
in bureaucracy
��Challenging work assignments that
Challenging work assignments that
enable employees to grow their
enable employees to grow their
capabilities
capabilities
��Rewards based, in part, on how well
Rewards based, in part, on how well
the organisation performs.
the organisation performs.
Center for Effective Organisations
Center for Effective Organisations
48
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
10 Steps to Successful Talent Strategy
10 Steps to Successful Talent Strategy
��Create and communicate a clear and compelling strategy
Create and communicate a clear and compelling strategy
and vision for the company
and vision for the company
��Identify the core capabilities needed to excel at this
Identify the core capabilities needed to excel at this
strategy and continuously improve performance (acquire
strategy and continuously improve performance (acquire
––develop)
develop)
��Seek the best sources of these skills
Seek the best sources of these skills ––globally
globally ––and offer
and offer
opportunities to advance and contribute
opportunities to advance and contribute
��Understand the factors that are most important in
Understand the factors that are most important in
attracting, retaining, and engaging individuals with these
attracting, retaining, and engaging individuals with these
key capabilities
key capabilities
��Recognise
Recognisethat different groups of employees want
that different groups of employees want
different things from work, and that priorities are likely to
different things from work, and that priorities are likely to
shift as they get older
shift as they get older
Center for Effective Organisations
Center for Effective Organisations
49
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
10 Steps to Successful Talent Strategy
10 Steps to Successful Talent Strategy
��Create multiple career paths (technical, rotational, new
Create multiple career paths (technical, rotational, new
internal ventures, etc.)
internal ventures, etc.)
��Create individual development opportunities to build the
Create individual development opportunities to build the
capabilities that create maximum value for employees and
capabilities that create maximum value for employees and
the company
the company
��Hold employees and management accountable for
Hold employees and management accountable for
meeting development objectives and sharing the
meeting development objectives and sharing the
knowledge they gain with the organisation
knowledge they gain with the organisation
��Tie rewards and recognition to organisational and team
Tie rewards and recognition to organisational and team
performance and enhancement of skills
performance and enhancement of skills
��Seek opportunities to rapidly enhance the company
Seek opportunities to rapidly enhance the company’’ s s
talent through strategic acquisitions, recognising that they
talent through strategic acquisitions, recognising that they
need to be managed differently to
need to be managed differently to ““traditional
traditional ””acquisitions
acquisitions
Center for Effective Organisations
Center for Effective Organisations
50
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
8 Elements of High
8 Elements of High-- Retention Companies
Retention Companies
1.1.Clear sense of direction and purpose
Clear sense of direction and purpose
2.2.““ Caring
Caring””management
management ––Leadership!!
Leadership!!
3.3.Flexible benefits
Flexible benefits ––adapted to individual
adapted to individual
needs
needs
4.4.Open communication
Open communication
5.5.Charged work environment
Charged work environment
6.6.Performance management
Performance management
7.7.Reward and recognition
Reward and recognition
8.8.Training and development
Training and development
““ Here today, here tomorrow
Here today, here tomorrow”” . Greg Smith
. Greg Smith
51
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Roadmap to Employee Engagement
Roadmap to Employee Engagement
��Enhance Leadership
Enhance Leadership
––Have a vision
Have a vision
––Communicate clearly and persuasively
Communicate clearly and persuasively
––Be consistent in achieving the vision
Be consistent in achieving the vision
��Protect Reputation
Protect Reputation
Effective Communication > Engaged
Effective Communication > Engaged
Employees > Loyal Customer >
Employees > Loyal Customer >
Improved Profitability
Improved Profitability
Article: Any Parsley
Article: Any Parsley
52
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
IES Diagnostic Tool
IES Diagnostic Tool
Source: IES
Source: IES
53
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
10 C
10 C’’ s of Employee Engagement
s of Employee Engagement
��Connect
Connect––If employee relationship with
If employee relationship with
manager is not good
manager is not good ––nothing else will
nothing else will
matter!
matter!
��Career
Career––Provide challenging and meaningful
Provide challenging and meaningful
work with opportunities for career
work with opportunities for career
advancement
advancement
��Clarity
Clarity––Communicate a clear vision, goals
Communicate a clear vision, goals
and objectives
and objectives
��Convey
Convey––Establish processes and
Establish processes and
procedures that help and provide feedback on
procedures that help and provide feedback on
performance
performance
��Congratulate
Congratulate––Acknowledge, acknowledge,
Acknowledge, acknowledge,
acknowledge
acknowledge
Ivey Management Services
Ivey Management Services
54
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
10 C
10 C’’ s of Employee Engagement
s of Employee Engagement
��Contribute
Contribute ––Enable employees to feel
Enable employees to feel
involved and valued
involved and valued
��Control
Control––Create opportunities for influence,
Create opportunities for influence,
autonomy and self
autonomy and self-- management
management
��Collaborate
Collaborate--Build a strong team culture
Build a strong team culture
��Credibility
Credibility––Ensure management maintains
Ensure management maintains
company
company’’ s reputation and demonstrates high
s reputation and demonstrates high
ethical standards
ethical standards
��Confidence
Confidence––Create confidence in the
Create confidence in the
company by example and high performance
company by example and high performance
credibility and standards
credibility and standards
Ivey Management Services
Ivey Management Services
55
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Measuring Employee Engagement
Measuring Employee Engagement
I know what is expected of me in my job
I have the materials and equipment I need to do my job well
My manager is fair
My manager values me as much as he or she values our customers
Promotions are handled fairly
Basic Job
People in my work group are protected from health and safety issues
I am aware of career opportunities in our company that are appropriate to my
interests and abilities
My manager helps me with my development needs and career progress
My manager actively listens to me and is open to my suggestions and concerns
Our recognition system promotes both individual and team performance
Growth and Development
My work gives me a feeling of personal accomplishment
I understand my company’s long-term goals and priorities
I would recommend my company as one of the best places to work
When management tells us they will do something, they do it
Senior management gives employees a clear picture of the direction in which the
company is headed
Organisational Commitment
There is co-operation between my work group and other work groups in the
company
56
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Implementing a High
Implementing a High-- Retention W
orkplace
Retention W
orkplace
1.1.Hold People Accountable
Hold People Accountable
��Supervisors accountable for department
Supervisors accountable for department
��HR accountable for supervisor training
HR accountable for supervisor training
2.2.Assess the Organisation
Assess the Organisation
��Regular, informal by supervisor
Regular, informal by supervisor
��Twice
Twice-- yearly, formal, written
yearly, formal, written
3.3.Measure what is Important!
Measure what is Important!
��Performance
Performance
��Engagement
Engagement
��Turnover
Turnover
““ Here today, here tomorrow
Here today, here tomorrow”” . Greg Smith
. Greg Smith
57
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Implementing a High
Implementing a High-- Retention W
orkplace
Retention W
orkplace
4.4.Increase employee Ownership and Involvement
Increase employee Ownership and Involvement
��Participation and sharing
Participation and sharing
5.5.Build Relationships and Create a Positive First
Build Relationships and Create a Positive First
Impression
Impression
��Begins in the first week of employ
Begins in the first week of employ
�Preparation
�Orientation
�Introduction
6.6.Devise Intervention Strategies
Devise Intervention Strategies
��No Surprises!
No Surprises!
��Limit counteroffers (32% leave within 6 months)
Limit counteroffers (32% leave within 6 months)
��Keep the door open
Keep the door open
��Postmortem
Postmortem
““ Here today, here tomorrow
Here today, here tomorrow”” . Greg Smith
. Greg Smith
58
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Parting Thought
Parting Thought
““ Great organizations achieve sustainable growth and
Great organizations achieve sustainable growth and
profits because they do what other organizations don't:
profits because they do what other organizations don't:
they maximize the innate, individual talents of their
they maximize the innate, individual talents of their
employees to connect with customers
employees to connect with customers..
They know that tapping the resources of humans is the
They know that tapping the resources of humans is the
only remaining area where significant improvements can
only remaining area where significant improvements can----
and do
and do----lead to an unlimited source of competitive
lead to an unlimited source of competitive
advantages.
advantages. ””
Curt Coffman, Gabriel Gonzalez
Curt Coffman, Gabriel Gonzalez-- Molina, in
Molina, in Follow this Path
Follow this Path 2002
2002
59
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
About
About TalentAlign.com
TalentAlign.com
��Alignment of IT Talent Strategy with
Alignment of IT Talent Strategy with
Organisational Strategy
Organisational Strategy
––““ Free to View
Free to View””
�Articles
�Presentations
�Research
�Workshops
––Revenue Generating
Revenue Generating
�+120 Role Profiles
�IT Role Progression Matrix
�Competency Framework
�Competency Management System
�Consulting Services
60
Aligning
Aligning
IT Talent
IT Talent
Strategy
Strategy
with
with
Organisational
Organisational
Strategy
Strategy
••Performance
Performance
Improvement
Improvement
••Organisation Design
Organisation Design
••Strategic Workforce
Strategic Workforce
Planning
Planning
••Talent Management
Talent Management
••Competency
Competency
Management
Management
••Career Management
Career Management
••IT Role Descriptions
IT Role Descriptions
www.talentalign.com
www.talentalign.com
© TalentAlign.com
(2007), except where otherw
ise acknowledged
Contact Details
Contact Details
Gail
Gail Sturgess
Sturgess
083 654 6480
083 654 6480