200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction...

60
1 Gail Gail Sturgess Sturgess 29 29 th th May 2007 May 2007 IT Talent Attraction and Retention IT Talent Attraction and Retention Workshop Workshop

Transcript of 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction...

Page 1: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

1

Gail

Gail Sturgess

Sturgess

2929ththMay 2007

May 2007

IT Talent Attraction and Retention

IT Talent Attraction and Retention

Workshop

Workshop

Page 2: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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!!!!

Page 3: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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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

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

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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

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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

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

Page 6: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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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

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

Page 7: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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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

Page 8: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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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

Page 9: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

9

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

Page 10: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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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 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

Page 11: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 12: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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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

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%

Page 13: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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!

Page 14: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 15: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 16: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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””

Page 17: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 18: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 19: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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?

Page 20: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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””

Page 21: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 22: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 23: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 24: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 25: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 26: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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)

Page 27: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 28: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 29: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 30: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 31: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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””

Page 32: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 33: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 34: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 35: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 36: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 37: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 38: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 39: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

Page 40: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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..

Page 41: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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 ””

Page 42: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

__ __

Page 43: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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.

Page 44: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 45: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 46: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 47: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 48: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 49: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 50: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 51: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 52: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 53: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 54: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 55: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 56: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 57: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 58: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 59: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

Page 60: 200705 IT Talent Attraction and Retention Workshop · 1 Gail Sturgess 29 th IT Talent Attraction and Retention Workshop Workshop May 2007 May 2007

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

[email protected]

[email protected]