IHRM 2016 HR CONGRESS...IHRM 2016 HR CONGRESS 11 THAND 13 MAY 2016 AT SAROVA WHITESANDS RESORT &...
Transcript of IHRM 2016 HR CONGRESS...IHRM 2016 HR CONGRESS 11 THAND 13 MAY 2016 AT SAROVA WHITESANDS RESORT &...
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IHRM 2016 HR CONGRESS
11TH AND 13TH MAY 2016 AT
SAROVA WHITESANDS RESORT & SPA, MOMBASA
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Talent Evolution-
Developing Talent Strategy
for the Networked age
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Learning Objectives
By the end of this
presentation,
participants will
be able to:
We are struggling to attract and retain millennials
Structures that can keep the networked employee at work
Retention Programs for the networked employee
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The Changing Landscape of
WorkFor the first time
in recent history,
workplace
demographics
now span five
generations.
This comes with both
challenges and
opportunities!
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5 Generations Working
Together
George Dearing (2004) Is the Generation Gap in the Office Overblown? Downloaded from http://www.workintelligent.ly/workstyle/demographics/2014-5-2-generation-gap-office-overblown/
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The three
revolutions that got
us here
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Digital Revolution 1: Broadband Internet
(85%) and Broadband at home (66%)
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Revolution 2: Mobile – 89% of adults
331.6
Total U.S.
population:
315.5 million
2011
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9%
49%
67%
76% 87%
92%
7%8%
25%
48%
61%68% 73%
6%4%
25%
47%
49% 57%
1%
11%
7%13%
26%
29%38%
0%
20%
40%
60%
80%
100%
2005 2006 2007 2008 2009 2010 2011 2012
Digital Revolution 3
Social networking – 59% of all adults
18-29 30-49 50-64 65+
% of internet users 86%
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Impact on knowledge workers
and their constituents
The world is full
of networked
individuals
using (lots of)
networked
information
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Impact on knowledge workers and
their constituents
There is an imperativeto share and be “on the
grid”
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Impact on knowledge workers
and their constituents
Attention
Is
reallocated
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Real-time info, just-
in-time searches
change the
process of
acquiring and
using information
… be ready for
your closeup
Impact on knowledge workers
and their constituents
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Impact on knowledge workers
and their constituents
Influence is
migrating
from
organizations
to networks
and new
“experts”
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Impact on knowledge workers
and their constituents
All
organizations
are under
more scrutiny
…
transparency
is a new
marker of trust
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Generic Workplace Needs
Guess what?
People generally want the
same things: To be respected
To be recognized for
a job well done
To be coached
To be consulted
To be connected
They just want them delivered
in different packages!
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Traditional talent management is
not up to the challenge
Deficiencies
• Minimal alignment with business strategy
• Less effective given labor market realities
• Does not maximize the “yield”
RetainDevelopAcquire
Heavy reliance on
external recruitment to
meet immediate needs
Driven by compensation
benchmarks and
surveys
Largely a function of
training expenditures
Deploy
Assignments for
“A” Players
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2. Deploy 1. Develop
3. Connect
Acquire Retain
ConnectCreate networks and high-
quality relationships that
maximize performance
Develop Build capability
through on-the-
job learning
Deploy Broaden and
deepen capability
through stretch
assignments
A new model focuses on develop,
deploy, connect
Advantages
• Focused on productivity of critical talent
• Creates dividends for acquisition and
retention
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Find out what motivates them
Find out what would cause them to
leave the organization
Treat them as they want to be
treated
People work for people not a
company
Hire the best person for the job
Equip people with the necessary
skills
Adapted from: Recognition
Management Institute, 2000
Recruiting Tips
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Recognition is personal. Find out preferences for type of recognition.
Recognition is about people and relationships, not things.
Learn to say and show “thank you” in many different ways.
Demonstrate that you trust people
Making time for recognition is simply a choice.
Adapted from: Recognition Management Institute, 2000
Recognition Tips
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Make more time for orientation of new people
Communicate goals clearly
Demonstrate respect for the lives of others
outside of the workplace
Ask people how they learn best.
When people ask for the tools to do their work,
give them the tools.
Provide the latest technology as monies permit.
Expect, plan for personal and professional
development.
Communicate about how well they are doing
and where they can improve.
Set goals and help with the plan to achieve
them.
Adapted from: Recognition Management Institute, 2000
Retention Tips
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Video: There are challenges ahead
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• Tiffany Shlain, director of the film
Connected
“The key will be valuing when to be present
and when to unplug. The core of what
makes us human is to connect deeply, so
this always will be valued. Just as we lost
oral tradition with the written word, we will
lose something big [in this change], but
we will gain a new way of thinking.
As Sophocles once said, ‘Nothing vast
enters the life of mortals without a curse.”
Closing thoughts from the report
on the hyperconnected
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Can this be the next
Generation of
Networked Age?
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References:
Craig R. Gill, Deloitte & Touche USA LLP, ISE/ CHRMS Breakfast Seminar, October 20, 2006. Building a Sustainable Leadership and Talent Management Strategy
www.scouting.org/filestore/.../GenerationalDiversityintheWorkplace.ppt
Craig R. Gill, Deloitte & Touche USA LLP, ISE/ CHRMS Breakfast Seminar, October 20, 2006. Building a Sustainable Leadership and Talent Management Strategy
Terri Manning, Bobbie Everett, Cheryl Roberts. The Millennial Generation:
A Blessing or Curse for the Workforce. A Study Funded by the Workforce Development Board
Dr Dallas L. Holmes, (Adapted and Development by)-Extension Specialist Diversity and Civil Rights. Tools for Understanding the Extension Multigenerational Workplace
AARP Employer Training. Managing the Generations at Work-maroon_Eds_final
Joan Oliver - Managing Multiple Generations. Joan Oliver - Managing Multiple Generations
Boston college center for work and family (2008). The Multi-generation workforce. Management Implications and Strategy for Collaboration.
Lee Rainie (2012). Networked and Hyperconnected the New Social (and Work) Operating System. National Conference of State Legislators, October 11, 2012.