the future of talent development

TALENT

DEVELOPMENT

role of HR

Presented By:Tin Zan Kyaw

President & FounderDevice Consulting Group

[email protected]+959 5111 758

Introduction

How does that translate into best practices of Organizational Development?

1. Engage your employees in Training Programs

2. Nurture their Skills and Competencies

3. Focus on having a High Performance Organization

4. Implement a comprehensive Talent Development Program

Talent Development is preparing your employees for current and future SUCCESS.

”Talent hits a target no one else can hit. Genius hits a target no one else can see.”- Arthur Schopenhauer

Importance of Talent Development

1. Increased Competitive Advantage

2. Rewarding Culture and Brand

3. Improved operational Efficiency

4. Financial Rewards

5. High Performing Organization

6. Employee Retention

Why is talent development important for organization?

Effective Talent Development

• Establish Talent Development Plan

• Make the most of what you have

• Target a small number of KPIs in the business

• Identify critical roles and critical talent

• Develop talent pathways and succession plans

• Focus time and energy on critical roles and people

How do we achieve effective talent development?

Performance Standards What should I be doing?

Execution Tracking How does the organization know what I’m doing?

Performance Feedback How do I know if I’m doing it right?

Answers

the

Salesman’s

Question

The Company Way The Tools

Performance Standards

Execution Tracking

Performance Feedback

Salesman Supervisor

•Performance Guides

•Sales and

Merchandising

Handbook

•Daily Performance

Report

•Record book

•Sales Performance

Board

•Development Checklist


Board

•Position Description

•Standards

•Weekly Performance

Report

•Record Book Analysis


Board

•Daily Supervision

•Team Meeting

•Daily Supervision


Board

DevelopmentHow are you dealing with your

middle and bottom performers?

AlignmentIs everyone in the company

100% aligned with the business strategy?

RetentionHave you identified top

performers and do you have a plan in place to keep them?

EngagementAre the employees fully

engaged and do they have the tools and resources to be 100%

effective doing their jobs?

TALENT

DEVELOPMENT

You have to maximize your employees’ value

There are four main areas that need to be addressed for Talent Development

Performance Improvement Arena

Development Planning Arena

“Should”

“Actual”

“Actual”

Time

Perf

orm

an

ce

IMPROVEMENT VS. DEVELOPMENT

THINKING DIFFERENTLY

Small changes to small things

a waste of time

Is This

Essential?

Small changes to big things

necessary, but frustrating

good, but need many

Big changes to big things

the key to growth

Noâ

Necessary Â

VITAL Â Â

How do we do it?High Performance Leadership means ...

Individual Practice and Mindset

Transforming the organization and aligning the people in

order to dramatically improve the business and sustain long-

term momentum

HIGH PERFORMANCE BEHAVIORS

1. Provides a clear vision

2. Thinks outside the box

3. Creates an aligned team

4. Builds a strong, empowered organization

5. Set and maintains high standards

6. Demonstrates integrity

High Performance Results (The Acid Test)

1. Dramatic change

2. Developed and empowered employees

3. Sustained momentum

4. improved competitive/financial position

What is Talent Development?

• “Talent Development is a set of integrated organizational HR

processes designed to attract, develop, motivate, and retain

productive, engaged employees.

Five Levels of Talent Development

POSITION

PERMISSION

PRODUCTION

PEOPLE DEVELOPMENT

PERSONHOOD

Production

Permission

People Development

Position

People Development

Personhood

RightsPeople follow because they have to.NOTE: Your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and the lower the morale.

POSITION


Production

Permission

People DevelopmentPeople Development

Personhood

Position

Relationships

People follow because they want to.

NOTE: People will follow you beyond your

stated authority. This level allows work to be

fun.

PERMISSION


Production

Permission


Personhood

Position

Results

People follow because of what you have

done for the organization.

NOTE: This is where success is sensed by

most people. They like you and what you are

doing. Problems are fixed with very little

effort because of momentum.

PRODUCTION


Production

Permission


Personhood

Position

Reproduction

People follow because of what you have done

for them.

NOTE: This is where long-range growth occurs. Your

commitment to developing leaders will ensure

ongoing growth to the organization and to people.

Do whatever you can to achieve and stay on this

level.

PEOPLE DEVELOPMENT


Production

Permission


Personhood

Position

Respect

People follow because of who you are

and what you represent.

NOTE: This step is reserved for leaders who

have spent years growing people and

organizations. Few make it. Those who do are

bigger than life.

PERSONHOOD


What is Talent?

1. A person’s abilities

2. Skills, knowledge, experience, intelligence

3. Judgment, attitude, character, drive

4. Person ability to learn and grow

Why is Talent Development Fundamental?

Improve in current role or

reassign

Improve in current role

Bad hire/ replaceImprove in

current rolereconsider

Needs Development

MeetsExpectations

ExceedsExpectationsHigh

Low High

Limited

Growth

HighPOTENTIAL

P E R F O R M A N C E

Prepare for future role

Talent Metrics

• Underperformer• On an Action Contract• Exit if no improvement

within 3-months

• Typical “Joe Average”• Little ambition• Meets basic

requirements• Same job, same role

forever!

• Over performer but not ambitions

• At end of their “stretch”• Loves their job• Future holds same type of

role, same type of team

• Underperformer• Likely to be in wrong role• Crucial Conversation• Move out of role or

manage out of business!

• Meets all targets• Some potential for

growth • Provide training &

development opportunities

• Exceeds targets• Needs greater challenge• Provide development• Give “stretch” targets

• Underperformer but loads of potential

• Definitely in wrong role • Crucial Conversation• Move out of role or your

will lose this person

• Meets all targets • Demonstrates lots of

potential – likely candidate for promotion

• Develop & coach

• Top Talent• Strong candidate for

promotion• Include in strategic

initiatives• Provide special

development

9

6

3

8

5

2

7

4

1

Lots

Little / None

Average

Low (unacceptable) Med (acceptable) High (Exceeds objectives)

PO

TEN

TIA

L

Talent Metrics

Talent Metrics

1. High-potential talent (HiPo)

2. Candidate reactions

3. Employee engagement and retention

4. External hiring versus internal

5. High-performer turnover rate

1. BrandReputationBrandCorporate responsibility

2. LeadershipHigh Performance leadershipSenior leadership

3. PerformanceCareer opportunitiesLearning and developmentPerformance managementPeople managementRewards and recognition

4. The WorkCollaborationEmpowerment/autonomyWork tasks

5. The BasicsBenefitsJob securitySafetyWork environmentWork/life balance

6. Company PracticesCommunicationCustomer focusDiversity and inclusionEnabling infrastructureTalent and staffing

Fou

nd

atio

nD

iffe

ren

tiat

ors

Leadership

PerformanceBrand

CompanyPractices

The Work

The Basics

Engagement DriversEngagement

OutcomesBusiness

Outcomes

Say

Stay

Strive

1. TalentRetentionAbsenteeismWellness

2. OperationalProductivitySafety

3. CustomerSatisfactionNPSRetention

4. FinancialRevenue/sales growthOp. income/marginTotal shareholder return

Employee Engagement

The

Work Experience

Employee Engagement

Heart & Body

Relationship

Heart & Love

Copy and Development

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Benefits of Talent Development

1. Right person in the right Job

2. Retaining the top talent

3. Better hiring

4. Understanding employees better

5. Better professional development decisions

Doing easily what others find difficult is talent; doing what is impossible for talent is genius.- Henri Frederic Amiel

When it’s easy to make money, you have no incentive to think about development of talent.- Malcolm Gladwell

“ … companies define talent development largely as consisting of succession planning, high potential

identification and development, assessment and feedback, and career

planning/ development.”

Harvard Business Review

Career Plan & Opportunity

Assistant Mgr.

Store Manager

Asst. Area Mgr.

Area Manager

Dept. Manager

Dept. Manager

General Manager

Salesman

Systematic Approach to Talent Development

Talent Development Talent DevelopmentTalent Performance

Management

Succession Needs Analysis

Succession PlanningSuccessor

Performance Management

Talent Management Framework

Succession Management Framework

System Review and Improvement

System Review and Improvement

Talent Development Cycle

Company Talent

3 Types of EmployeesThose who know what is happening

– Educated, but not experience and skills

Those who don’t know what is happening

– No Education, experience and skills

Those who makes things happen

– Education, Experience and Skills

7 Biggest Challenges for Talent Chief

1.

Talent

Acquisition

2.

Career

Planning

3.

Employee

Engagement

4.

Talent

Retention

5.

Managing

Critical

Workforce

6.

Compensation

Package

7.

Leadership

Development

Top Workforce Challenges related to Talent Development

1. Attracting and retaining skilled professional workers

2. Developing manager capability

3. Retaining high performers

4. Developing succession pool depth

5. Addressing shortages of management or leadership talent

Critical Talent !!!

1. Experience

2. Knowledge

3. Education

4. Skills

5. Competency

Defines Talent as innate ability, aptitude, or faculty, especially when unspecified; above average ability

Talent !!!

talent is....... some combination of a sharp strategic mind, leadership ability, emotional maturity, communications skills, the ability to attract and inspire other talented people, entrepreneurial instincts, functional skills and the ability to deliver results

Talent DevelopmentTalent Development

– Concerned with enhancing the attraction, long-term development, and retention of key human resources

Effective Talent Development

Right People

Right Capabilities

Right Time

Right Place

“ Talent ” refers to

• individuals who have the capability to make a significant

difference to the current and future performance of the

company

Persona High Potential / Low Performance

High Potential / Medium Performance

High Potential / High Performance

Medium Potential / Low Performance

Medium Potential / Medium Performance

Medium Potential / High Performance

Low Potential / Low Performance

Low Potential / Medium Performance

Low Potential / High Performance

Talent Development Process

1. Workplace Planning

2. Talent Gap Analysis

3. Recruiting

4. Staffing

5. Education and Development

6. Retention

7. Talent review

8. Succession planning

ACQUISITION STEPS RESULTS

• Recruiting• Selection

• Training• Career planning• Succession

planning• Development• Performance

management

• Management talent

• Key job talent• Retention

Integrating the Four Key Elements of Talent Development

– Plan

Attract

Recruit

Assess Perform

– Develop

Retain

Challenges Facing Talent

Person - Job - FitPerson - Organization - Fit

Leaders are “seemingly ordinary people quietly producing extra ordinary results.”- James C. Collins

• Credible

• Respectful

• Approachable

• Team Player

• Highly Professional

Leader of the Future

1. Character

2. Courage

3. Communication

4. Collaboration

5. Compassion

6. Contribution

Recruitment

Coaching &

Mentoring

Human Asset Profiles

Career Development Plans

Core Values

Core Competencies

PerformanceImprovement

SelectionHuman Capital Strategy

Performance Management

Revenue Per Employee

Cost Per Employee

Profit Per Employee

10 Things That Require Zero Talent

1. Being on time

2. Work ethic

3. Effort

4. Body language

5. Energy

6. Attitude

7. Passion

8. Being Coachable

9. Doing Extra

10. Being prepared

Zero Talent Outages. Succession Not

Replacement. Becoming a Talent

Machine.

Thank You

Presented By:U Tin Zan KyawPresident & FounderDevice Consulting [email protected]+959 5111 758

mailto:[email protected]

the future of talent development

Leadership & Management