Talent Management, Acquisition and the Importance of Role Consultancy

March 5th, 2021 by dayat No comments »

Introduction

In all businesses today, aligning human resource management with business strategy has become an important element to succeed. Organisational restructuring, managing key resource requirements, performance management systems, career and succession planning have all been re-aligned to form synergy with the company’s overall business strategy.

With increased competition, changing workforce demographics, talent shortages and increased globalization, many organizations are now proactively studying leadership, demographic and economic trends, to prepare for their future workforce needs. HR departments are developing comprehensive workforce plans and talent management strategies centered on attracting, assessing, selecting, engaging, and retaining talent

The practice of Talent Management is more important in today’s economy than it has ever been. Now in the new millennium, we find ourselves in the talent age. In the new millennium the only unique asset that many companies have to maintain a competitive edge is their people. In the global market place and every industry around the world, it is the talent and its management that differentiates and sets the tone for success or failure
To achieve organizational goals, one must synchronize their business strategy and human capital strategy. Successful organisations have the right talent in place at all levels – people who look beyond the obvious and take the business into the future. The basis for ensuring this is an integrated approach to talent management.

Finding and keeping the right people has an enormous effect on one’s organization’s financial performance. Identifying these talents and hiring people whose talents are similar to those of top performers are crucial steps toward achieving individual and organizational success Talent management and leadership development remain the biggest Human Resources challenges. The two issues are rated “highly critical for success” Talent management means aligning talent strategies with organisational needs; attracting and selecting the right people, identifying and shaping their potential and fuelling their enthusiasm and commitment

Effective talent management is a critical business goal for all leading organisations in today’s economy. Human resource management is a process of bringing people and organizations together so that the goals of each other are met. The role of Human Resource manager is shifting from that of a protector and screener to the role of a planner and change agent. The knowledge age moved the basis of economic value to information assets through integrated communications and computer technology. Now the competitive battlefront is for the best people because they are the true creators of value. PEOPLE provide unique knowledge, an inherent component of the value-proposition that PEOPLE bring to an organization; knowledge gained through education, training, and experience. Investment in PEOPLE will position organizations for continual innovation in an increasingly diverse, competitive and ever-changing climate

Human capital is the most vital resource in any organization and also the most difficult to manage. Today the success of Human Resources professionals is directly linked to the quality of talent and its productivity and they are being held accountable to deliver on stringent and measurable performance metrices. Building a competitive talent pool is a function of attracting, engaging and retaining the right mix of competencies. Companies are also increasingly hiring employees whose personalities and values reflect those of the organization

Talent Management is more and more business critical to organizations, bringing with it, new visibility and challenges. For Human resources people, employees are the face of company’s brand and the most vital asset of one’s business. They drive organisation’s productivity and profitability. Aligning Talent Acquisition to the organization’s strategic objectives is imperative to the success of the organization and Human Resources tend to concentrate in recruiting those key people and focus their attention and resources on developing them. Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development.

It would be apt at this juncture to recapitulate on the nuances on Talent Acquisition and Recruitment

Recruitment and Talent Acquisition are used synonymously but there is quite a lot of difference between the two. Recruitment involves the process of filling up of the vacancies where as talent acquisition shows the strategic hiring of talent not only for the current requirement but also planning for future. McKinsey & Company (1997) that coined the term ‘the war of talent’, predicted that there is high demand for managerial talent in future. The survey report insisted on five elements for tapping the successful talent such as talent mindset, growing great leaders, employee value proposition, continuous top talent recruitment and differentiation. Hence the companies need to be forearmed to anticipate and determine the talents.

Recruiting- been viewed as a transactional, commodity based business function to fill job openings with qualified people. In contrast, Talent Acquisition is distinct elements of the Talent Management continuum, a proactive, strategic function, procuring talent for the organization’s value add. Talent Acquisition is no longer a silo in the human resource function, but collaboration with specialists from other functional areas within Talent Management to posture a company for talent who will evolve and become strategic partners within the organization. Talent Management/Acquisition asks: do we have a strategy in place to attract and retain qualified employees; do we know what business is in the pipeline, what the staffing needs are for the next six-twelve months, bill rates that determine potential candidate salaries, etc

On moving to a Talent Acquisition model there is a significant difference between those organizations that practice recruiting and those that have a talent acquisition practices

Recruiting- To identify & select a person for a position.
Talent – A special often creative, artistic or mental gift.
Acquisition – To gain possession of something as a result of effort or experience.

Strategic Talent Acquisition takes a long-term view of not only filling positions today, but also using the candidates that come out of a recruiting campaign as a means to fill similar positions in the future In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future. Recruiting is involved on the front end of the process; Talent Acquisition would be as a collaborative business partner. Aligning Talent Acquisition to the organization’s strategic objectives is imperative to the success of the organization

Role of Consultancy in Talent Acquisition and Talent Management.

The Talent Acquisition needs of companies are becoming more and more intricate – which means more focus and effort for proper functioning. Cross location, multiple skills, blend of technologies and personal attributes makes the hiring process a very involved effort

By outsourcing Talent Acquisition function, the organisation can focus on core business issues, while they have a reliable framework of Talent supply. This is a new emerging paradigm which is making a lot of companies tread this path. Nurturing Human Capital via Talent Management, would be the focus of Talent acquisition and recruitment. Recruitment Support includes activities from pre- and final- screening, interview management, Offer Management and Data Management. Recruitment is integral to talent management and requires considerable executive management mindshare. Recruiting is changing fast, with myriad challenges facing those responsible for attracting, hiring and retaining top talent.

The role of human resources has shifted within most leading organizations and Human Resource practitioners are now required to demonstrate value to the business. Talent acquisition platform can be configured to fit the size and structure of any recruiting organization Working closely with the business, Talent Acquisition Consultant- would manage all Experienced Hire Recruitment

Talent Acquisition Consultancy would work in cohesion and coordinate with the respective & assigned business function(s) to source, recruit and select the best Talent for the organiation

Talent Acquisition Consultancy – would work in the role of a partner to align strategies that would support business objectives and create processes, tools and cultures that attract, motivate, engage and retain strong, high-potential Talent.

Talent Acquisition Consultancy- with the background and exposure of global competence in executive recruiting, and also country specific knowledge; will be in position to play a critically important role in identifying high profile executives and recruiting top global talent. Talent Search Service would range from single assignment to regional or global and could include multiple positions in various locations

Talent Acquisition Consultancy Would Play A Significant Role In

Identifying Top/Senior level Talent for all business groups and be responsible for identification, recruitment and on-boarding of senior level leaders throughout the organization utilizing direct sourcing techniques including personal networking, online search, and leveraging internal tools and resources

Responsible for providing creative sourcing solutions to customers in a consultative role. Recruiting through a variety of sources, including Internet, professional associations, networking, advertisements, job fairs, university relations, etc. Function as a full business partner to develop staffing processes, identify business issues and recommend innovative solutions.

Find, assess, engage, hire, and on-board the highest quality candidates, especially in the critical skill areas. Assess candidate skills, background and fit so as to predict performance levels and styles with a high degree of accuracy.

Manage the full life-cycle of the recruiting process – Recruit / Source, contact, screen candidates.

Assess candidate’s competency to include job fit, motivational fit and culture fit.

Source, identify, and screen candidates to determine if their technical ability, attitude and personality make them a fit for the Client’s culture

Develop candidate talent pipelines through sourcing channels, recruitment campaigns, internet searches, networking groups, social media, database search

Talent Management

Once the Talent Acquisition process is completed the human resource professionals have to concentrate on the next level of Talent Management- Talent Development. It is necessary to develop the skills of the employees through Training and Development Talent Management in organizations is not just limited to attracting the best people from the industry but it is a continuous process that involves sourcing, hiring, developing, retaining and promoting them while meeting the organization’s requirements simultaneously

Talent Management, as the name itself suggests is managing the ability, competency and power of employees within an organization. The concept is not restricted to recruiting the right candidate at the right time but it extends to exploring the hidden and unusual qualities of one’s employees and developing and nurturing them to get the desired results. Hiring the best talent from the industry may be a big concern for the organizations today but retaining them and most importantly, transitioning them according to the culture of the organization and getting the best out of them is a much bigger concern

To achieve success in business, the most important thing is to recognize the talent that can accompany one in achieving one’s goal. Attracting them to work for you and strategically fitting them at a right place in your organization is the next step. It is to be remembered that placing a candidate at a wrong place can multiply one’s problems regardless of the qualifications, skills, abilities and competency of that person

Talent Acquisition and Talent retention are like the two sides of a coin that are critical in the human capital management. Innovative technologies are to be adopted to enhance the process of Talent Management. With the dynamic situation prevailing in the global employability status, the role of human resource managers is very imperative in maintaining the talent balance. Holistic cum participatory approach is to be followed for harnessing the real benefits of Talent Management system. The Talent Management system that acts as a driver to performance excellence has to be integrated with the rest of the areas in the company and through effective Talent Management strategy.

The practice of talent management would involve no of strategies used in the management of human capital resources and their application. We shall dwell on few critical issues that are imperative in the management of talent and their significance:- i. e for Talent Management Best Practices:-

Key points & factors

Talent Acquisition

Assessing organizational talent readiness and execution capability
Identifying talent gaps
Identifying mission critical positions
selection- identification- & recruitment- of right people
assessment- assessing competencies of apt profile
Retaining Talent

In the current climate of change, it’s critical to hold onto the key people. These are the people who will lead the organisation to future success, and the organisation can’t afford to lose them
Employees are more likely to join stay within an organization if they believe the prospects are good for longer-term career and leadership development

To realise this and to attract and retain Talent -Organisation need to have a

Workforce planning ·building a road map for implementation

Diversity programmes designed to develop, retain and promote diverse Talent

Career Planning- – scope of advancement in career for employees- their effort being valued and recognized-

Selecting Talent:- Management should implement proven Talent selection systems and tools to create profiles of the right people based on the competencies of high performers. It’s not simply a matter of finding the “best and the brightest,” it’s about creating the right fit – both for today and tomorrow.

Coaching and Mentoring- development of-new competencies.
Using development to drive business objectives
Building an effective development plan
Development of employees – for a elevated and key position
Developing processes for Succession Planning and Talent pipelines

Managing Succession: Effective organisations anticipate the leadership and Talent requirement to succeed in the future. Leaders understand that it’s critical to strengthen their Talent pool through succession planning, professional development, job rotation and workforce planning. They need to identify potential Talent and groom it.

The cost of replacing a valued employee is enormous. Organisations need to promote diversity and design strategies to retain people, reward high performance and provide opportunities for development.
It’s imperative to assess existing talent within the organization. Talented and ambitious people are more likely to stay with their current employer if they receive positive development, motivation and encouragement to reach their potential

Organisation need to focus on managing the needs of individual employees, in alignment with organizational objectives, while identifying and deploying top performers accordingly.

a) For the individual: Coaching and mentoring based on discovered needs.
b) For the work team: Identifying top performers, or “stars,” and capitalizing on their talent.
c) For the organization: Maximizing return on investment by putting the right person with the right skills in the right job at the right time

Identification & selection of – high performers- represent the requisite competencies of the organisation and also inspiration to others to follow suit.

Focusing on Core Talent

Companies are increasingly looking at bringing exceptional talent on board for those roles that are core to their business and·building a business case for inclusion in the organizations strategic policy
In an increasingly global business world, where teams work across borders, understanding different work cultures is the key to success.

In India, there is a high demand for good talent and hence a lot of attention is being given to retaining and engaging that talent. Retaining talent for Indian companies has become a key factor in their growth strategies.

We shall just give a brief sketeh of talent management systems adopted in an Indian organisation.

Mahindra and Mahindra — A US $12. 5 billion multinational group based in Mumbai, India, with more than 137,000 people in over 100 countries, in the business of utility vehicles, information technology, tractors, and vacation ownership- – created a robust Talent Management system to attract, nurture and promote employees.

Anand Mahindra, the group’s 57-year-old vice-chairman and managing director has been grooming some key leaders to replace the ageing stars. A Talent Management programme conceptualised in 2004 to chart out the succession plan for top executives, has already produced eight key leaders.

For the group, organisational restructuring posed the greatest challenge keeping in mind the changing dynamics in the business especially the tractor and automotive division. the re-alignment was necessitated by changing dynamics in the business environment. the objective was to grow leadership positions in the UV and tractor market and developing successful businesses in relatively new business areas like IT, financial services, realty and infrastructure development and also service industries like Time share (Club Mahindra). “Keeping in mind the new business objectives the challenge was to re-orient the human resource management towards these objectives. ”

To achieve these objectives the company began a full reassessment of organisation and management structure with the help of consultants like Mckinsey’s, Arthur Anderson and Korn Ferry. The outcome was, clear roles and responsibilities were identified and the competency required for each role was mapped. The officers went through individual assessments of competencies against the requirement of each role. External consultants as well as internal assessors ran assessment centres and each individual was then placed based on competency and role fitment

THE RETIREMENT OF ARUN NANDA (Executive Director – 2 Years ago) marked the beginning of the end of a long reign of stalwarts. New leaders are already rising and showing every sign that the group’s succession planning initiatives will help fill the void. Most are in their forties, rising rapidly and are being thrown into different roles in the group – clues that they are being groomed for greater responsibilities.

Many emerging leaders were inducted onto the group’s apex-decision making body Group Executive Board in 2010 in preparation for the retirement of six members on the board.

Anita Arjundas, the 44-year-old head of the real estate business and the lone woman member of the group executive board, mirrors the emergence of a quiet transition that is taking place inside the automobile-to-aviation group.

Conclusion.

Today, companies have become fiercely competitive when it comes to attracting and retaining Talent. The present scenario with abundant opportunities has triggered a wave of employees, perpetually “on the move”, forever seeking better opportunities whenever, wherever and however they can

Talented people want to be a part of something they believe in and not just a fat pay package. A culture of commitment is the key to employee retention- a culture that concentrates on vision, mission, values and ambitious goals to attract and hold on to talented people. This culture of commitment can only set in if there are guiding principles or core values that are of intrinsic importance to those in the organisation.

How To Grow A Self Managing Team

February 5th, 2021 by dayat No comments »

Growing a Self-Managing Team requires a unique set of skills not normally possessed by conventional team leaders. So what does it take to grow a Self-Managing Team?

Self-Managing Teams require considerable expertise from their leaders.

Six areas of capability are required:

• Belief and Commitment
• Continuous Improvement
• Team Empowerment
• Commercial Awareness
• Team Motivation
• Growth and Development

I shall examine each in turn below.

Beliefs and Commitment

Those that grow self-managing teams are almost ‘evangelical’ in their beliefs of the benefits of self-managing teams and their commitment to these beliefs. Why? The reason is that they have worked with the conventional ‘hands-on’ style of management and seen that it simply does not produce the best results. They have seen the blockages that this style of management creates for the organisation amongst which are:

- Managers operating too much in the day to day detail as ‘super technicians’.

- Insecure managers who won’t let go of control over everything their teams do.

- Managers failing to grow themselves into bigger thinkers who can make a difference to the business.

- Managers failing to engage all the talents of the organisation’s people to continuously improve results.

- Managers failing to grow their people to realise their potential and thus achieve the organisation’s potential.

- Managers standing in the way of change.

Realising the risks of conventional approaches to the management of people those that grow self-managed teams have become convinced that there must be a better way.

A way in which:

- The full potential of team members is released.

- Freedom to act replaces frustration with management control.

- Teams are equipped to make decisions and solve problems at their level to be more accountable, and visible for the achievement of results (with resultant increase in their job satisfaction and personal motivation).

- Personal growth and development is an everyday reality.

- Insecure managers obsessed with transactional leadership are replaced with transformational managers committed to step change.

- Managers are forced to grow out of their jobs to take on more responsibility giving room for others to move up.

Because of the difference they see in this way of working they will never go back. The personal rewards and the rewards of seeing others grow are too great. That is why their beliefs and commitment to self-managing teams is so strong.

Those strong in this area of growing self-managing teams have taken onboard these truths for themselves and their way of operating reflects these core beliefs.

Those weaker in this area are either unwilling to be persuaded or worse still are holding onto a paradigm of the role of management that will eventually end in heartache for them and their people.

Continuous Improvement

At the very heart of the thinking behind Self-Managing Teams is the concept of continuous improvement. This includes:

• Business Process Improvement

• Product/Service Improvement

• Customer Satisfaction Improvement

• Financial Improvement

• People Improvement

Those that grow self-managing teams see the connection between all five and seek to facilitate the efforts of their teams towards achievement of all five, simultaneously. They are therefore skilled holistic thinkers who understand the needs of the overall business and are able to align their team’s contribution to these needs.

They not only see the big, high level picture themselves they are able to communicate this to their team in a way which elevates their importance, and reinforces the message that what it does really can make a difference. They impart this big picture thinking to their teams so that their teams can clearly see the consequences of their actions on a day to day basis and the impact on the business as a whole.

Those that grow self-managing teams are likely to be familiar with Quality Management Practices, Lean Manufacturing Techniques, the use of Six Sigma, the key elements of Business Re-engineering and Program/Project Management.

They understand that, far from constricting people, well documented, properly followed processes release their people to work on the business to make both incremental and step changes.

Those strong in this area of growing self-managing teams have taken onboard the need for their teams to have the tools and techniques to deliver business process improvement.

Those weaker in this area will not have broken out of their narrow, silo approach to operating in their given area of specialist expertise. They will not be skilled in the area of continuous improvement, lacking both the knowledge and skills of continuous improvement themselves, and making it impossible for them to pass on these skills to their teams.

For these managers continuous improvement and process re-engineering will possibly be a huge knowledge gap to fill as well as a personal motivation issue to overcome.

Team Empowerment

Team empowerment is the real essence of self-managing teams. The whole concept of self-managing teams is that of allowing a group of people to decide on their objectives and plan how best to deliver a required result and even to exceed that required result. This requires a high degree of trust from the manager growing a self-managing team who really must embrace the key elements of people empowerment:

- Fully engaging team members in the challenges before it.

- Enabling team members to perform at the highest levels by removing blockages to their efforts.

- Encouraging team members, particularly in the face of setbacks.

- Enlarging team members’ capabilities and confidence with rigorous training/coaching

- Exciting and motivating team members in the empowerment process, particularly by recognising and celebrating successes.

- Facilitating the team’s activities and adding objective insights and suggestions.

The challenge for the aspiring leader of a self-managing team is to train and trust; to let go; to allow people to learn for themselves, to force people into self-sufficiency, and to facilitate their learning.

The parallel is that of a parent allowing his/her child to grow up knowing that the child will make mistakes, be bruised by events, and will take some hard knocks but in the end, with parental support and belief will succeed.

It is essential that in self-managing teams members are allowed to work largely independently of their manager but interdependently as a group. This subtle mix requires the manager of a self-managing team to constantly push the boundaries of the team’s empowerment, continuously taking the team out of its comfort zones and tirelessly working to ensure that the team is not dependent on him/her for their ongoing success.

Those that grow self-managing teams are committed to this facilitation/coaching/mentoring role resisting all the time, the temptation to get unnecessarily involved.

Those that have strengths in this element of growing self-managing teams will be comfortable with a high degree of empowerment and delegation and will easily adopt this facilitating/coaching role.

Those that are weaker in this area will feel that they need to be in control, micro-manage and not take the risks of empowerment. They may well struggle in this area of self-managing team leadership.

Commercial Awareness

In a sense those that grow self-managing teams are consultants to their teams. Great consultants not only have a defined area of expertise they also possess a wider knowledge of businesses, how they work, how they fail and/or succeed and most importantly how they make money. It is this commercial awareness and understanding that is so important when growing a self-managing team. Their team will need to know:

• How to calculate the costs of the processes they use, both direct and indirect costs.

• How to identify activities in the processes they use which add/do not add value.

• How to calculate the value add they provide.

• How to eliminate costs attributed to non added-value activities.

• How to work with internal teams from whom they receive work and to whom they deliver work to improve cross functional team working for margin improvement.

• How to use best practices associated with their type of work and industry norms.

• How to improve their financial success as measured internally by their organisation.

It is the job of the aspiring leader of self-managing teams to educate their teams in all of the above so that they can understand the commercial implications of their day to day operations. They must therefore possess the knowledge and skills to do this.

Those strong in this element of growing self-managing teams possess this knowledge and can pass it on.

Those who are weaker do not and need to fill this knowledge gap if they are to be effective leaders of self-managing teams.

Team Motivation

Aspiring leaders of self-managing teams really understand how to motivate team members. They possess a high level of soft skills which enables them to:

• Gauge the degree of stretch to give their team.

• Build some easy “wins” into new initiatives to boost morale.

• Play team members to their strengths.

• Provide frequent positive and reassuring feedback.

• Confront the brutal facts when problems arise.

• Use training and coaching to lift the team’s performance.

• Help the team learn from their achievements and setbacks.

• Influence on behalf of the team to effect needed changes outside of their immediate control.

• Compare the team’s results to best practitioners to incentivise higher performance.

• Celebrate successes and build recreation time into the team’s activities.

They encourage calculated risk taking, creative and innovative thinking and experimentation within the team. They allow freedom to make mistakes and to learn from them. They keep reminding their team of the necessity to push the boundaries of what is possible to achieve. They promote the idea of being catalysts for change which the whole business can learn from. They increase the team’s visibility within the overall organisation.

Those with strengths in this area of skill recognise the importance of team motivation and the key ingredients to it. They naturally and intuitively know how to build high performing teams.

Those who are weaker need to really focus on the above list of skills to acquire and develop them.

Growth and Development

Those that grow self-managing teams are fanatical about personal growth and development, their own, and that of their team members.

They understand that if they and their team members are not growing their knowledge, insights and skills they are not just standing still but going backwards. They recognise the need for people to both broaden their understanding of the wider external environment, their industry sector development, and how effective organisations succeed, they also see the need to deepen their own and others’ understanding of their own specialist area of expertise. They work on both, for themselves and their team members.

To support and encourage personal growth and development amongst their team members they:

• Accurately assess people’s performance.

• Understand their people’s satisfaction needs.

• Identify people’s unique talents and strengths.

• Hold regular personal development discussions with their team members.

• Use a variety of techniques and resources to grow and develop people’s talents.

They force themselves to grow by growing themselves out of their own jobs, equipping others to “step into their shoes”.

They see themselves as transformational leaders, challenging the status quo, and embracing thought leadership as a way to get people’s attention and to build personal credibility.

They love what they do and investing in their future is no hardship for them. They are generous with their time in helping others to achieve their aspirations. Their energy and enthusiasm is magnetic.

Those strong on this element of leading self-managing teams will naturally focus on their own and their team members’ personal growth and development. They free up their time to attend to this and create space for others to do the same.

Those weaker on this element possibly rely too much on the talents they and others already have and perhaps see growth and development initiatives as an “add-on” activity, nice to do but difficult to achieve. These people need to seriously revisit their mindset and attitude to increase their motivation to invest in this vitally important part of their role as a leader of a self-managing team

To assess your level of skill in growing a self managing team use our growing self managing team questionnaire.

About Jeremy Francis

Jeremy Francis has worked in human resource development for over 30 years.

From a background in Training and Development within leading British and American banks in 1982 he became a self-employed Human Resource Development Consultant working with blue chip corporates. He founded Rhema Group in 1985 with the aim of providing customised human resource development solutions globally through the use of consultancy, instructor led training, coaching, psychometric assessments and learning and development resources.