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Rajiv Sharma Keynote Presentation – Calabar 08-09-2015
The keynote presentation discusses the changing landscape of talent management. It covers six main pillars of talent management: recruitment, learning and development, goals and performance management, career development, rewards and compensation, and succession planning. Each pillar has transitioned from traditional, organization-focused approaches to new, employee-centered models that prioritize experiences, skills development, collaboration, diversity, and flexibility. The presentation argues that these shifts are necessary for organizations to attract, engage, and retain top talent in today's dynamic business environment.
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Rajiv Sharma Keynote Presentation – Calabar 08-09-2015
- 1. Keynote Presentation By Rajiv Sharma ProgrammeDirector, NLP Nigeria Limited
- 2. • Why, Whatand How of Talent Management • Pillars of Talent Management • New Language of Talent Management • Questions and Answers Download this presentation from Rajiv Sharma LinkedIn Profile
- 3. This year sofar has been full of challenges for companies, countries and individuals. However in spite of downward economic trend select organizations are growing and making sound profits. That is the reason we need more than ever before a Multi-skilled and Qualified Talent to Run the corporations.
- 4. Show me a growing business,I will show you a talent behind it.
- 5. Talent has become scarceresource, so it must be managed to the fullest effect. That is why Management of Talent has become vital.
- 6. Attract Talent Develop Talent Motivate People Retain Talent Engage People Talent Management is a set of HR processes designed to:
- 7. The goal oftalent management is to create a High-performance Sustainable organization that meets its strategic and operational goals and objectives.
- 8. 8 Our candidates today arenot looking for a career… They’re looking for an Experience.
- 9. Talent Management rests on fundamental pillars. Thesefoundational pillars decide the future and trends of Talent Management.
- 10.
- 11. How to Spota Talent? Himalayas
- 12. 1. Recruitment From squarepegs for square holes to game- changers who can shape the future.
- 13. Recruiting in thePast 20th Century candidates were judged on a resume of standard accomplishments. Skill requirements for specific jobs were well- defined, and paramount. Years of experience were a measure of ability.
- 14. 81% of CEOssay that their business always looks to equip employees with new skills Source: PwC - 2015 Annual Global CEO Survey Recruiting For the Future
- 15. Recruiting for theFuture For every job, though, the No. 1 thing we look for is general cognitive ability, and it’s not I.Q. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information. - Laszlo Block, Google’s senior VP of people operations
- 16. 2. Learning Development Fromextracurricular activity to a strategic recruitment and development tool
- 17. Traditional learning programswere usually driven by the needs of the employer, with the aim often being to establish conformity across the workforce.
- 18. One-third of new generationrank training and development opportunities as a prospective employer’s top benefit Source: “Multi-Generational Worker Attitudes” - Millennial Branding and monster.com If They’re Not Learning, They’re Leaving...
- 19. Core Values Growth-orienting CompaniesMake Learning Part of the Culture 1.Deliver WOW Through Service 2.Embrace and Drive Change 3.Create Fun and A Little Weirdness 4.Be Adventurous, Creative, and Open-Minded 5.Pursue Growth and Learning 6.Build Open and Honest Relationships 7.Build a Positive Team and Family Spirit 8.Do More With Less 9.Be Passionate and Determined 10.Be Humble Tony Hsieh, Zappos CEO
- 20. 3. Goals andPerformance From bureaucratic annual reviews to dynamic business drivers
- 21. Finally, one canonly hope that future will see the death of the annual performance review. These bloated, over-engineered, mandatory rituals are a waste of time, are hated by everyone and actually do nothing to foster high performance. - Patty McCord, chief talent officer at Netflix Business Moves too Fast for the Annual Performance Review
- 22. 58% of executives believethat their current performance management approach drives neither employee engagement nor high performance Source: Global Human Capital Trends 2015 by Deloitte Current Review Systems are Broken
- 23. It’s liberating people.It has really helped to create teamwork instead of individualism, which is critical in a creative company. This is an opportunity for us to not just say that our people are our most important asset, but to actually live those words. Donna Morris, senior vice president of global people resources at Adobe Adobe has Replaced Annual Reviews with Regular Check-Ins
- 24. 4. Career Development Fromcheck the box corporate-driven org. charts to outside the box employee-focused experiences
- 25. Traditional career developmentwas driven by tenure. Reaching the next rung on the corporate ladder meant managing people doing the job they used to do.
- 26. Young professionals whonow makes up more than half the workforce, are taking center stage. Their expectations are vastly different from those of previous generations. They expect accelerated responsibility and paths to leadership. They seek greater purpose in their work. And they want greater flexibility in how that work is done. Meeting the New Generation Mindset
- 27. New-age Companies CreateEmployee Tours of Duty For each tour, the employee and the company clarify what each side gets out of the relationship, offering a number of different types of tours to guide employees at different stages of their career. The Alliance by Reid Hoffman (co-founder of LinkedIn), Ben Casnocha, and Chris Yeh
- 28. 5. Rewards andCompensation From show me the money to a life of fulfillment
- 29. In traditional organizations,compensation is often a zero-sum game. Individual rewards for individual performance. Salary, bonuses, stock options and pension plans linked to individual output, increasing exponentially as employees progress up the org. chart. Show Me the Money
- 30. While millennial workersare ambitious and strive for financial success, 88% prefer a collaborative work- culture to a competitive one. They also understand the value and the inherent potential of transparency, and they are perplexed at the secrecy and “need to know” cultures that were the norm in The Industrial Economy. - Forbes: 10 Ways Millennials Are Creating The Future Of Work Rewarding Collaboration not Competition
- 31. • Clear careerpaths, including future earning potential are especially attractive in Brazil • Stock options or other forms of equity- based pay and high future earnings had a higher rank in China than other countries suggesting a long-term orientation • Secure and steady income in the present is particularly important in Russia Tailor Compensation Packages to Global Workforces - EY: Differentiatingfor Success- SecuringTopTalentin theBRICs
- 32. 6. Succession Planning Fromfinding clones to fill retirees’ shoes to opening up the multicultural boardroom
- 33. In the IndustrialEconomy succession planning was about ensuring continuity at the top. It was about staying the course, not rocking the boat. Executives were often judged against their predecessor’s strengths, and groomed to follow in their footsteps. Finding Clones to Fill Retirees’ Shoes
- 34. With three decadesof experience in the consumer packaged goods industry, it’s clear to me that diversity will become a competitive advantage in a global economy for companies that are willing to open their minds and embrace change. The best companies will build culturally-diverse leadership teams and workforces with divergent backgrounds, perspectives and ideas. Denise Morrison, President & CEO at Campbell Soup Company Global Economies Require Diversity of Leadership
- 35. A McKinsey studyof European and Asian businesses revealed that companies with a higher- than-average number of female executives were as much as 47% more profitable than their competitors. A study by the American Management Association found that companies with senior managers from non- European descent reported sales growth 13% higher than their competitors. Source: HBR - 7 Traits of Companies on the Fast Track to International Growth
- 36. How the TalentWorld has Changed“Our candidates today are not looking for a career…” “They’re looking for an Experience.”
- 37. 37 Download this presentationfrom Rajiv Sharma LinkedIn Profile