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Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
The document outlines a presentation on talent management in the context of the 5th industrial revolution, highlighting global and African trends, research findings, and a proposed eight-point transformation towards evidence-based practices. Key insights include addressing organizational challenges through strategic planning, adapting to changing employee expectations, and utilizing data-driven decision making. The presentation emphasizes the role of talent management professionals as strategic facilitators and innovators in driving organizational change.
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Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
- 1. HARNESSING GLOBAL &CONTINENTAL (AFRICA) TALENT MANAGEMENT RESEARCH INTELLIGENCE, BEST PRACTICES AND SHIFTS, TO ACTUALIZE TO NEXT PRACTICE, IN THE 5TH INDUSTRIAL REVOLUTION CHARLES COTTER PhD, MBA, B.A (Hons), B.A https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ TALENT MANAGEMENT AND SUCCESSION PLANNING LEADERSHIP SUMMIT THE HILTON SANDTON 20 MARCH 2024
- 3. PRESENTATION OVERVIEW • Introductionand contextualization • Unpacking the global talent management trends: ❑ Deloitte ❑ McKinsey ❑ AIHR ❑ WEF • Unpacking the African talent management research intelligence (Cotter, 2024) • Harnessing the 8-point transformation to Evidence- based Talent Management • Talent Management 5.0 – applying x13 paradigm shifts • Summary and Conclusion • Question session •
- 4.
- 5. DELOITTE HUMAN CAPITALTRENDS (2023) ❑ 1. Framing the challenge: Think like a researcher: • 1.1 Navigating the end of jobs; 1.2 Powering human impact with technology and 1.3 Activating the future of workplace ❑ 2. Charting a new path: Co-create the relationship: • 2.1 Negotiating worker data; 2.2 Harnessing worker agency and 2.3 Unlocking the workforce ecosystem ❑ 3. Designing for impact: Prioritize human outcomes: • 3.1 Taking bold action for equitable outcomes; 3.2 Advancing the human element of sustainability and 3.3 Elevating the focus on human risk ❑ Leading in a boundaryless world
- 7. MCKINSEY STATE OF ORGANIZATIONS(2023) • According to the McKinsey State of Organization report (2023), there are 10 shifts transforming organizations. These shifts are both challenging and harbingers of opportunity, depending on how organizations address them. • #4 New rules of attraction, retention, and attrition. People are revising their attitudes both to work and at work. Organizations can respond by tailoring employee value propositions to individualized preferences in ways that can help close the gap between what today’s workers want and what companies need. • #6: Walking the talent tightrope. Business leaders have long walked a talent tightrope— carefully balancing budgets while retaining key people. In today’s uncertain economic climate, they need to focus more on matching top talent to the highest-value roles. • McKinsey research shows that, in many organizations, between 20 and 30 percent of critical roles aren’t filled by the most appropriate people.
- 11. THE FUTURE OFJOBS (WEF, 2023)
- 12. FIVE KEY INSIGHTSEVERY CHRO NEEDS TO HAVE AT THEIR FINGERTIPS - DELOITTE (2023)
- 13. AFRICA-BASED TALENT MANAGEMENT RESEARCHINTELLIGENCE (COTTER, 2024) • Scope of research: ❑ X13 African countries (southern, east and west Africa) ❑ X13 Talent/HRM and –development value chain functions ❑ N = 10 000 respondents ❑ 95% of sample group, Talent/HR Management specialists • Research findings: ❑ Strategic Talent Management – average score of 62% (transactional level of maturity) ❑ Strategic Talent/HR Planning – 60% (transactional) ❑ Strategic Total Rewards Management – 62% (transactional) ❑ Skills Auditing – 57% (transactional) ❑ Strategic Talent Development – 65% (transformational)
- 14. AFRICA-BASED TALENT MANAGEMENT RESEARCHINTELLIGENCE (COTTER, 2024) • Research findings: ❑Succession Planning – 68% (transformational) ❑Future fitness of Talent Management professionals – 68% (transformational) ❑Performance management process/system – 64% (transactional) ❑Employee Engagement Index – 61% (transactional) ❑Talent Metrics & -Analytics – 55% (transactional)
- 16. TALENT MANAGEMENT 5.0 (COGNITIVEAGE) – x13 PARADIGM SHIFTS (COTTER PhD, 2024) • 1. Evidence-based and data driven Talent Management practices • 2. Talent metrics and analytics to Workforce Analytics • 3. Organizational culture – HIPO and HILO • 4. Integrated Talent Management philosophy of Talent Liberation. • 5. Talent Utilization to Talent Optimization • 6. Skills buying to Skills Building • 7. Employees – associates to Brand Ambassadors
- 17. HARNESSING THE 8-POINTTRANSFORMATION TO EVIDENCE-BASED TALENT MANAGEMENT (COTTER PhD, 30 APRIL 2023) • "In order to be feasible, to prosper professionally in 2023 and to be future-fit, HRM will have to exchange the currency in which they trade from old notes to noteworthy, Industry 4.0 and business relevant denominations and value. Specifically, this change translates from: • 1. feelings to facts; • from 2. anecdotal to analytical; • from 3. hindsight to insight to foresight; • from a 4. business tributary to mainstream; • from 5. intuition to intelligence; • 6. from rhetoric to meaningful response; • from 7. best practice (imitation) to best fit (internalization) to next practice (innovation) and ultimately, • from 8. a cost to a profit centre. • Generally, this 8-point transformation means an upgrade to Evidence- based Talent/HRM."
- 19. TALENT MANAGEMENT 5.0 (COGNITIVEAGE) – x13 PARADIGM SHIFTS (COTTER PhD, 2024) • 8. Strategic HR Planning perspective – on- demand to In-Demand (Contingent) • 9. Upskilling – Reskilling • 10. Employee engagement to Employee Experience to Human Experience (Hx) • 11. Talent Magnet to Talent Magnifying • 12. Talent management professionals to Talent Management Sherpas (Career Navigators) • 13. Career development and (vertical) promotions to Career Fluidity and Employment Mobility
- 21. KEY ROLES OFTALENT MANAGEMENT SHERPA’S • #1: Catalytic Driver of organizational Change • #2: Proactive Business-minded Thinker • #3: Collaborative business management Consultant • #4: Purpose-directed Coach (of line managers) • #5: Delivery (value-adding and results-oriented HRM practices) • #6: (Credible and Accountable) Performance Advisor • #7: Strategic Facilitator and Enabler • #8: Innovative Solutions Architect (and trouble- shooter) • #9: Digital Futurist and -Analyst • #10: (Future-focused) Organizational Behavioural Economist
- 24. DR CHARLES COTTER’SCONTACT DETAILS AND SOCIAL MEDIA PRESENCE • Mobile number: +2784 562 9446 • Email address: [email protected] • YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ • LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles-cotter-and-associates • Twitter/X: @Charles_Cotter • Facebook: https://www.facebook.com/CharlesACotter/ • SlideShare: www.slideshare.net/CharlesCotter