The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.

1. Talent Management
How to Recruit, Nurture and
Retain your people

2. Recruit

3. Think of Recruiting Talent as Being Like
You need to create the right degree of
magnetism with:
• The Organisation’s Brand
• Effective People Practices

4. Your Brand
• Present your organisations culture as it really
is, rather than some idealised projection that
will ultimately cause high attrition rates and
damage the brand

5. People Practices
Effective
management
Sound Interesting &
recruitment rewarding
Strategies work
People
Coaching and Practices Personalised
development
Mentoring
plans
Networking
Ethics and
and
CSR
Collaboration

6. Recruitment Strategies
Old Reality New Reality
Recruiting is like purchasing Recruiting is like sales and marketing:
organisation is the product
Recruit from traditional sources Look at the diverse pools of talent and be
prepared to train and develop
People accept offers People demand much more
Recruit to fill today’s positions Hunt for talent all the time an plan much
farther ahead

7. Top Drivers to Attract Talent
Competitive base pay
Work life balance
Challenging work
Career advancement
opportunities
Salary linked to individual
performance

8. Nurture
A strong A strong
strategic strategic
leadership narrative
An
employee Integrity
voice

9. The VIDI Culture
V I D I Engaging
Valued Involved Developed Inspired Talent

10. Retain
Organisation retains people with
necessary skills
Satisfaction with the
organisation’s decision
My manger understands what
motivates me
An ability to balance my work-
personal life
The reputation of the
organisation as a good employer

11. Six mistakes that may doom your talent investment
Equate current
Assume that high Delegate down the
high performance
potentials are management of
with future
highly engaged top talent
potential
Shield rising stars Expect star Fail to link stars to
from early employees to your corporate
derailment share the pain strategy

12. Action on Retention
Engagement Social
Interaction
Growth
Test Opportunities
Relationship
Feedback
Work-life
balance
Job
design
Communication
Compensation
Recognition
Package
Define
Volunteers Equity expectations

13. Creating a Talent Retention Culture
Promote from
within & VIDI
work-life Framework
balance
Effective teams
Engagement is
& Mutual
expected
respect
Expertise &
Risk taking
Competence
Respected
Leadership &
Openness

14. 10 ways to improve your Talent Management
1. Avoid metrics for the sake of metrics
2. Establish a process for deciding what you consider
success
3. Seek to be able to answer the question
4. Make sure chosen metrics drive intended action
5. Pay particular attention to levels of employee
engagement and ways to measure it, not just once
but regularly

15. 10 ways to improve your Talent Management
6. Narrow down the talent metrics to a manageable
few – not more then 2 or 3
7. Use a metric to show whether succession planning
within your own area of influence enables mainly,
internal recruitment
8. Consider using a metric showing employee
retention rates
9. Benchmark your local retention rates
10. Track talent development and performance to
make smart decisions about talent

16. How to get the message to Different Audiences
Different Audiences Different Approaches
High Potentials Turn your talk into questions
Board levels Talk about a story
Line managers Talk a bout the processes
Front line staff Talk about engagement
Other stakeholder, such as Talk about unlocking potential
shareholders

17. Are you asking the right questions about your Talent Management
Do your recruitment programmes attract your future managers
Do you know which employees are ready for management positions
Can we identify inspirational or potentially inspirational leaders
What will be our staffing needs in five years time
Which employees are at risk of leaving, what can we do to keep them
Do we have the right skills mix to achieve our goals
What will our future leaders need in the way of specific skills and attributes
Should we limit development to a few high potentials or spread it more widely
What is the current attrition rate in the organisation and what is it costing
What is the level of engagement in the organisation
How do we raise engagement levels to attract maximum discretionary effort
Does our remuneration strategy actively support talent
What metrics do we rely on to manage our talent

18. Thank you Page