TALENT MANAGEMENT

Dimitrios Kordas
Dimitrios KordasCivil Engineer (MEng) & MSc Candidate en Dimitrios Kordas
GROUP ASSIGNMENT 4: “TALENT MANAGEMENT:
DEFINITIONS AND PRACTICES”
  COURSE: MANAGING HUMAN RESOURCE FLOWS (194120090)




   ENSCHEDE, 11-12-2012
   Dimitrios Kordas (M-CME/s1231901)
AGENDA
1. Defining Talent Management (TM)
2. TM in context of Sustaining Competitive Advantages                THEORY

3. Success Factors

4.  Going one step further
5.  Profiles of participants
6.  Talent aligned to Overall Business Strategy
7.  Talent pipeline approach
8.  Demand / Supply Gap – A Supply Chain perspective                 PRACTICE

9.  Global TM Challenges
     9.1 Standardization Vs. Localization
     9.2 Talent pool characteristics
10. Building high-quality colleagues
11. Retention of talented employees
12. Decision-making in TM age


                                                        11-12-2012            2
DEFINING TALENT MANAGEMENT (TM)

 The management of a company‟s pool of talent is now too important to
be left to the human resources (HR) department alone and has become
the responsibility of the top executive.

 Good talent management increases job satisfaction and improves
retention rates. Leads to smooth transitions and secures business
continuity.

 TM includes (The Economist Unit, 2006):
     Identification of leadership potential
     Performance evaluations
     Targeted development activities
     Psychological testing
     Assessment centers: deal with capabilities gaps
     Training and development programs
     Relocations
                                                        11-12-2012       3
SUSTAINING COMPETITIVE ADVANTAGES
 WHY to take seriously in this age TM?
    Demographic & legislative changes
    Globalization of standards – requirements
    Knowledge-worker & mobility

 Failing to manage your talent pool = Failing to manage your SC
(P.Cappelli)

 Greater productivity, Higher customer satisfaction, Revenue Growth,
Improved Reputation are all wanted!

 “Our ultimate financial results are a reflection of the success or lack
thereof of our development program,” admits William Hawkins, the COO
of Medtronic. “At the end of the day, what differentiates us from some of
our competitors is the quality and capabilities of our people.”


                                                      11-12-2012            4
THE TM WHEEL / 6 PRINCIPLES OF EFFECTIVE GTM




                           (source: Stahl et al., 2012) 11-12-2012   5
SUCCESS FACTORS OF TM

                        WORKPLACE
                        STRUCTURE




                                     TRAINING
            INTERNAL                    &
                        SUCCESS
             CLIMATE                 DEVELOP
                                       MENT




                        MOTIVATION
                             &
                        COLLABORA
                           TION




                                          11-12-2012   6
GOING 1 STEP FURTHER
 The limited External Validity the research

 Threats identified if kept 1 firm (interviewee)
     Limited types of population tested
     Gender bias
     Cultural bias

 Possible Solution: Replication

 How to replicate?
     Increase the number of participants: from 1 to 4
     Mix the gender of people: still problematic
     Increase cultural (organization & country level): see next table




                                                         11-12-2012      7
RESPONDENTS’ PROFILES
Types of                              Dionysios                               Konstantinos          Nikolaos Kermanidis
participants                          Panagiotopoulos   José Ignacio Arraiz   Seferiadis
 Gender-bias

                 Company              DOSSEK            HAY                   TECHNIKI LATOMIKI     A.T.E.

 Cultural-bias
                 Industry             Construction      Human Resource &      Construction          IT
                                                        Organization


 Cultural-bias
                 Country              Greece            Spain                 Greece                Netherlands
                 Position             Senior Project    Management Partner    Assistant Project     Software Support
                                      Manager & Local                         Manager               Engineer
                                      recruiter

                 Experience (years)   17                (Over) 20             3                     1


                 Working schedule     No                No                    No                    No
                 availability


                 Communication via    Skype call        E-mail                Skype call            Face-to-Face
                                                                                                    conversation


                                                                                       11-12-2012                      8
ENGAGING MANAGERS TO EMPLOYEE ENGAGEMENT

Find out what                         Perception      of
they really like                      employees on what
to do most.                           they really see as
                                      TM opportunities.

Develop their
capabilities.                           Use        their
                                        feedback     for
                                        improvements.
Shape        their
career
direction in line
with           the
company‟s
profitability
line.



                                  11-12-2012               9
TALENT/OVERALL BUSINESS STRATEGY




                                   11-12-2012   10
DESCRIBE THE MEANING OF TM

 Mr. Arraiz said: „When we talk about talent management, basically we
mean the flow of professionals along their career. Professionals start
participating in projects, learning and finally mastering our basic tools.
Then they start to manage projects, which mean assuring the delivery for
the client, in terms of quality and timeframes. At this stage they start to
manage people in the frame of the project and also the economics of the
project. Finally they start to manage clients, which mean understanding
client needs and shaping projects.‟

 Mr. Panagiotopoulos stated: „We see talent management as the life-long
process of transforming a highly skilled (civil or electrical) engineer to a
broad on-site inspector, mediator, negotiator, and advisor holding always a
balance between technical drawings and human relationships. Our talents
have to be at least one step in front of our competitors.‟


                                                        11-12-2012         11
IMPACT ON SUSTAINABILITY
 One might initially believe that establishing sustainable relationships with
local governments is mostly affected by the quality of traditional contracts
and high-level contacts between executives and government officials. The
quality of the day-to-day relationships of regular employees with local
community members may have far more impact on the quality of those local
government relationships (Boudreau & Ramstad, 2005).


 Unseen talent contribution and HR challenges


 Mr. Seferiadis admitted that “Once I was landed at Benghazi and Tripoli’s
airport, everything changed in my organizational conception of how to take
the best talent-related decisions to maximize corporate reputation and
productivity.”


                                                         11-12-2012         12
ACCELERATING LEADER’S DEVELOPMENT
 Design of the talent pipeline
     Attract & Recruit
     Develop
     Monitor performance
     Engage
     Reward
     Tracking back

 Do you have a specific approach?

 How do you evaluate it?

 How unique & valuable do you consider your Human Capital?

 4 employment modes (Lepak & Snell, 1999): internal development,
acquisition, contracting, and alliance.
                                                   11-12-2012       13
TALENT PIPELINE APPROACH
Mr. Arraiz was the only person among the four participants having a structured view
  on the Talent Pipeline, as he claimed:
“We have defined a talent pipeline, as mentioned, where we monitor specifically four
  moments:
 Recruitment, hiring professionals without a limit in their potential
 From consultant to manager, where there is a significant potential assessment
  about managing people
 From manager to director, where there is a significant potential assessment
  about selling skills
 Leaving the organization, trying to get rid of professionals in the right moment.
  This is again related to the potential assessments, reward management and the
  number of external opportunities there are in the marketplace.”


                                                                  11-12-2012       14
THE D & S GAP (I) – A SC APPROACH
 Correct number of talented people?
 Correct people in correct positions?
 (Mis)/Match between Talent (Product) and Organization(SC)?
 Is the quality of the talent the right?

 3-FIT dimensions of (Stahl et al., 2007)
      Internal-fit
      Culture-fit (Mr. Panagiotopoulos – DOSSEK S.A.)
      Strategic-fit (Mr. Kermanidis – AET B.V.)

 Mr. Kermanidis a junior software support engineer in the A.E.T B.V.
Company, located in Arnhem, stated “We have a clear motivating power
boosting us to optimize our strategic mission. The vision is the same, in all
levels; personal targets are just metrics. An organizational target is what
fulfills our strategic thinking.”


                                                         11-12-2012        15
THE D & S GAP (II) – A SC APPROACH

 Mr. Panagiotopoulos after working 17 years as a senior project manager,
  and the last 3 years as a regional recruiter, for the DOSSEK construction
  firm, in his reply about the applied rewarding system he answered;
  “Psychological contracts are not just words for us. We want to work and
  live as a family. In this culture, money comes after. If you ask our
  employees about their annual bonuses they will tell you which bonus of
  all? Each day we try to eat, train, and laugh together as we will do in our
  houses after the end of work.”




                                                         11-12-2012         16
GLOBAL TM (I)
 3 main global challenges (Tarique & Schuler, 2010)
   Get easily the right skills in the right numbers
   Spread out knowledge and HR practices
   Screen and develop talent


 Mr. Seferiadis claimed that he always tries to build up a recruiting strategy
for expanding the firm‟s talent pool in the Middle East area, by assessing
the available know-how, the number of candidates and the potential
distribution of talent throughout the firm.




                                                          11-12-2012          17
GLOBAL TM (II)

 Trade off: Localization (local talent development) – Globalization
  (global branding) (Stahl, 2007)


 Transnational orientation of company        Top Management Teams
  legitimate and support the geographical dimensions of a firm in order to
  become a truly transnational company (Mellahi & Collings, 2010).




                                                       11-12-2012        18
LOCALIZATION VS. GLOBALIZATION




                          (source: Stahl et al., 2007) 11-12-2012   19
TALENT ALIGNMENT
                   AET B.V.

                                                          HAY GROUP




                                                          DOSSEK S.A.
                                                               &
                                                          TECHNIKI
                                                          LATOMIKI S.A.




                       (source: Stahl et al., 2007)11-12-2012         20
THE IMPACT OF RECESSION AND ECONOMIC RECOVERY

 Beginning of 2000s high investments in TM           Recession: scrutiny of
  business expenses         Increased HR-pressure for demonstrating adding
  value in „critical business units‟     Cost-cutting focus and decreasing
  development budgets (CIPD, 2010).


 Mr. Arraiz when speaking about the problems in TM practices, supported
  that “The main problems are related with the social and economic
  situation. In the years of economic expansion, professionals have lots of
  opportunities, turnover is over 20%, feeding the talent pipeline is
  expensive and sometimes we need to take high risks with inexperienced
  people.”



                                                        11-12-2012         21
BUILDING HIGH-QUALITY COLLEAGUES
 A lot of employers tend to define talented people as the ones who will be
potentially transformed into valuable, high-quality colleagues. High-quality
colleagues bring many things at the table like sources of information,
helpful critics, client interfaces, and reputation (Groysberg, Lee, &
Abrahams, 2010, p. 3).

 Mr. Panagiotopoulos says that “I expect the way our recruits behave
towards the carpenters or masons to behave during our daily interactions.
This is why a core ethical target in the firm, is that we want firstly High-
Quality colleagues, not just stars. If a candidate passes successfully
through our human capital processing we will likely consider him as
talented.”

 The same professional did not hide the faults of past, as he admitted that
the firm did fall into two classic traps, the one of “allowing stars to go
solo” and the other of “overestimating the importance of pay”.
                                                       11-12-2012         22
HIGH-QUALITY EMPLOYEES
 The main hypothesis of (Höglund, 2012) summarizing that „skill-
enhancing HRM is positively related to talent inducements, thus the use of
extensive skill-enhancing HRM practices does communicate the centrality
of employee qualities reflecting talent‟ is in accordance with the overall
perception of Mr. Panagiotopoulos on Talent Management practices.




                                                      11-12-2012         23
RETENTION OF TALENTS
 Human Capital metrics – Score Index (min.1 - max.5) for each respondent
     Leadership
     Employee motivation
     Training and development
     Performance improvement
     Pay and reward structures


 4 spider diagrams for benchmarking the perception on TM targets

 Individual-level comparisons    Firm/Industry-level comparisons




                                       (source: Stahl et al., 2007)11-12-2012   24
HUMAN CAPITAL METRICS – SCORE INDEX

              DOSSEK         T. LATOMIKI    HAY GROUP AET B.V.
INDUSTRY      Construction   Construction   Consultancy     IT
COUNTRY       Greece         Greece         Spain           Netherlands
Leadership    5              5              3               1
Employee      4              4              2               3
motivation
Training &    3              3              5               5
development
Performance   2              3              3               4
improvement
Pay & reward 1               2              5               3
structures

                                                    11-12-2012            25
DOSSEK S.A. / MR. PANAGIOTOPOULOS

                        Leadership




     Pay & reward                         Employee
      structures                          motivation




          Performance                 Training &
          improvement                development



                                            11-12-2012   26
TECHNIKI LATOMIKI S.A. / MR. SEFERIADIS

                         Leadership




      Pay & reward                         Employee
       structures                          motivation




           Performance                 Training &
           improvement                development



                                            11-12-2012   27
/ MR. ARRAIZ

                   Leadership




Pay & reward                         Employee
 structures                          motivation




     Performance                 Training &
     improvement                development



                                       11-12-2012   28
/ MR. KERMANIDIS

                   Leadership




Pay & reward                         Employee
 structures                          motivation




     Performance                 Training &
     improvement                development



                                      11-12-2012   29
FACTORS AFFECTING THE RETENTION RATE (I)

 Sufficient and challenging learning opportunities
 Collaborative atmosphere and co-support

 Mr. Kermanidis pointed out that “I was offered three times the opportunity
for having a free dinner in any restaurant I would like to choose in 2
months. And my line manager the next day, sent a direct mail to
congratulate me for my good job. After all, the next day I feel more
committed and more open to learn.”

 The IT fresher admitted that “The general feeling of being always and
systematically supported in all the emerging technical and relational
problems concerning my job-position constitutes the highest value in my
personal perception about managing the internal talent of our organization.
I am never dealing with the fear of being abandoned in case of complex
issues.”

                                                        11-12-2012         30
FACTORS AFFECTING THE RETENTION RATE (II)
 The age counts more than education or seniority: The older an
  employee, the more likely he is to stay and the less likely he is to leave
  the organization (Govaerts & Kyndt, 2011).


 Mr. Arraiz‟s case, an HR-manager and partner for HAY Consulting Group
  over 20 years opinion is in line with the previous hypothesis.


 Mr. Seferiadis due to his awareness that modern young employees are
  likely to change jobs in the start of their career, said that when designing
  HR strategy for recruiting talents, prefers firstly to choose the best from
  the lower internal organizational levels and after to outsource for recruits.



                                                          11-12-2012          31
DECISION-MAKING IN TM




                        (source: Boston Consulting Group, 2007)11-12-2012   32
CORE TALENT MANAGEMENT PROCESSES




                      (source: Jonathan Rosin, 2009) 11-12-2012   33
EMPLOYER VALUE PROPOSITION & TOTAL REWARDS




The “give &
get” between
company
and worker.



                          The full portfolio of total rewards programs
                 (source: Talent Management and Rewards Global Survey Report 2012-2013) 11-12-2012   34
IN THE END…

 WHAT BECAME CLEAR; ORGANZATIONS – REGARDLESS THE
  NATURE OF INDUSTRY – CARE SERIOYSLY IN:


 Progressing EVP & TR systems to achieve (re)-designed OUTCOMES


 Talent Management is the critical strategic path for transforming
  employees into talented leaders which will highly differentiate firms and
  will lead them to deliver the most competitive/satisfying services and
  products to their customers.




                                                       11-12-2012         35
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TALENT MANAGEMENT

  • 1. GROUP ASSIGNMENT 4: “TALENT MANAGEMENT: DEFINITIONS AND PRACTICES” COURSE: MANAGING HUMAN RESOURCE FLOWS (194120090) ENSCHEDE, 11-12-2012 Dimitrios Kordas (M-CME/s1231901)
  • 2. AGENDA 1. Defining Talent Management (TM) 2. TM in context of Sustaining Competitive Advantages THEORY 3. Success Factors 4. Going one step further 5. Profiles of participants 6. Talent aligned to Overall Business Strategy 7. Talent pipeline approach 8. Demand / Supply Gap – A Supply Chain perspective PRACTICE 9. Global TM Challenges 9.1 Standardization Vs. Localization 9.2 Talent pool characteristics 10. Building high-quality colleagues 11. Retention of talented employees 12. Decision-making in TM age 11-12-2012 2
  • 3. DEFINING TALENT MANAGEMENT (TM)  The management of a company‟s pool of talent is now too important to be left to the human resources (HR) department alone and has become the responsibility of the top executive.  Good talent management increases job satisfaction and improves retention rates. Leads to smooth transitions and secures business continuity.  TM includes (The Economist Unit, 2006):  Identification of leadership potential  Performance evaluations  Targeted development activities  Psychological testing  Assessment centers: deal with capabilities gaps  Training and development programs  Relocations 11-12-2012 3
  • 4. SUSTAINING COMPETITIVE ADVANTAGES  WHY to take seriously in this age TM?  Demographic & legislative changes  Globalization of standards – requirements  Knowledge-worker & mobility  Failing to manage your talent pool = Failing to manage your SC (P.Cappelli)  Greater productivity, Higher customer satisfaction, Revenue Growth, Improved Reputation are all wanted!  “Our ultimate financial results are a reflection of the success or lack thereof of our development program,” admits William Hawkins, the COO of Medtronic. “At the end of the day, what differentiates us from some of our competitors is the quality and capabilities of our people.” 11-12-2012 4
  • 5. THE TM WHEEL / 6 PRINCIPLES OF EFFECTIVE GTM (source: Stahl et al., 2012) 11-12-2012 5
  • 6. SUCCESS FACTORS OF TM WORKPLACE STRUCTURE TRAINING INTERNAL & SUCCESS CLIMATE DEVELOP MENT MOTIVATION & COLLABORA TION 11-12-2012 6
  • 7. GOING 1 STEP FURTHER  The limited External Validity the research  Threats identified if kept 1 firm (interviewee)  Limited types of population tested  Gender bias  Cultural bias  Possible Solution: Replication  How to replicate?  Increase the number of participants: from 1 to 4  Mix the gender of people: still problematic  Increase cultural (organization & country level): see next table 11-12-2012 7
  • 8. RESPONDENTS’ PROFILES Types of Dionysios Konstantinos Nikolaos Kermanidis participants Panagiotopoulos José Ignacio Arraiz Seferiadis Gender-bias Company DOSSEK HAY TECHNIKI LATOMIKI A.T.E. Cultural-bias Industry Construction Human Resource & Construction IT Organization Cultural-bias Country Greece Spain Greece Netherlands Position Senior Project Management Partner Assistant Project Software Support Manager & Local Manager Engineer recruiter Experience (years) 17 (Over) 20 3 1 Working schedule No No No No availability Communication via Skype call E-mail Skype call Face-to-Face conversation 11-12-2012 8
  • 9. ENGAGING MANAGERS TO EMPLOYEE ENGAGEMENT Find out what Perception of they really like employees on what to do most. they really see as TM opportunities. Develop their capabilities. Use their feedback for improvements. Shape their career direction in line with the company‟s profitability line. 11-12-2012 9
  • 11. DESCRIBE THE MEANING OF TM  Mr. Arraiz said: „When we talk about talent management, basically we mean the flow of professionals along their career. Professionals start participating in projects, learning and finally mastering our basic tools. Then they start to manage projects, which mean assuring the delivery for the client, in terms of quality and timeframes. At this stage they start to manage people in the frame of the project and also the economics of the project. Finally they start to manage clients, which mean understanding client needs and shaping projects.‟  Mr. Panagiotopoulos stated: „We see talent management as the life-long process of transforming a highly skilled (civil or electrical) engineer to a broad on-site inspector, mediator, negotiator, and advisor holding always a balance between technical drawings and human relationships. Our talents have to be at least one step in front of our competitors.‟ 11-12-2012 11
  • 12. IMPACT ON SUSTAINABILITY  One might initially believe that establishing sustainable relationships with local governments is mostly affected by the quality of traditional contracts and high-level contacts between executives and government officials. The quality of the day-to-day relationships of regular employees with local community members may have far more impact on the quality of those local government relationships (Boudreau & Ramstad, 2005).  Unseen talent contribution and HR challenges  Mr. Seferiadis admitted that “Once I was landed at Benghazi and Tripoli’s airport, everything changed in my organizational conception of how to take the best talent-related decisions to maximize corporate reputation and productivity.” 11-12-2012 12
  • 13. ACCELERATING LEADER’S DEVELOPMENT  Design of the talent pipeline  Attract & Recruit  Develop  Monitor performance  Engage  Reward  Tracking back  Do you have a specific approach?  How do you evaluate it?  How unique & valuable do you consider your Human Capital?  4 employment modes (Lepak & Snell, 1999): internal development, acquisition, contracting, and alliance. 11-12-2012 13
  • 14. TALENT PIPELINE APPROACH Mr. Arraiz was the only person among the four participants having a structured view on the Talent Pipeline, as he claimed: “We have defined a talent pipeline, as mentioned, where we monitor specifically four moments:  Recruitment, hiring professionals without a limit in their potential  From consultant to manager, where there is a significant potential assessment about managing people  From manager to director, where there is a significant potential assessment about selling skills  Leaving the organization, trying to get rid of professionals in the right moment. This is again related to the potential assessments, reward management and the number of external opportunities there are in the marketplace.” 11-12-2012 14
  • 15. THE D & S GAP (I) – A SC APPROACH  Correct number of talented people?  Correct people in correct positions?  (Mis)/Match between Talent (Product) and Organization(SC)?  Is the quality of the talent the right?  3-FIT dimensions of (Stahl et al., 2007)  Internal-fit  Culture-fit (Mr. Panagiotopoulos – DOSSEK S.A.)  Strategic-fit (Mr. Kermanidis – AET B.V.)  Mr. Kermanidis a junior software support engineer in the A.E.T B.V. Company, located in Arnhem, stated “We have a clear motivating power boosting us to optimize our strategic mission. The vision is the same, in all levels; personal targets are just metrics. An organizational target is what fulfills our strategic thinking.” 11-12-2012 15
  • 16. THE D & S GAP (II) – A SC APPROACH  Mr. Panagiotopoulos after working 17 years as a senior project manager, and the last 3 years as a regional recruiter, for the DOSSEK construction firm, in his reply about the applied rewarding system he answered; “Psychological contracts are not just words for us. We want to work and live as a family. In this culture, money comes after. If you ask our employees about their annual bonuses they will tell you which bonus of all? Each day we try to eat, train, and laugh together as we will do in our houses after the end of work.” 11-12-2012 16
  • 17. GLOBAL TM (I)  3 main global challenges (Tarique & Schuler, 2010)  Get easily the right skills in the right numbers  Spread out knowledge and HR practices  Screen and develop talent  Mr. Seferiadis claimed that he always tries to build up a recruiting strategy for expanding the firm‟s talent pool in the Middle East area, by assessing the available know-how, the number of candidates and the potential distribution of talent throughout the firm. 11-12-2012 17
  • 18. GLOBAL TM (II)  Trade off: Localization (local talent development) – Globalization (global branding) (Stahl, 2007)  Transnational orientation of company Top Management Teams legitimate and support the geographical dimensions of a firm in order to become a truly transnational company (Mellahi & Collings, 2010). 11-12-2012 18
  • 19. LOCALIZATION VS. GLOBALIZATION (source: Stahl et al., 2007) 11-12-2012 19
  • 20. TALENT ALIGNMENT AET B.V. HAY GROUP DOSSEK S.A. & TECHNIKI LATOMIKI S.A. (source: Stahl et al., 2007)11-12-2012 20
  • 21. THE IMPACT OF RECESSION AND ECONOMIC RECOVERY  Beginning of 2000s high investments in TM Recession: scrutiny of business expenses Increased HR-pressure for demonstrating adding value in „critical business units‟ Cost-cutting focus and decreasing development budgets (CIPD, 2010).  Mr. Arraiz when speaking about the problems in TM practices, supported that “The main problems are related with the social and economic situation. In the years of economic expansion, professionals have lots of opportunities, turnover is over 20%, feeding the talent pipeline is expensive and sometimes we need to take high risks with inexperienced people.” 11-12-2012 21
  • 22. BUILDING HIGH-QUALITY COLLEAGUES  A lot of employers tend to define talented people as the ones who will be potentially transformed into valuable, high-quality colleagues. High-quality colleagues bring many things at the table like sources of information, helpful critics, client interfaces, and reputation (Groysberg, Lee, & Abrahams, 2010, p. 3).  Mr. Panagiotopoulos says that “I expect the way our recruits behave towards the carpenters or masons to behave during our daily interactions. This is why a core ethical target in the firm, is that we want firstly High- Quality colleagues, not just stars. If a candidate passes successfully through our human capital processing we will likely consider him as talented.”  The same professional did not hide the faults of past, as he admitted that the firm did fall into two classic traps, the one of “allowing stars to go solo” and the other of “overestimating the importance of pay”. 11-12-2012 22
  • 23. HIGH-QUALITY EMPLOYEES  The main hypothesis of (Höglund, 2012) summarizing that „skill- enhancing HRM is positively related to talent inducements, thus the use of extensive skill-enhancing HRM practices does communicate the centrality of employee qualities reflecting talent‟ is in accordance with the overall perception of Mr. Panagiotopoulos on Talent Management practices. 11-12-2012 23
  • 24. RETENTION OF TALENTS  Human Capital metrics – Score Index (min.1 - max.5) for each respondent  Leadership  Employee motivation  Training and development  Performance improvement  Pay and reward structures  4 spider diagrams for benchmarking the perception on TM targets  Individual-level comparisons Firm/Industry-level comparisons (source: Stahl et al., 2007)11-12-2012 24
  • 25. HUMAN CAPITAL METRICS – SCORE INDEX DOSSEK T. LATOMIKI HAY GROUP AET B.V. INDUSTRY Construction Construction Consultancy IT COUNTRY Greece Greece Spain Netherlands Leadership 5 5 3 1 Employee 4 4 2 3 motivation Training & 3 3 5 5 development Performance 2 3 3 4 improvement Pay & reward 1 2 5 3 structures 11-12-2012 25
  • 26. DOSSEK S.A. / MR. PANAGIOTOPOULOS Leadership Pay & reward Employee structures motivation Performance Training & improvement development 11-12-2012 26
  • 27. TECHNIKI LATOMIKI S.A. / MR. SEFERIADIS Leadership Pay & reward Employee structures motivation Performance Training & improvement development 11-12-2012 27
  • 28. / MR. ARRAIZ Leadership Pay & reward Employee structures motivation Performance Training & improvement development 11-12-2012 28
  • 29. / MR. KERMANIDIS Leadership Pay & reward Employee structures motivation Performance Training & improvement development 11-12-2012 29
  • 30. FACTORS AFFECTING THE RETENTION RATE (I)  Sufficient and challenging learning opportunities  Collaborative atmosphere and co-support  Mr. Kermanidis pointed out that “I was offered three times the opportunity for having a free dinner in any restaurant I would like to choose in 2 months. And my line manager the next day, sent a direct mail to congratulate me for my good job. After all, the next day I feel more committed and more open to learn.”  The IT fresher admitted that “The general feeling of being always and systematically supported in all the emerging technical and relational problems concerning my job-position constitutes the highest value in my personal perception about managing the internal talent of our organization. I am never dealing with the fear of being abandoned in case of complex issues.” 11-12-2012 30
  • 31. FACTORS AFFECTING THE RETENTION RATE (II)  The age counts more than education or seniority: The older an employee, the more likely he is to stay and the less likely he is to leave the organization (Govaerts & Kyndt, 2011).  Mr. Arraiz‟s case, an HR-manager and partner for HAY Consulting Group over 20 years opinion is in line with the previous hypothesis.  Mr. Seferiadis due to his awareness that modern young employees are likely to change jobs in the start of their career, said that when designing HR strategy for recruiting talents, prefers firstly to choose the best from the lower internal organizational levels and after to outsource for recruits. 11-12-2012 31
  • 32. DECISION-MAKING IN TM (source: Boston Consulting Group, 2007)11-12-2012 32
  • 33. CORE TALENT MANAGEMENT PROCESSES (source: Jonathan Rosin, 2009) 11-12-2012 33
  • 34. EMPLOYER VALUE PROPOSITION & TOTAL REWARDS The “give & get” between company and worker. The full portfolio of total rewards programs (source: Talent Management and Rewards Global Survey Report 2012-2013) 11-12-2012 34
  • 35. IN THE END…  WHAT BECAME CLEAR; ORGANZATIONS – REGARDLESS THE NATURE OF INDUSTRY – CARE SERIOYSLY IN:  Progressing EVP & TR systems to achieve (re)-designed OUTCOMES  Talent Management is the critical strategic path for transforming employees into talented leaders which will highly differentiate firms and will lead them to deliver the most competitive/satisfying services and products to their customers. 11-12-2012 35