Why talent is important – slides by Marius Meyer Rising Star Summit #SABPP

1. 22 October 2014, Rising Star Summit
Marius Meyer
@SABPP1

3. Where can you get the slides?
OPTION 1: FAST WAY
•www.slideshare.net/SABPP
•Twitter: @SABPP1
•Blog: hrtoday.me
OPTION 2: SLOW WAY
•Via email tomorrow

4. CRITICALITY OF TALENT?
Top Strategic People Priorities globally
•Attraction, growth, retention and engagement of critical Talent
•High performance, high flexibility, high commitment organisational design & culture
•Leadership Excellence
Business case for strategic talent management

5. IMPORTANCE OF TALENT
“Probably the most important attribute of a world-class company is the ability to attract, develop and keep talented young people so that they turn into talented old people.”
Clem Sunter

6. CRITICALITY OF TALENT?
Why is Talent strategic?
Affects ability to:
Implement business strategy timeously
capitalise on future opportunities
delivery leading edge products/services
attain and sustain Operational
Excellence
Business case for strategic talent management

7. StrategicTalent Management
•Operational, Tactical & Strategic Talent Perspective & Alignment
•Immediate, Intermediate, & Long term Talent Management
•Integrated, holistic & systemic perspective, approach & process to talent

8. SOUTH AFRICAN HR COMPETENCY MODEL
STRATEGY
TALENT MANAGEMENT
HR GOVERNANCE, RISK, COMPLIANCE
ANALYTICS & MEASUREMENT
HR SERVICE DELIVERY
5 HR
CAPABILITIES
LEADERSHIP & PERSONAL CREDIBILITY
ORGANISATIONAL CAPABILITY
SOLUTION CREATION & IMPLEMENTATION
INTERPERSONAL & COMMUNICATION
CITIZENSHIP FOR FUTURE: INNOVATION, TECHNOLOGY, SUSTAINABILITY
CORE
COMPETENCIES
HR & BUSINESS KNOWLEDGE
DUTY TO SOCIETY
ETHICS
PROFESSIONALISM
4 PILLARS

9. Top facts about Talent
•Human Capital is the biggest concern for CEOs (PwC).
•Only 18% of CEOs feel confident that they have the right people in place to execute strategy (CEB).
•Human Capital is the biggest risk in business (HCI Africa).
•Skills crisis is the top obstacle to economic growth.
•Talent is top priority on people agenda.

10. The reality is …

11. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT
❶Strategic
HRM
❷Talent
Management
❸HR Risk
Management
HR ARCHITECTURE
HR VALUE &
DELIVERY PLATFORM
❹ Work- force
planning
❺
Learning
❻
Perfor- mance
❼
Reward
❽
Well- ness
❾
ERM
❿
OD
⓫HR Service Delivery
⓬
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
⓭HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
© SABPP HRM SYSTEM STANDARDS MODEL

12. HR Standards Files
13 standards (2013)
19 standards (2014)

13. HR Standards Supporters

14. BUSINESS STRATEGY –HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
HR Risk
Management
HR ARCHITECTURE
RE
HR VALUE &
DELIVERY PLATFORM
Work- force
planning
Learning
Perfor- mance
Reward
Well- ness
ERM
OD
HR Service Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
Improve
HR MEASUREMENT
HR Audit: Standards & Metrics
H R C O M P E T E N C I E S
SABPP HR SYSTEM STANDARDS MODEL

15. TALENT MANAGEMENT STANDARD
DEFINITION
Talent Management is the proactive design and implementation of an integrated talent- driven organisational strategy directed to attracting, deploying, developing, retaining and optimising the appropriate talent requirements as identified in the workforce plan to ensure a sustainable organisation.
SABPP (2013)

16. Talent management

17. TALENT MANAGEMENT
OBJECTIVES
2.2.1 To build a talent culture which defines the organisation’s philosophy, principles and integrated approach to talent, which leverages diversity and is communicated in a clear employment value proposition.
2.2.2 To identify strategically critical positions and leadership roles and capabilities in the organisation into the future from the Workforce Plan that will determine the sustainability and growth of the organisation.
2.2.3 To set up processes and systems which will:
•Attract a sustainable pool of talent for current objectives and future organisation needs.
•Achieve employment equity progress in the spirit of the legislation to achieve transformation.
•Manage the retention and reward of talent.
•Develop the required leadership skills.
•Plan for succession to key roles
•Identify high potential employees and link them with key future roles in the organisation through monitored development plans.
•Identify through assessment the optimal development opportunities for talent.
2.2.4 To agree appropriate roles for relevant stakeholders in the development and management of talent.
2.2.5 To monitor and report on talent management key results areas and indicators.
SABPP (2013)

19. Conclusion
The Talent Management standard will help managers to play a proactive role in addressing the talent needs of organisations. Let us build talent and celebrate our rising stars!

20. We set HR standards!
professional@sabpp.co.za(Professional Registration)
kenneth@sabpp.co.za(Stakeholder Relations)
penny@sabpp.co.za(Research)
naren@sabpp.co.za(Learning & Quality)
marius@sabpp.co.za(Strategy inputs)
voice@sabpp.co.za(Social media)
Website: www.sabpp.co.zaBlog: hrtoday.me
Office: 8 SherborneStr, Parktown
Tel: 011 045-5400 Fax: 011 482-4830
Cel: 082 859 3593 (Marius Meyer)