1. Winning The Talent War
“Acquiring, developing and deploying the right talent”
Karen Storey
XLogic FZ LLC

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Today’s Session
• Part 1: How to ensure your talent strategy is integral to your
business strategy
• Part 2: How to engage all stakeholders in the design and
ongoing deployment of your talent programme
• Part 3: How to keep your talent pipeline on-track during
challenging times

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What is talent management?
• The system in which people are recruited, developed,
promoted and retained to optimise the organisations ability
to realise positive business outcomes in the face of shifting
competitive landscapes.
• A business process that systematically closes the gap between
the talent an organisation has, and the talent it needs, to fully
respond to emerging business challenges.

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In it’s most basic form, it should tell you?
• What kind of talent you need to win
• In which positions
• How much of it you need
• Where to find it
• How best to develop it and how to keep it

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Traditional Talent Management Process
acquire deploy develop retain
Focus Focus

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Why you should think about talent more seriously?
• There is a demonstrated link between better talent and
better bottom line performance
• Talent creates financial value – the human capital impact
• Business is getting more complex and with that, competitive
advantage becomes harder to establish
• Boards and shareholders are becoming more demanding
• Employee expectations are also changing

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Part 1: Aligning Your Business Strategy and
Talent Strategy

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Saying you have talent doesn’t make is so...
• WORKFORCE PLANNING AND TALENT MANAGEMENT MUST
BE AT THE HEART OF BUSINESS STRATEGY!
• ITS NOT SUFFICIENT TO SIMPLY SAY ‘WE NEED MORE TALENT’
– YOU NEED TO BE SAYING ‘WE NEED THE RIGHT KIND OF
TALENT FOR THE CHALLENGES WE FACE RIGHT NOW!’

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The people that matter need to see the link....
Vision
Strategic Cultural
BUSINESS Priorities Leadership Imperatives Priorities
LANDSCAPE
Strategic
Priorities
TALENT NEEDED
Capacity
Needs
Identify Potential
GAME PLAN
Accelerate
Development Assess Readiness
Focus/Performance
Select/Deploy Talent
MEASUREMENT
Communication Accountability Skill Alignment Measurement

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Make the link obvious
• If business leaders and managers cannot see the direct link
between talent management practices and business
outcomes – the TM strategy will NEVER receive the attention
and support it requires to succeed
• Begin with the end in mind – relentless focus on delivering
the longer term strategy
• If the TM strategy is surrounded by business silos, is
fragmented and stands apart from the fundamentals of the
business – it will fail!

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Question Time - The chicken or the egg.....
• Can an organisation with a poor culture be good at talent
management?
• Can talent management create a better culture?

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Poor Leadership WILL Break It! You need...
• A leadership team with a deep commitment that people
matter
• Leaders that an ability to nurture and manage performance
• HR leadership that are good at translating business needs into
talent strategies
• Leaders and managers that ‘Walk the talk’ – your value
proposition needs to be tangible not just a poster on the wall
or something you say to ‘hook’ a good candidate

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Ownership is key....
• Involve your senior leadership team in the early stages of the
talent strategy development
• Hold them accountable for delivering the programme content
• Make talent management a strategic priority and show the
team how it can support the overall business strategy
• Communicate the why, the how, and the what continuously

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The reality......
• Most talent programmes are simply not delivering the right
results
• Many companies simply can get the programme to stick
• Those that do attempt it report less than average results for
their talent $’s
• International companies and expatriate managers still
struggle to develop local talent

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Let’s discuss some of the barriers
• What are some of the barriers that you think contribute to
this apparent failure by both large and small companies?

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Barriers are mostly human barriers!

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Have you got the right reputation?
• Highly satisfied and engaged employees are as rare as they
are valuable
• Neither employee satisfaction or engagement alone can
deliver the result – a manager cant build a high performance
workforce by solely focusing in engaging employees –
because dissatisfied high performers wont stay long
• Nor can a leader focus exclusively on making employees
satisfied because although they will happily stay forever they
may lack the motivation to innovate and perform

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Do you have the pull factor?
• Let me ask you all a very direct question...
• “Why would a talented person want to work
at your company?”

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Part 2: How to engage all stakeholders in the
design and ongoing deployment of the talent
programme

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Engaging key stakeholders
Lets discuss....
1) Who are the key stakeholders?
2) What do they give/deliver
3) What do they get?
4) How can we keep them engaged in the process?

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What motivates talent?

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Lets brainstorm each of these components...
• Great Company
• Great Jobs
• Compensation and Lifestyle

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What does the research say......
Great Company Great Jobs Compensation &
Lifestyle
Values and culture 58 Freedom and 56 Differentiated 56
Well managed 50 autonomy compensation
Company has exciting 38 Job has exciting 51 High total 51
challenges challenges compensation
Strong performance 29 Career advancement 39 Geographic location 39
Industry leader 21 and growth Respect for lifestyle
Many talented people 20 Fit with boss/admire 29 Acceptable pace and 29
Good at development 17 stress
Inspiring mission 16
Fun with colleagues 11
Job Security 8

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The results speak for themselves....
• The top performing companies in terms of shareholder value
outperform mid level companies in 13 our of 19 employee
value propositions dimensions and perform about the same in
the remaining six
• This equates to 88% of the top performing companies very
rarely being faced with their job offers being turned down
and seldom do they lose their top performers to other
companies.

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Where do most companies focus their effort?
Where does your organisation focus it’s talent efforts?

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Don’t just focus on the top tier
Top Management
Traditional Focus
of TM resources Middle Management
Specialist The Vital Many
Employees
High
potential Indirect Workforce

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Linking Talent To Reward & Recognition
Goal Setting
Communication
Trust
THE BIG 4!
Accountability
Alignment – does it reinforce
Desired culture
Company Values
IMPACT!
Business Objectives
Manager Relevance
Employee Engagement RESULTS
Business Results

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Making The Model Work
• Measure employee engagement and satisfaction
• Assess current recognition efforts to determine what is
working and what can be improved
• Design structured, integrated, practical recognition solutions
• Train managers to use the tools that will embed recognition
into your culture

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Why one size does not fit all!.......
Recognition Practice % Who WANT to be % who ARE recognised
recognised in this manner in this manner
Cash Bonus 82% 25%
Verbal Praise 49% 70%
Recognised for individual 46% 53%
achievements
Written Praise 45% 29%
Non-cash incentives 44% 17%
Recognised for both individual and 39% 25%
group achievements
Recognised for team/group 38% 43%
achievements
Formal praise in front of others 38% 32%
Recognition event 23% 14%
Symbolic award 17% 13%

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Generational Talent Management
• Lets take Generation Y......
• The GEN-Yers (born 1982-1993) balance idealism with
pragmatism, demand flexibility, balance, respect and
accessibility.
• Want long-term career development, a variety of experiences
and sense of purpose and meaning
• They want open social networks and work life balance.....
• And if your a baby boomer non of these matter and you
are trying to manage this new workforce dynamic....

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Developing Talent
It’s not all about sending your good and great off to do an MBA!

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Talent Management approaches
• Long term career development opportunities – multiple
delivery channels
• Sense of purpose and belonging
• Access to mentors and coaches
• Work-life balance and flexibility
• Honest open communication
• Respect
• Two way feedback
• Collaborate design and development options
• Generational branding and delivery mechanism

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Part 3: How to keep your talent pipeline on-
track through challenging times

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Retrenching
• Use cost cutting measures as an opportunity to redesign jobs
so that they are more engaging
• Look at ways of changing responsibility, accountability, span
of control
• Headcount reductions can encourage more collaboration
where silos exist currently
• Get teams involved in cross functional alignment sessions –
give your talent cost reduction exercises and reward them on
achievement
• Engage talent at the outset of your downsizing efforts

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Should we cut our development budget?
• These should be protected wherever possible not least
because:
• Maintain workforce morale
• Increase long-term productivity
• Can train employees for redesigned jobs
• Ensure your team are ahead when the market recovers
• Think more innovatively – use internal senior team to deliver
instead of external trainers

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Linking This All Together..
• Have clear business strategy and objectives
• Link and set your talent priorities around your business
strategy
• Create integrated, energising talent solutions
• Ensure your processes and technology helps you deliver on
your promise
• Track your talent indicators and be flexible and adaptable
until you get it right
• Track engagement and satisfaction and act on the data
• Develop strong talent leadership

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Q&A
Are there any questions or talent issues that you or your
company are facing, that we can discuss as a group –
collectively we may be able to give you some fresh ideas to
tackle the problem!

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Thank you for your time and input today.
We wish you every success on your talent
journey!