79.
To Register: Email: events@learningmindsgroup.com | Call: +92-21-111-111-564
Overview
In today’s globalized business environment, organizations are cultivating and accumulating human,
organizational, and social capital as a means of gaining sustainable competitive advantages in order to
respond to the critical business challenges that they face. Many managers and organizations are now coming
to terms with the fact that human resources (HR) can play an important role in the company’s core and
distinctive competencies.
Organizations know that they must have the best talent in order to succeed in the hypercompetitive and
increasingly complex global economy. Along with the understanding of the need to hire, develop, and retain
talented people, organizations are aware that they must manage talent as a critical resource to achieve the
best possible results. Few, if any, organizations today have an adequate supply of talent. Gaps exist at the
top of the organization, in the first to mid-level leadership ranks, and at the front lines.
Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis
on keeping those leaders—and developing their successors. Many organizations are reducing their
workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds. The idea
of managing talent is not new. Four or five decades ago, it was viewed as a peripheral responsibility best
relegated to the personnel department. Now, talent management is an organizational function that is taken far
more seriously.
Talent Management & Succession Planning Masterclass by Prof. Sattar Bawany coaches senior
managers and HR practitioners on how to win the “War of Talent”.
Talent Management &
Succession Planning
Masterclass
May 15, 2014, Marriott Hotel, Karachi
Facilitated by:
Prof. Sattar Bawany
80.
To Register: Email: events@learningmindsgroup.com | Call: +92-21-111-111-564
Talent Management Framework
Program Outline
Introduction
§ Check-In & Workshop Objectives
§ Experiential Learning: The ‘S.C.O.P.E.’
Approach
§ Group Discussion: The State of Talent
Management in Today’s Organizations
§ Eight Talent Management Questions CEOs or
Effective Boards Should Ask
Understanding Human Capital and Talent
Management
§ What is Human Capital & Talent Management?
§ A Focused Effort to Manage Talent
§ Drivers for Talent Management in Organizations
§ Group Review: Best Practices on Talent
Management Strategies: Seven Keys to Effective
Talent Management
Increasing Management Accountability for
Talent
§ Business Strategy Oversight
§ Accountability and Execution
§ Group Exercise: Important Talent-related Board
KPIs
§ Improving Oversight of Talent-related risks
Planning for Succession
§ Role of Board in C-level Succession-Planning
process
§ Assessing competencies of its senior executives
§ Approaching global workforce planning
§ Retaining mission-critical and high-potential
talent
GROW Your Talent with Managerial Coaching
§ What is Coaching? Context for Managerial
Coaching
§ The GROW Model for Coaching your Key
Talents
§ The Essentials Skills for Managerial Coaching
§ Skill Practice: Role-Play on Experiential
Coaching Practice using pertinent Case
Scenarios
§ Group Debrief
Summary & Action Plan
§ Self-Reflection and Summary
§ Individual Exercise: Development of SMART
Personal Action Plan
§ Conclusion and Checking-Out
Talent Acquisition: Proactively recruiting world-class, diverse
leadership talent and providing on-boarding support for them to
accelerate their assimilation into their roles.
Talent Development: Developing and executing learning and
development programs, processes & assessment tools to grow
current and future leaders
Performance Management: The process of creating a work
environment in which people can perform to the best of their
abilities.
Succession Planning: towards developing a leadership pipeline
or assuring near-term leadership continuity by thoughtful
consideration of the availability, readiness, and development of
internal talent (including High Potentials) to assume critical
“priority” leadership roles.
Talent Engagement: Identifying the level of engagement of
employees to optimize their contribution and reduce attrition as
well as to enhance retention.
81.
To Register: Email: events@learningmindsgroup.com | Call: +92-21-111-111-564
About Prof. Sattar Bawany
Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive
Education (CEE). He is also concurrently the Strategic Advisor & Member of
International Professional Managers Association (IPMA) Board of Trustees and
Governing Council.
He is also the Managing Director as well as Master Executive Coach & Facilitator with
Executive Development Associates (EDA) Asia Pacific. IPMA is the Affiliate Partner of
EDA in Asia Pacific. Prof Bawany is also the immediate past Co-Chair of the Human
Capital Committee of the American Chamber of Commerce in Singapore.
Prof Bawany has assumed various senior management roles including Managing Director/Country Head and
Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader,
Organizational Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR
Consulting, The Hay Group, The Forum Corporation and Mercuri International.
He is especially skilled at helping executives work through leadership transition issues, whether individually or
systemically. As a seasoned coach, he truly cares about others, listens with an open mind, and adds value in
unexpected ways. His approach to executive coaching encourages new insights into the key capabilities and
unique strengths needed to sustain practical behavioral change over time, resulting in the executive’s
enhanced self-awareness, better decision making, and continuous performance improvement.
He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the
administration and application of various psychometric instruments including the Myers-Briggs Type
Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and application of
the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360 Assessment tool)
and “Strategic Leadership Development”. He is also accredited in the administration and application of the
Benchmarks®
and Skillscope®
Profiling Instruments.
He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is
on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”.
Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered
Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management
(SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of
the International Coaching Federation (ICF) and International Association of Coaching (IAC).
In Pakistan, Prof. Sattar Bawany exclusively works with Learning Minds Group.
Program Investment & Registration Details:
Program fee per participant is PKR 35,000/-
The program fee covers tuition, program manual, simulations, certificate of participation, lunch, refreshment and
business networking. Payment is due before program commencement.
Avail 10% discount on registering 2 or more delegates from the same organization.
Cancellations can be sent 7 days before the program, after which NO cancellations will be accepted.
For more information, please contact us at:
Learning Minds Group
Suite no.12, Mezzanine Floor, Progressive
Plaza, Beamount Road, Civil Lines, Karachi.
Email: events@learningmindsgroup.com
Phone: 92-21-35641305 - 07
Website: www.learningmindsgroup.com
Facebook: https://www.facebook.com/learningminds
LinkedIn: www.linkedin.com/company/learning-minds-group
91. Fish Bowls and
Talent PoolsJulie Winkle Giulioni
01.2014Vol.2 No.1
Presented By
$9.99 a month
2207
Purpose Revived
By Brian Mohr
Ask Yourself and Your
Employees the Most Im-
portant Question of All.
Fish Bowls and Talent
Pools
By Julie Winkle Giulioni
Talent Benchstrength
By Doris Sims
The Talent Questions
Every Board of Directors
Should Ask.
The Advantages of Differ-
entiated Compensation
By Anke Mogannam
3326
92. Features
TALENT MANAGEMENT
7 Talent Benchstrength
Doris Sims
9 Succession Planning
Eric Kilponen
10 Talent Mindset
Jan Hills
11 Sourcing Talent
Ken Keis
13 Flying Talent
Maite Barón
14 Human Capital and
Talent Management
Terry Booysen & Dr Dicky Els
16 Measuring Recruiting
QUALITY
Nick Tubach
17 Winning The War For
Talent 2.0
Sattar Bawany
18 Ask, Listen, Involve
Robin Guarnieri
19 Sucession Planning
Sonalee Arvind
PERFORMANCE
MANAGEMENT
20 Training ReLoaded
Arupa Tesolin
22 Purpose Revived
Brian Mohr
23 Performance
Reviews
Dave Rietsema
24 How Managers Can
Help Their Employees
Write Great
Self-appraisals
Dominique Jones
25 The Five Biggest
Mistakes Managers
Make in Recognizing
their Employees
John Schaefer
26 Fish Bowls and
Talent Pools
Julie Winkle Giulioni
27 Four Ways To Get Your
Employees To Care Like
Owners
Louis Effron
28 Managers Taking on
Front Line HR
Management
Margot Uson
31 Forced Ranking
Performance Appraisal
Method
Pawan Alamchandani
32 Goal Alignment
Steven Hunt
COMPENSATION
MANAGEMENT
33 The Advantages of
Differentiated
Compensation
Anke Mogannam
34 War For Talent
Ian Dunnington
35 Sales Compensation
Report Card
Joseph Di Misa
36 The Psychology of
Managing
Compensation
Karen D. Sacdalan
12.2013Vol.2 No.1
Presented By
$9.99 a month
2207
Purpose Revived
By Brian Mohr
Ask Yourself and Your
Employees the Most Im-
portant Question of All.
Fish Bowls and Talent
Pools
By Julie Winkle Giulioni
Talent Benchstrength
By Doris Sims
The Talent Questions
Every Board of Directors
Should Ask.
The Advantages of Differ-
entiated Compensation
By Anke Mogannam
3326
Fish Bowls and Talent Pools
When I was a kid, our community hosted a carnival each fall. Every year, either my brother or I won a
goldfish by sinking a ping pong ball into a tiny cup. PG.26
93. 17Talent Management excellence essentials presented by HR.com | 01.2014
By Sattar Bawany
In ASIA Pacific Region.
Winning The War For Talent 2.0 Interactive
In 1997, a groundbreaking McKinsey study exposed the
“war for talent” as a strategic business challenge and a criti-
cal driver of corporate performance. Then, when the dot-com
bubble burst and the economy cooled, many assumed the war
for talent was over. It’s not.
Subsequently in 2001, the authors
of the original study revealed that,
because of enduring economic and
social forces, the war for talent will
persist for the next two decades. McK-
insey & Company consultants Ed
Michaels, Helen Handfield-Jones, and
Beth Axelrod argued that winning the
war for leadership talent is all about
much more than frenzied recruiting
tactics. It’s about the timeless prin-
ciples of attracting, developing, and
retaining highly talented managers
- applied in bold new ways. And it’s about recognizing the
strategic importance of human capital because of the enormous
value that better talent creates
The outcome of the study is applicable to many companies
operating in Asia Pacific markets as it was fortified by five years
of in-depth research on how companies manage leadership talent
- including surveys of 13,000 executives at more than 120 com-
panies and case studies of 27 leading companies - the authors
propose a fundamentally new approach to talent management.
They describe how to: create a winning EVP (employee value
proposition) that will make your company uniquely attractive
to talent; move beyond recruiting hype to build a long-term re-
cruiting strategy; use job experiences, coaching, and mentoring
to cultivate the potential in managers; and, strengthen your
talent pool by investing in A players, developing B players, and
acting decisively on C players.
Central to this approach is a pervasive talent mindset - a
deep conviction shared by leaders throughout the company
that competitive advantage comes from having better talent at
all levels. Using practical examples from companies such as GE,
The Home Depot, PerkinElmer, Amgen, and Enron, the authors
outline five imperatives that every leader - from CEO to unit
manager - must act on to build a stronger talent pool. Written
by recognized authorities on the topic, this is the definitive
strategic guide on how to win the war for talent.
Today’s Context in Asia Pacific Region
In today’s tight labor market in fast growing Asia Pacific region,
companies are facing intense competition for talent – and are
giving increased attention to ways to retain talent rather than
rely on costly replacement and retraining. Retention of talent
with critical skill sets is vital for achievement of business growth
and to build organizational competencies, which represent a
competitive advantage. The loss of needed talent is costly because
of the resultant bidding up of market salaries for experienced
hires to replace them, the costs of recruiting and assimilating
new talent, the lost investment in talent development, and the
hidden costs of lost productivity, lost sales opportunities, and
strained customer relationships.
Can companies win the “war for talent”? Will we be able
to define and implement a retention strategy that will give us
the stable, committed, capable workforce required to achieve a
competitive business advantage? Consulting firm and research
organization reports, published books and articles, and internal
company retention studies suggest that everyone is following
the same overall plan. How will this approach give a company
an edge?
Few, if any, organizations today have an adequate supply of
talent. Gaps exist at the top of the organization, in the first- to
midlevel leadership ranks, and at the front lines.
Talent is an increasingly scarce resource, so it must be managed
to the fullest effect. During the current economic downturn we
may experience a short ceasefire in the war for talent, but we’re all
seeing new pressures put on the talent running our organizations.
Are today’s leaders able to do more with less? The A-players
can, and there should be a strategic emphasis on keeping those
leaders—and developing their successors. Many organizations
are reducing their workforces, but let’s be careful not to cut so
deep that talent is scarce when the economy rebounds.
The supply of leadership talent is critical to any organization’s
prosperity and is, therefore, a central element of talent manage-
ment. The increasing trend of growing leaders from within is
based on a dawning realization that a popular alternative for
acquiring talent—poaching key people from competitors—ulti-
mately leads to frustration. Outstanding leaders who can ‘ramp
up’ quickly are hard to find, increasingly expensive, and even
when successfully recruited, tend to move from company to
company. So the best approach, usually, is to develop systems
and processes to identify available leadership talent.
Many studies have shown that an important factor for com-
mitment and retention is the effectiveness of immediate man-
agement. Employees say it is an important element of the
work environment; research shows it highly correlated with
commitment and retention scores, and employees cite poor
management as a key reason for leaving a company. Accordingly,
there have been many books focused on manager effectiveness.
One big seller was First, Break all the Rules, reporting on the
Gallup Organization’s findings and recommendations for better
management of people.
Integrated Talent Management System
So, what do we mean by talent management? In the broadest
possible terms, it is the strategic and tactical management of
the flow of talent through an organization. Its purpose is to
assure that the supply of talent is available to align the right
people with the right jobs at the right time based on strategic
94. Talent Management excellence essentials presented by HR.com | 01.2014
18
business objectives. The term “talent management” is often
used to denote e-recruitment and automated applicant track-
ing systems. This emphasis on staffing and recruiting is more
appropriately called the talent acquisition phase of the talent
management cycle (see Figure 1), an important but preliminary
step in the overall process.
Figure 1: CEE Talent Management Cycle
Vision, Mission, Strategy and Values
The Talent Management Cycle includes the proactive analysis and
planning to assure long-term strategic development and deploy-
ment of critical leadership and other resources through systematic
identification, assessment, planning, and developmental action.
Talent Management Cycle is composed of several essential elements:
1. Talent Acquisition: Proactively recruiting world-class, diverse
leadership talent and providing on-boarding support for them to ac-
celerate their assimilation into their roles.
2. Talent Development: Developing and executing learning and
development programs, processes & assessment tools to grow current
and future leaders
3. Performance Management: The process of creating a work
environment in which people can perform to the best of their abilities.
4. Succession Planning: This is critical towards developing a
leadership pipeline or assuring near-term leadership continuity by
thoughtful consideration of the availability, readiness, and develop-
ment of internal talent (including High Potentials) to assume critical
“priority” leadership roles.
5. Organizational Results: Achieving favorable and desired results
is obviously the ultimate outcome expected out of any effective inte-
grated talent management system. However it is a lagging indicator
and business leaders will have to focus on the organizational climate
which will have an impact on the other elements of Talent Manage-
ment Cycle as explained earlier. The flow of effective communication
and the systems of recognition and rewards are integral part of the
climate which influences the talent’s performance effecting productiv-
ity, creativity and in driving results with the right impact. The climate
is impacted by a values-driven leadership team. ITM
Prof Sattar Bawany s the CEO of Centre for Executive Education (CEE
Global), Managing Director of Executive Development Associates in Asia
Pacific and Strategic Advisor of IPMA in Asia Pacific.
Email attar.bawany@cee-global.com.
Visit www.cee-global.com.
There’s an old adage from business writer and former man-
agement professor Michael LeBoeuf that, “what gets measured
gets done.” Yet for many companies, the quest to measure em-
ployee engagement isn’t reaping the expected outcomes. In
fact, avast majority of North Americancompanies may find
employees planning to pursue new job opportunities in 2014.
According to a recent onlinepoll by Right Management,83%
of 900 employees who responded indicated they intend to ac-
tively seek a new position in the New Year.With an improving
labor market and employee satisfaction continuing its down-
ward trend, employee engagement should be a top concern for
companies who want to keep their best talent.
Do you plan to pursue new job opportunities in 2014?
2013 2012 2011 2010 2009
Yes, I intend to
actively seek a new
position.
83% 86% 84% 84% 60%
Maybe, so I’m net-
working.
9% 8% 9% 8% 21%
Not likely, but I’ve
updated my resume.
3% 1% 2% 3% 6%
No, I intend to stay
in current position.
5% 5% 5% 5% 13%
High employee dissatisfaction has a ripple effect that can
hurt the bottom line, disrupt productivity and damage morale.
While many companies focus on measuring engagement, few
have a true pulse on the significant value an engaged workforce
provides. Even fewer are taking the necessary action for driving
sustainable change and ensuring a return on their investment.
In fact, results of a recent Right Management global survey
on the effectiveness of employee engagement shows a majority
(56%) of the human resources managers who responded con-
cedingthat their organization’s employee engagement efforts
fell short in driving bottom-line business objectives.
At the same time, we are in a new Human Age where compa-
nies continue to navigate the growth of emerging markets, the
Optimize Employee Engagement to Retain
Key Talent and Drive Higher Performance.
By Robin Guarnieri
Ask, Listen, Involve
Interactive
Winning The War For Talent 2.0