Ipma cima briefing on winning the war for talent 8 jan2013

© 2013 IPMA Asia Pacific
www.ipma.com.sg
INTELLECTUAL CAPITAL:
STRATEGIC DIFFERENCE
Winning the War for Talent
Prof Sattar Bawany
Strategic Advisor, IPMA Asia Pacific
Managing Director, EDA Asia Pacific
Tuesday, 8 January 2013
Cinnamon Grand, Colombo, Sri Lanka

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Every morning in Asia, a tiger
wakes up. It knows it must
outrun the slowest deer or it
will starve to death.
Every morning in Asia, a deer
wakes up. It knows it must run
faster than the fastest tiger or it
will be killed.
It doesn’t matter whether you are a tiger or a deer: when the
sun comes up, you’d better be running…..
Are You A Tiger Or Deer?

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Knowing Yourself

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The S.C.O.P.E. Approach
S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN TO IMPLEMENT
NJOY OURSELVES

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 Strategic Advisor, IPMA Asia Pacific
 Managing Director & C-Suite Coach with EDA Asia Pacific
 Co-Chair of the Human Capital Committee of the American
Chamber of Commerce in Singapore (AmCham Singapore).
 Member of Frontier Strategy Group’s Expert Advisory Network
(EAN) for Talent Management issues in Asia Pacific advising
CEOs and CHROs of global and regional organisations.
 Over 25 years’ international business management in executive
coaching, facilitation, leadership development and training
 Adjunct Professor of Strategy at Paris Graduate School of
Management teaching international business strategies, leadership
development and human resource courses
 Previously assumed senior leadership roles with global
management & HR consulting firms: DBM Asia Pacific, Mercer
Human Resource Consulting, The Hay Group and Forum Corp
About Your Facilitator – Prof Bawany
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 The International Professional Managers Association (IPMA) is a
global ‘not-for-profit’ (NPO) members organisation headquartered
in Kent, UK with Regional Offices in Europe, Africa and Asia
Pacific
 IPMA mission as an International Examining, Licensing and
Regulatory Membership Qualifying Professional Body to improve
managerial performance at all levels
 IPMA is the Strategic Partner of Executive Development
Associates Inc. (EDA) for executive coaching and custom-
designed leadership development solutions to accelerate
individual performance
 EDA established in 1982 is a pioneer and leader in creating
custom-designed learning and executive/leadership development
strategies, programs and processes to help clients (many Fortune
500 companies) achieve their strategic objectives and win in the
marketplace.
Who We Are
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Workshop Objectives
This workshop will provide you with a foundation of knowledge
that will enable you to:
 Gain an Understanding about the Context for Talent
Management in today’s Global Economy
 Develop the Business Case for Talent Management
 Understand the Strategic Importance of Succession
Planning for the Organisational’s Future Success
 Leverage on a Proven Framework for Developing Future
Leaders (including High Potentials)
 Learn the Lessons from Leading Global Organisations in
Talent Management & Succession Planning

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TALENT MANAGEMENT

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What is Talent Management (TM)?
The purpose of TM is to ensure that the right supply of
talented workforce is ready to realize the strategic goals
of the organization both today and in the future
Organization’s efforts to attract, select, develop, and retain
key talented employees in key strategic positions.
Talent management includes a series of integrated
systems of
 recruiting,
 performance management,
 maximizing employee potential, managing their
strengths and developing
 retaining people with desired skills and aptitude

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Talent Management
 TM introduced by Mc Kinsey consultants, late 1990’s
 TM is identified as the critical success factor in corporate
world
 TM focuses on
 differentiated performance: A, B, C players influencing
company performance and success
 identifying key positions in the organization
 Research has consistently show that firms recognize the
importance of talent management but they lack the
competence required to manage it effectively

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Group Discussion: What is Talent?
In your own Table Groups:
a) develop a definition of what is Talent and
b) who are the Talented People in your
organisation?
Duration: 10 mins.

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Group Discussion: What is Talent?
According to McKinsey; talent is the sum of
 a person’s abilities,
 his or her intrinsic gifts,
 skills, knowledge, experience ,
 intelligence,
 judgment, attitude, character, drive,
 his or her ability to learn and grow.

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Who are Talented People?
 They regularly demonstrate exceptional
ability and achievement over a range of
activities
 They have transferable high competence
 They are high impact people who can deal
with complexity (Robertson, Abbey 2003)

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The Business Case for Talent Management
 To compete effectively in a complex and
dynamic global environment to achieve
sustainable growth
 To develop leaders for tomorrow from within an
organization
 To maximize employee performance as a
unique source of sustainable competitive
advantage
 To empower employees:
 Cut down on high turnover rates
 Reduce the cost of constantly hiring new people to
train

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Talent Management: Value Proposition
 Talent Management strategies help ensure the
quality, depth and diversity of a company’s
leadership and talent bench.
 Effective Talent Management accelerates
businesses’ ability to exceed performance
expectations and drive future growth by:
 Developing talent with the values, skills and experiences needed
to be successful today and in the future
 Aligning and integrating core HR processes with business
processes to increase individual, team and organizational
performance

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Talent Management Model
Vision, Mission, Strategy and Values
Talent Management Strategy
Talent Acquisition
Sourcing, Selection and Onboarding
Talent Management
Workforce Planning; Talent Planning,
Leadership Pipeline and Succession Planning
Talent Development
Performance Management; Leadership Development;
Accelerating High Potential; Executive Coaching

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Talent Management fit within HR?
 Vision - Partner with the business to create organizational excellence through leadership and talent
acquisition, management, development & engagement
 Goal – Align & integrate core HR processes with business processes
TALENT ACQUISITION
Proactively recruiting world-class,
diverse leadership talent
TALENT MANAGEMENT
Ensuring a strong leadership pipeline
to drive growth for today and
tomorrow.
TALENT DEVELOPMENT
Developing and executing
programs, processes & tools to
grow our current and future leaders
TALENT ENGAGEMENT
Identifying the level of engagement of employees to optimize contribution and reduce enhance retention
Employee Satisfaction and Engagement
Leadership Programs
for High Potentials
Executive Coaching
Performance
Management and 360
Feedback
Development
Planning
Talent Planning
Candidate Slating
Global Talent
Development
Executive Recruiting
New Leader On-
Boarding
Assessment

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• Profitability/ROI
• Cost Optimisation
• Employee Turnover /
Retention
• Employee Satisfaction
• Employee Loyalty
• Policy on CSR, Sabbatical
• Rewards and Flexibility
• Culture, Espirit De Corps
• EQ Level & EI Competencies
• Servant Leadership/Level 5
• Leadership Styles
Organisational Results
Talent Engagement
Organisational Climate
Leadership Effectiveness
Customer Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by
Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0
ROI on Engaging Your Talent

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Group Discussion
 One of the biggest challenges in Talent
Management from an HR perspective is to
obtain commitment from line management.
 What is your experience on the above and also
identify other potential obstacles or barriers to
successful implementation of Talent
Management?
 Prepare your Group Response on Flipcharts and appoint a
Spokesperson to Present to the larger Group
 Duration: 15 mins (Discussion) 5 mins (Presentation)

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How great leaders inspire action - Simon Sinek has a simple but powerful
model for inspirational leadership all starting with a golden circle and
the question "Why?”.
Why should your Talent remain with your Organisation and as your
Follower?
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“If you hire people just because they can do a job, they’ll work for
your money. But if you hire people who believe what you believe,
they’ll work for you with blood and sweat and tears.” - Simon Sinek
References:
http://www.startwithwhy.com/
http://www.youtube.com/watch?v=qp0HIF3SfI4
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
Video on Your Role as Chief Talent
Officer (CTO)

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SUCCESSION PLANNING

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“Crisis may be an overused word, but it’s
a fair description of the state of
leadership in today’s corporations.
CEOs are failing sooner and falling
harder, leaving their companies in
turmoil. At all levels, companies are
short on the quantity and quality of
leaders they need.”
Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008
Business Case for Succession Planning

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Get right
leaders in right
roles
Grow / Develop
Talent
Continuously
Develop and
Upgrade
Manage
Performance
• Assessment &
Selection
• Leadership
Expectations &
Values
• Recruiting &
Sourcing
• On-boarding
• New Leader-Team
Assimilation
• Talent Management /
Succession Planning
• Assignment
Management
• HiPo Assessment &
Executive Coaching
• Executive Education
Programs
• Workplace Action-
based Learning
• Pay & Rewards
• Performance
Management
• 360 feedback
• Employee Satisfaction
• Quarterly Business
Reviews
• Management Routines
Building a Strong Leadership Bench
…all delivered through a series of integrated programs & processes…
• Business
demands/strategy
• Ongoing planning
• Business Performance

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What is Succession Planning?
 Succession planning is the process of identifying high-
potential employees, evaluating and honing their skills and
abilities, and preparing them for advancement into
positions which are key to the success of business
operations and objectives.
 Succession planning involves:
 Understanding the organization's long-term goals and objectives.
 Identifying the high-potential candidates and their respective
developmental needs.
 Determining workforce trends and predictions.

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Steps Involved in Succession Planning
1. Identifying legal and diversity issues to consider
2. Establishing present and future leadership roles and
objectives
3. Selecting key employees
4. Evaluating the strengths, weaknesses and readiness for
succession in key employees
5. Planning for the individual development of and ways to
retain key employees
6. Identifying “emergency” positions without successors
7. Planning for positions that cannot be filled internally

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The Talent Strategy
Describes what type of people the organization will invest
in and how it will be done
Besides the specific elements of their creed, the talent
strategy of all high performing organizations should
have these directives:
1) Identify key positions in the organization (not more than
20-30 %)
2) Assess your employees and identify the high performers
(classify according to their current and future potential)
3) Retain key position backups
4) Make appropriate investments (select, train, develop,
reward)

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Assessing the Employees
 Superkeepers- greatly exceed expectations
(3-5%)
 Keepers – exceed expectations (20 %)
 Solid citizens- meet expectations (75 %)
 Misfits- below expectations (2-3 %)
L. A. Berger, D. R. Berger. Talent Management Handbook: The Talent Management Handbook: Creating a Sustainable
Competitive Advantage by Selecting, Developing, and Promoting the Best People, 2nd Edition McGraw-Hill, 2011

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Who are High Potentials?
 High Potentials consistently and significantly
outperform their peer groups in a variety of settings.
 While achieving these superior levels of performance,
they exhibit behaviors that reflect their companies’
culture and values in an exemplary manner.
 Show a strong capacity to grow and succeed
throughout their careers within an organization – more
quickly and effectively than their peer groups do.
Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business
Review, June 2010

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Growth Potential
Performance
Low Medium
High
Low
Medium
High
9 - Hi Potential Future Leader
Superior performer.
Strong possibility of promotion to
next level or beyond within
12 months.
Superior performer with moderate
possibility of promotion to next level or
expanded lateral move within organization
within 1-3 years.
Solid performer with strong possibility
of promotion to next level within
1-3 years based on increased job
performance in current role.
5 - Hold for Development
Solid performer in current role. May be
relatively new in position and still
growing into job.
Promotion likely in 2-3 years.
2 - Watch List
Performance not good. May be due to
change in job scope or wrong job.
Due to recent performance trend,
potential may be questionable.
3 - Unusual Case
Current performance is not good
but past performance has been strong
(could be short term issue or
wrong job, etc.).
7 - Pro in Position
Seasoned Professional.
Consistently superior performer,
difficult to replace but not likely
to be promoted within 12 months.
4 - Solid Performer
Performance has been solid.
Unclear whether individual can
grow with the job. Unlikely to be ready
for promotion in foreseeable future.
1 - Watch List
Performance is weak in current role.
Individual is doing just enough to get by.
Chances of fixing are remote.
Consideration should be given to
replacing the individual.
Best Practice Succession Management
Tool: GE* Nine Box Model
*GE Crotonville’s Management Training Center

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Discussion of the role of Talent to GE's success including HR's role in
working with the CEO's. http://www.youtube.com/watch?v=CCVy7OxThGo
Video on Talent Managment@GE

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Succession Plan
Organization Name, Department Name
___________________
Key Position Title
Incumbent
Name
Position
Vulnerability
Succession Candidate
Names
Open in
< 1 Yr
Open in
1–3 Yrs
Open in
3 + Yrs
Ready in
< 1 Yr
Ready in
1–3 Yrs
Ready in
3 + Yrs
Tool: Sample Readiness Level Chart

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Overall Performance Summary:
(Indicate recent performance including major accomplishments or performance issues.)
Key Strengths:
(List 2 - 3. Indicate key technical or professional competencies, skills or knowledge the person has.)
Development Needs:
(List 2 or 3. Indicate key experiences, skills or knowledge the person lacks in order to move to the next
level.)
Development Actions:
1. On The Job: (What new responsibilities do you plan to assign to help this person develop this year?)
NAME: ________________ TITLE: ________________
Sample Development PlanTool: High Potential Assessment - 1

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2. Special Assignment: (What task force, projects or special assignments will be given this year to aid
development?)
3. Training: (What specific training or seminars are recommended this year for his/her development?)
Potential For Promotion:
(Indicate this persons readiness to be promoted to the next organizational level.)
Ready now for the next level.
Ready in the next 24 months.
Ready in 2 to 3 years.
Recommended Next Position: (List the next assignment that would most benefit the individual in his/her
development.)
Sample Development Plan (cont’d)Tool: High Potential Assessment - 2

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 Successful High Potential leaders
demonstrate a high degree of Emotional
Intelligence and create an environment of
positive morale and higher productivity
resulted in sustainable employee
engagement
 Critical EI competencies such as
relationship management; cross cultural
communication; effective negotiation and
conflict management
Reference: Sattar Bawany, Maximizing the Potential of Future Leaders: Resolving Leadership Succession
Crisis with Transition Coaching’ in ‘Coaching in Asia – The First Decade’. September 2010 Candid Creation
Publishing LLP.; Singapore (Download from http://www.ipma.com.sg/publications.php)
Competencies for Development of
High Potentials

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Coaching Methodology
Company
Expectations
Individual
Expectations
Transition
Readiness
Assessment
Company
Feedback
Individual
Feedback
Gaps
Action
Plan
Gaps
Action
Plan
AchievementActionAnalysisAwareness
Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42
Framework for Developing Future
Leaders High Potentials

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COMPETENCY MODELLING

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What is Competency?
Competencies are the core elements of talent
management practices
They are the demonstrable and measurable
knowledge, skills, behaviors, personal
characteristics that are associated with or
predictive of excellent job performance.
Examples
 Adaptability, teamwork, decision making, customer
orientation, leadership, innovation etc.

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Examples of Competencies and Definitions
Action Orientation
Targets and achieve results,overcomes obstacles, accepts responsibility,
creates a results-oriented environment.....
Interpersonal Skill
Effectively and productively engages with others and establishes trust,
credibility, and confidence with them
Creativity/Innovation
Generates novel ideas and develops or improves existing and new systems
that challenge the status quo, takes risks, and encourage innovation
Teamwork
Knows when and how to attract, develop, reward, be part of, and utilize
teams to optimize results. Acts to build trust, inspire enthusiasm,
encourage others, and help resolve conflicts and develop consensus in
supporting higperformance teams
L. A. Berger, D. R. Berger. Talent Management Handbook: The Talent Management Handbook: Creating a Sustainable
Competitive Advantage by Selecting, Developing, and Promoting the Best People, 2nd Edition McGraw-Hill, 2011

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Why Competencies?
The challenge is to identify which competencies the
organization expects to see in their people
The starting point of the model is the creed (values,
principles, expectations) and the business strategies
 Through a competency model the organization sends a consistent
message to the workforce about “what it takes” to be successful in the
job
 Helps employees understand what helps drive successful performance
 The Competency Model approach focuses on the “How” of the job.
 Competency model is behavioral rather than functional, focuses on the
people rather than jobs
 Competency models are outcome driven rather than activities (Job
descriptions focus on activities, competencies focus on outcomes)
 Integrates HR strategy with business strategy –both focus on outcomes

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Why Competencies?
The competency model serves as the foundation
upon which all workforce processes are built.
Competencies promote alignment of talent
management systems by creating a common
language that enables these systems to talk with
each other! That is, results of one TM system is
used as the input data for the following TM
system.

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The Competency Model
 The Competency Model identifies usually three
groups of competencies:
 Core competencies for the entire organization to shape the
organizational capabilities and culture required to achieve
the strategic goals (5 or 6)
 Leadership competencies for the management teams of
various levels for selection, career planning and
development
 Functional (technical) competencies (specific for each job
family)

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Developing a Competency Model
 Use commonly available “ready to use” models
with small adjustments for your organization
 Develop own competency model with help of
external consultants where necessary
 Behavioral Benchmarking compare superior
performers with other best people in the
organization and in other benchmark companies

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Developing Organization’s Own
Competency Model
 Overview of current tasks and responsibilities
 Come to agreement about what successful “outcome
driven” performance looks like
 Review of competency library and selection of “must
haves” for the position
 Rank top competencies as demonstrated by exemplary
(superior) performers
 Identify of those competencies that align with the vision,
mission and strategic plan of the organization
 Verify the competencies with a larger sample of the
organization

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Competencies & Talent Management
TALENT=COMPETENCE+COMMITMENT+CONTRIBUTION
 Being competent is not only enough to be a talent
 The competent person should be committed to the causes
and goals of the organization
 And should be able and willing to contribute to the success
of the organization
 So, developing your talent is not enough, the organizations
need to take all the measures to motivate, reward their
talent pool to gain their commitment and contribution.
 Retention is also essential to gaurantee future alignment of
the talent with the right key positions

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Group Exercise: Integrative Case Study on
Talent Management and Succession Planning

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 Succession Planning Process:
 Identify a critical position in the organization (Ann, the CEO)
 Delve down three levels below the critical position: no one, then Abby
(Head of HR), and finally Robin (Head of Organisational Excellence)
 Looking at this example, what are the potential
challenges do you foresee to the succession
planning for Ann’s role as the CEO?
 Prepare your Group Response on Flipcharts and appoint a
Spokesperson to Present to the larger Group
 Duration: 15 mins (Discussion) 5 mins (Presentation)
Group Exercise: Integrative Case Study on
Talent Management and Succession Planning

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Organization
Analysis
-Job descriptions
-Job spesifications
Assessing the Emloyees
A B C D
Potential
Candidates
Performance
Evaluation
Buss. Results
Personal
Development
Activities
Talent
Review
Committees
Potancial
Candidates
and
Succession
Lists
Approval
of the
Lists
Analysis
Assessment
DevelopmentTalent
Development
Programs
January - April May-June July onwards......
Summary: Talent Management Process

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Summary : Top Lessons Learnt
 For leading global organisations, both HR and business leaders
recognize that talent is a critical driver of business performance. It
comes as no surprise then that talent management practices are
often cited as a key strategic priority.
No strategy can be effective without the support of senior
leadership and talent management is certainly no exception.
Achieving sustainable organizational performance through the
development of a capable workforce lies at the very heart of talent
management.
The ability to develop next generation of leaders who can
effectively face tomorrow’s global business challenges is critical to
an organization’s success. But it won’t be easy. You need to invest
in it!

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http://www.youtube.com/watch?v=03o1JZ7c7gI
Video: Make Makes a Great Leader?

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If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts

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Prof Sattar Bawany
Strategic Advisor, IPMA Asia Pacific &
Managing Director, EDA Asia Pacific
Email: sattar.bawany@ipma.com.sg
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/sattarbawany
Skype: sattar.bawany
Keeping in Touch on Social Media

Ipma cima briefing on winning the war for talent 8 jan2013

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Ipma cima briefing on winning the war for talent 8 jan2013