What are the drivers and barriers for developing talent in 2013?
Attracting and retaining staff
- Profit/ business case aligned with company vision, values and other soft skills – leads to recruitment and increased business (how often is this reality?)
More 'talented' people – more sought after/ more valuable = need to look after them
- May value development opportunities over incremental salary increases – need to better understand values and motivations. (Maslow?)
- Are they more mercenary?
Reliable others – harder to engage, but still valuable
- Need to understand better their values and motivations
Successful/ expanding business
- Effective and contented workforce (resulting from points above)
- Generation 'Y' and 'Z' (1990 on). Operating to a completely different value set. Expect promotion. About managing expectations “ What is in it for me”
- Cost - time and money
- Shrinking capacity – training departments/ budgets
- Management focus on sales – what about marketers; medics and R&D
- Management concerns about time 'out of the job' in training/ personal development
- Global/EU restrictions at a regional level
- Need to tailoring to types eg: 'Y' and 'Z' generation as well as more experienced.
- Management attitude and resources
- People – Professional jealousy and politics
- Engaging senior managers to invest in people – the business case for developing talent/ others
- Getting HR/ those responsible for personal development and training in at board level
Defining the company vision and values and the talent required to meet these
- Once talent is defined, how is it measured? Competencies, behaviours?
- Where does emotional majority fit?
- Identifying behaviours/ traits in people for specific roles; stratifying these within the company
- Develop a realistic talent management plan (TMP): account for needs and size of the organisation
- Secure buy in for the TMP from the top down; ensure someone 'owns' it
TMP should be transparent and visible, but should not alienate anyone
Match individual strengths and ambitions to roles; align with business needs, vision and values
- Ownership of IDP in TMP; ensure individuals believe in, agree and buy-in
- Talent Q: key skills (Myers Briggs/ Belbin)
- Harness desire of individual to achieve progress/ development
- Match individual strengths and ambitions to roles; align with business needs, vision and values
- Functional training versus development
- Non-product related training and development
- Efficiencies in training through technology
- Long term PDP for employees 3-5 years
- Identifying and educating in behaviours expected at different levels
Right person-right manager
- Understanding of people informs - individualised/ bespoke and potentially more valuable PDP
- Not only money, but time and support that can be invested to help individuals achieve
- 'Ring-fenced' time for every individual to learn and develop in the context of day-to-day work responsibilities
- Personalised TMP
- More 'scientific' approach to preparing individual development plans/ personal development plans (IDP/ PDP)
- Creating a 'journey' for individuals through their IDP/ PDP
- Ensuring that everyone has a 'living and evolving' IDP/ PDP, ie they should be dynamic documents
- Secondment opportunities for individuals
Key discussion points
Resources/ recognition of the importance of training and development needs
- Help individuals decide where they want to go
- Overcome gaps: move up in knowledge/change attitude
- Define and fine-tune your ability to do a job
- Pedigree; able to like and trust; session chemistry successful; ability to challenge/push; be matched to right individuals
Summary and conclusions
- Evidencing/ illustrating the business case for training and personal development; differentiating personal development and functional knowledge/ training.
- Developing organisational strategy in personal development and training.
- Defining the who, where, what, whens of types of personal development and training support and the situations in which they are appropriate (defining and achieving consensus on best practice)
- Identifying individuals' strengths, needs and ambitions in the context of developing individual personal development plans; particular different 'types' eg generations 'X', 'Y' and 'Z'.