Transcript Talent Management - MAS

Testimonials – This Page
will be added on in the
future – For Now Talent
Management – Our
Experience in
MAS-TRAC
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Why in MAS-TRAC ?
• Talent immigration (Both local and
expatriate employees are attracted by our
local competitors and from the
neighboring countries).
• Expected boom in the local job market in
view of major projects
2
Talent Management Process
Develop
Capability
Commitment
Attract
Retain
Deploy
Manage
Performance
Alignment
Connect
3
MAS-TRAC Definition
Attract, develop, motivate and
retain the talent that our customers
Need.
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MAS-TRAC Focus
- Make the Attraction and Retention of talents
-Creation of a Pool of Committed and
Competent workforce
- Create the Notion of ‘Best Place to work’
- Plus Notion of ‘Equal Opportunity
Employer’
- Also Notion of ‘Employer of Choice’
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Talent Management Process
Develop
Capability
Commitment
Retain
Attract
Deploy
Manage
Performance
Alignment
Connect
6
MAS-TRAC Attraction
Strategies
• Develop the Employer branding Creation of brand
image of the organization for perspective employees,
• Creating a ‘Great Place to Work’; ‘Employer of
choice’ and ‘Equal Opportunity Employer’
• Develop Professional and Ethical Recruitment
process
• Develop Pragmatic Selection methods
• Introduction to the organization (Ambassador of the
organization)
• Reduce Attrition from the organization
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MAS-TRAC Employer branding
Employee to believe that organisation is:
– is transparent, fair, helpful and concerned
– offers opportunities for growth – career growth
– has work-life balance
– has pro-active leadership
– has a range of management practices that help staff
feel valued, productive and listened to
– effective employee development programs
– benchmarks its approaches
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MAS-TRAC Recruitment process
• Defining the requirements.( Scientific Human
Resource Planning - HRP)
• Attracting candidates.
• MAS-TRAC Modes of attraction.
–
–
–
–
–
Advertising.
E-recruitment.
Outsourcing recruitment.
Visit campuses of education and training establishments.
Scientific selection process.
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Talent Management Process
Develop
Capability
Commitment
Retain
Attract
Deploy
Manage
Performance
Alignment
Connect
10
MAS-TRAC Development
Strategy
• Identification of our Customers required skills.
• Active Management of Learning.
• Equipping employees with skills, knowledge and competences
required to undertake current and future tasks required by the
organization to attain its goals.
(Skill gap bridging)
• Developing ‘Intellectual Capital’ to meet present and future
needs as the human capital of an organization is a major source
of competitive advantage.
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DEVELOPMENT IMPACT
10%
• Training
• Work shops
• E-learning
•Transfer of
Learning
• Development of
Learning culture
20%
• Leadership
• Co-workers
• Feedback
• Coaching
• Mentoring
70%
•Development in
role
• workplace
learning
• Projects
• Stretch
assignments
• Role
enlargement
• Job change
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Training-based
Relationship-based
Experienced-based
MAS-TRAC Training Policies
•
•
•
•
•
•
Systematic training – Training Needs Analysis (TNA) – competency based
On-the-Job-Training (OJT)
Types of training
IT Skills
Management Development Training Programmes
Interpersonal skills, example Leadership, Team Building and Group
Dynamics
• Personal skills, example Assertiveness, Coaching, Mentoring, Guidance,
Advising, Communicating and Time Management
• Training in organisational procedures or practices, example induction,
health and safety, performance management
• E-learning
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MAS-TRAC Career Planning
That translates into:
• Individual Career development
programs (IDP)
• Management Development
Programmes
• Career Counseling, Guidance,
Advising and Mentoring programs
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Deploy
Develop
Capability
Deploy
Commitment
Manage
Performance
Alignment
That translates into
• Maximum utilisation of
capability
• Optimum alignment and
engagement with the
business.
• Improved performance and
commitment.
Connect
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Talent Management Process
Develop
Capability
Commitment
Retain
Attract
Deploy
Manage
Performance
Alignment
Connect
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Connect
Building effective relationships with people by:
•
Treating them fairly – institutionalisation of
process and procedures.
•
Recognizing their value & contribution
•
Giving them a voice, listening to them and
empowering them.
•
Providing growth opportunities
Thus achieving ‘Talent Engagement’
Ensuring people are committed to their work and
organisation
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MAS-TRAC PAS - Performance
Appraisal System (Performance)
• Building relationships with people.
• Identifying talent and potential.
• Planning learning & development activities.
• Making most of the talent possessed by people.
• Increasing the motivation level by positive
feedback and recognition.
• Line managers to carry out ‘Risk Analysis’ of key
staff to assess the likelihood of their leaving
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MAS-TRAC Total Reward
• Financial and Non financial rewards
• Paying competitive rates
• Loyalty bonuses or ‘Golden Handcuffs’
– Retention bonus
– Variable pay
– Pension Scheme
• Results in employing and retaining talented employees
•Annual survey
• Employee Satisfaction (Climate) Surveys.
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MAS-TRAC Career Management
•Develop Assessment and Development Centres
•High Flyer Development Schemes
•Dealing with ‘Plateaued Manager’- got so far but
cannot get further
•Dealing with ‘Rising stars’ on the wane- reshape their
careers
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Talent Management Process
Develop
Capability
Commitment
Retain
Attract
Deploy
Manage
Performance
Alignment
Connect
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MAS-TRAC Retention Strategies
• Maintain Company Image.
• Initiate Recruitment, Selection and Development.
• Leadership – the maxim - Employees join companies
and Leave Managers.
• Learning opportunities – Engagement
• Performance recognition and rewards.
• Individual and independent projects.
• Individual contribution.
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MAS-TRAC Retention Strategies
Factors affecting retention strategies:
•
Early career employees ( under 30 years)- Career
advancement
•
Mid career employees ( 31 to 50 years)- Ability to
manage careers and Job satisfaction
•
Late career employees ( over 50 years)-Security 24
MAS-TRAC Outcomes
 Which talent within our Customer to be targeted and where
are they located. (Criteria for selection)
 Identification of talented employees needs, expectations and
aspirations.
 Ideal team composition at all levels.
 Creation of brand image of the organization.
 Build a long term recruiting strategy.
 Robust recruitment process.
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Outcomes
Revamp introduction to and release from organization process.
Proactive leadership at senior management level, manager level and
supervisory level.
Supervisors proactively promote and push talent.
Robust attraction policy.
Robust retention policy.
Career management policy.
Succession planning.
Risk analysis strategy of key employees. (Leaving – loss on business cost of replacement)
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Outcomes
Robust performance management process to make sure
that potential is unleashed and not blocked.
Robust total reward management policies.
Selection and promotion procedures.
Not to promote people into positions that they are not
ready for – High failure rate.
Promote cross functional moves.
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Outcomes
To achieve talent engagement formulate policies and
build effective relationships with employees by :
• Treating them fairly, helpfully, transparently and
addressing their concerns.
• Recognizing their value and contribution.
• Giving them a voice.
• Providing growth opportunities.
Train managers and team leaders to appreciate the
contribution of their employees. (People often leave
their managers rather than their organization)
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Outcomes
 Create learning organization.
 Robust learning and development strategy and
policies. ( Covering Learning, Education,
Development and training)
 Job analyses and Competency design.
 Robust retention strategies.
 Strengthening the talent pool by investing in A
players developing B players and acting decisively
on C players.
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Outcomes
Create a pool of committed and
competent workforce.
Notion of “Best great place to work”.
Notion of “Employer of choice”.

 Notion of ‘’Equal Opportunity
Employer’’
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