Investments in People Matter

Transcription

1 G r o w i n g t h e A g r i Wo r k f o r c e T h e C a n a d i a n A g r i c u l t u r e a n d A g r i - f o o d W o r k f o r c e S u m m i t Investments in People Matter M a r c h 1 6, PRESENTATION TITLE 1

2 Presented by Suzanne Simpson. PhD, C. Psych. President Human Resource Systems Group, Ltd 6 Antares Drive, Phase II Suite 100 Ottawa, Ontario, K2E 8A9, Canada

3 What do we know about the AgriWorkforce? Significant labour shortages Impacting productivity, competitiveness and business expansion Need to collaborate strategically: Continued LMI research Increase the labour pool Improve knowledge and skills of workforce

4 But what does this mean for you? Challenges: Attracting the right talent Selecting the right talent Managing, developing and retaining your talent Focus for this afternoon: Practical information and tools for maximum ROI

5 Occupational Standards: Foundation for Success PRESENTATION TITLE 5

6 An organization does not succeed because it is big or long established; it succeeds because there are people in it who love it, sleep it, dream it, and build future plans for it. (unknown)

7 Occupational Standards: The Foundation for Success 7

8 Occupational Standards: The Foundation for Success Enter text here Enter text here Enter text here Enter text here Enter text here Enter text here

9 Why Do Organizations Turn to Competency-based Talent Management? Strategic Vision Employee Behaviours Improved Business Results For organizations that seek to align their workforce with business objectives, competency management is critical. Aberdeen Research 9

10 Link to Success A solid set of occupational standards translate the strategic vision, values and goals for the organization into tasks and behaviors employees must display in order for the organization to be successful. 10

11 What is a competency? Observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors needed for successful job performance. 11

12 Talent Management Talent Acquisition Learning & Development Performance Management Career Development Succession Management Workforce Planning Occupational Standards

13 Translate the organization s vision and goals into expected employee behavior Improved hiring decisions Competency-Based Talent Management Identify areas for employee development that are directly LEARNING linked to desired MANAGEMENT organization objectives Identify gap between present skill sets and future CAREER skill requirements PATHING Increases employee productivity and 360 operating DEGREE effectiveness FEEDBACK Shortens the Learning Curve, as the new recruits SUCCESSION demonstrate high PLANNING potential, etc. Increases employee satisfaction leading to reduced PERFORMANCE turnover rate MANAGEMENT

14 In summary A strong set of Occupational Standards, which include the Job Competencies: Define the critical skills and capabilities needed for success Provide the foundation for acquiring, selecting, hiring and developing talent within the organization

15 National Agriculture Occupational Framework (NAOF) Job Descriptions, NOS, Competency Profiles, Learning Requirements, Training Courses

16 Acquiring Talent PRESENTATION TITLE 16

17 Attracting Talent The NAOF provides a framework for: Communicating job requirements Creating job postings Setting up application process Allowing candidates to match jobs to personal qualifications Photo Credit: Lydia Schouten

18 Screening & Selecting Talent Photo Credit: Lydia Schouten The NAOF provides a framework for: Screening candidates based on job best matches Managing application process Inviting applications from top candidates Conducting interviews based on important requirements Determining best qualified candidate(s)

19 Interview Questions Job knowledge Situational Behavioural 19

20 Behavioral Question Past behaviour is the best predictor of future behaviour. Behaviour is an action or a reaction to a specific situation with a known result. Give me an example of a time when you were confronted with a problem that was impacting your ability to deliver a quality product or service?

21 Developing & Retaining Talent PRESENTATION TITLE 21

22 Engaging & Retaining Talent: A Key Concern Engagement and culture: #1 challenge 7% of employees stay when changing roles 50% of organizations - very important issue 60% of organizations could improve

23 Millennials: A shift in the Workplace 50 % to 75% of workforce by times more likely to change jobs compared to baby boomers 44% considering leaving, despite high job satisfaction Prestige, perks and pay don t keep them Looking for: New challenges and opportunities Development Career progression, both lateral and vertical Meaningful work that fits their values Work / life balance

24 Developing Talent Competency-based Occupational Standards provide a framework for: Determining employee strengths and gaps Targeting learning to employee needs and preferences Mapping learning options and resources to competency requirements Monitoring progress against plans Employee self-directed learning

25 Career Development Organizational Perspective Competency-based Occupational Standards provide a framework for: Identifying career pathways / lattices Assessing employee competencies for movement / advancement Development programs targeted to organizational needs Managing workforce to close organizational gaps

26 Career Development Individual Perspective Competency-based Occupational Standards provide a framework for: Identifying career pathways Assessing competency strengths and gaps for career options Identifying career development plans Working with managers / coaches to achieve goals Self-directed development to achieve goals

27 Return on Investment PRESENTATION TITLE 27

28 Goals Best Practices Hiring Performance Development Engagement Planning Communicate ideal candidate profile Select to key standards / competencies Standardized tools and methods Communicate job expectations Coach to competencies and standards Assess competencies to identify gaps Learning plans to address gaps Career development tools aligned with standards Career development tools Expected behaviors clearly defined Reinforce key competencies and standards Assess successors against standards (e.g. leadership profile) Identify key competencies needed in workforce Hire better quality employees Greater job knowledge & competence Quick learning curve and targeted development Greater employee retention & motivation Build a high performing workforce 28

29 Return on Investment 156% greater ability to develop great leaders 92% greater ability to respond to changing economic conditions 87% greater ability to hire the best people 40% lower turnover among high performers 26% higher revenue per employee» Bersin % improvement in employee performance 12.5% increase in sales and profits» Spencer

30 Thank you PRESENTATION TITLE 30