Carole Rosenlund - Project Manager, ICH, Norway Brian Makungo - Training Manager, KGRTC, Zambia

Transcription

1 Carole Rosenlund - Project Manager, ICH, Norway Brian Makungo - Training Manager, KGRTC, Zambia

2 Talent Management within Utilities through workforce planning & critical skills development Talent Management defined:- The integrated system of strategies, policies and programmes designed to identify, develop, deploy and retain talent to achieve strategic objectives and meet future needs. Silzer & Dowell (2010)

3 Workforce planning The process of analysing and forecasting the workforce needs of an organisation, in order to achieve business objectives. identifies ways of dealing with gaps that emerge between: current state the desired future state Workforce planning provides strategic direction to talent management activities to ensure an organization has the right people in the right place, at the right time and at the right price to execute its business strategy.

4 Why talent management matters Talent = Competitive advantage Talent management holds the key to organizational performance. Holistic & Integrate as a fundamental element of business strategies and plans

5 Top of Africa's agenda Talent is scarce Talent is valuable 85% of CEOs in Africa anticipate making changes to their talent management strategies. 48% say it s getting more difficult to find the right people PWC Africa study

6 Principles Talent management centers' on: managing employee performance and development build organizational capabilities individual competencies

7 Changing landscape Drivers force behind this in the electricity sector: Globalization Climate change Growing energy demands Rapid technological transformations Skills shortages Competitive energy markets

8 Workforce issues affecting utilities Lack of; workforce planning strategies sustained investment in talent management Evolving occupational and technological changes Inadequate educational infrastructure to support industry Human capital shortages Skills gaps Aging workforce

9 Challenges facing energy companies Exhibit 03. Key HR Challenges Facing Renewable Energy Companies % of respondents 0% 10% 20% 30% 40% 50% 60% 70% 80% Developing existing leadership 64 Managing labor costs 48 Rewarding employees 42 Attracting the right leadership 42 Developing existing business developers 36 Extract from Tower Watson's - Renewable Energy at the Crossroads

10 Strategies to support utility functions 1. Align utility objectives with HR strategies 2. Perform planning and evaluation: this is linked to growth & adds value 3. Strategic Manpower planning 4. Mapping talent focus on attracting, developing and retaining employees

11 Talent Management strategies Matrix extracted from -

12 Diagram from -

13 Workforce planning strategies Workforce planning and talent acquisition are critical links in an organization s talent supply chain. Diagram from -

14 Critical processes Requirement Develop job description & specifications Sourcing talent Innovative recruitment practices to target the best talent and ensuring the right people are attracted to the organization. Recruitment Selecting the right person for the right job. Retain Developing and implementing practices that reward and support employees. Training & Development ensuring continuous informal and formal learning and development to get desired output.

15 Critical processes Redeploy Succession planning for pivotal positions regardless of where where they are in the organization ongoing workforce analysis and planning process. Promotion Competency mapping through skills assessment - job enrichment plays an important role. Mapping of career paths recognize & reward efforts to retail employee. Succession planning - through mentoring and coaching. Exit end of process

16 HR/TM Myths and solutions Myth Reality Solution Branded or company logos are only permitted on This the may opening help to an extent slide in Paying higher compared to Rival Firms will prevent the employees from leaving. retaining your employees or Analyse each employee on what motivates them and Logos (other even than help you that poach of the try event to align their logo) career employees from your rivals interests with their may not be used throughout growth the in the organization. presentation, unless prior authorization It is the attributes and the has been obtained from organizers Rewards and Incentives only Motivate People culture of the organization that is most likely to motivate people to work better and be happy with their jobs. Make the organization a better place by enriching the culture, improving senior -junior relationships and of course laying due emphasis on how the employees are being compensated.

17 HR/TM Myths & solutions Myth Reality Solution Employee engagement is useless and employee engagement also helps only the employees and not the organization. There is no direct connection between levels of attrition and employee engagement Customize engagement strategy for each employee and show the connection between employees work commitment and organizational success. Low Growth Periods do not require Employee Engagement Absence of employee engagement de-motivates an employee to contribute his best and may cause the utility to loose projects in hand. Employee engagement is critically required to retain and polish talent that is essential for future growth and opportunities.

18 Current realities Utilities need people People are the best resource of an organization Better equipped and skilled workforce makes a great difference Talented utility personnel are in short supply Utility personnel are mobile and their commitment is short term

19 Retention of talent is the sole purpose of the TM process. Demographic and other trends continue to drive talent scarcity - 5/50 crisis Cost of talent acquisition and impact of loosing talent are increasing

20 Action plan Make the energy sector attractive to young people, especially those considering career options in the industry. Promote opportunities to those already in the workforce who may consider job/career change. Increase apprenticeships places to enable new, technician level entrants. Ensure adequate higher education provision to meet the growing skills demand.

21 Action plan Flexible training Framework provide short courses to enable those moving into the energy sector to apply their existing skills in a new context Ensure adequate facilities to provide specialist training. Employees to engage with employers to ensure vital flow of intellect from industry to inform ongoing skills developments

22 Conclusion competition for skills in utilities is real processes need to be aligned to utility objectives fit it to be effective. not a one off event but continuous process every leaders responsibility and not just a HR function. recruit for attitude and train for aptitude One size does not fit all recruiting for willingness and ability to learn over a longer period of time.

23 Job enrichment C.S. Lewis - It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being just an ordinary, decent egg. We must be hatched or go bad. enrichment

24 Thank you Carole Rosenlund: / Mob: Brian Makungo: Mob: ww.kgtrc.org.zm