MCE Talent Management and HR

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1 MCE Talent Management and HR Page 1 Retain, Develop and Engage Your Management Talent Your people are your most expensive asset. Success depends on making sure this asset is productive. There are three pressing issues around management talent that leaders are struggling with. Management Centre Europe can help. 1. Attracting and retaining the best management talent at a reasonable cost 2. Hiring local managers, developing them and motivating them to perform to a high standard, at a reasonable cost 3. Ensuring leadership succession by building a talent pipeline In fast-growing markets, talent is a premium. Finding people with the skills you need, attracting them, engaging them to do their best, and keeping them in the company are critical to success. Talent is a premium in a growth market. Top talent Talented managers and leaders in key roles make all the difference in taking smart decisions and leading strategy implementation to success. And they need to be developed and prepared to fill senior positions as the older generation retires. But this segment is in such demand, that they frequently job-hop to the highest bidder, or demand higher salaries, retention bonuses, or job advancement beyond their ability level. Retaining them and keeping them happy is critical, how do you do it without breaking the bank?

2 Page 2 The rest It s impossible to staff your entire workforce with only the best talent often referred to as A players. Therefore, many jobs in the company are filled by managers and employees who are not high flying A players, but can do the job. They are often referred to as B players and they are the majority of a typical workforce. B players can create tremendous value if their skills are developed, if they feel motivated to apply themselves, and if they work in an environment that enables them to deliver on the strategic goals of the company. If these conditions are not in place, then the company is not likely to get the desired performance out of its workforce. It is expensive and time-consuming to provide the skills people did not receive in their education; it is very difficult to motivate a generation of employees who benefit from entitlements; and it is difficult to instil a culture of accountability in a large complex organization. Localization Governments of many fast-growing countries are developing localization or nationalization policies. Certainly local managers and employees more readily understand the company culture, so this can be turned into an advantage for companies. However, this programme of localization puts added pressure on the talent issues in the two segments mentioned above, as companies compete for talent in a smaller, often more expensive, selection pool. retirement. Many do not have enough qualified candidates to take over responsibility for leading the company strategically. Identifying candidates with real potential and developing them quickly to qualify for more executive roles is critical. While there is no single solution to these issues, it is possible to address them with a coordinated combination of policies and tactics, requiring involvement and drive of the company s top leadership and the support and action of HR. MCE can work with you to tailor an approach that will work in your industry, in your region. Attract, retain, and engage people to perform to a high standard Are you known as a great place to work? Are you seen as a prestigious company that the best talent would like to be associated with? Does your company brand carry positive emotional value for employees? Even if employees seem to pursue career rewards unemotionally, there is a lot of importance in being associated with the best brand. In a market where everyone is competing for the best talent, it makes sense to cultivate what is known as an employer brand. This takes time and investment but it brings rewards. You attract the people you want, you retain the people you want, and you engage, motivate and enable them to perform to a high standard, rather than just being passengers. Diversity It may not be possible to find all the talent that is needed in the local traditional talent pool. Many companies are now looking to hire more educated and capable local women into staff and management roles, creating a more gender-diverse workforce that requires adjustment in many policies. This is partly due to government policy to activate the female segment of the population in the workforce. It is also partly because women show eagerness and engagement in their jobs. Firms will continue to use foreign talent alongside local talent, further adding to diversity. Naturally all of this can create some tension with people who are more comfortable with the status quo. Better managing diversity and integration can make this formula more productive. Leadership Pipeline As companies in fast growth markets have established themselves firmly in the last decades, many are now faced with succession crisis as their founders or key senior leaders prepare for Critical Success Factors of a good Employer Brand to attract, engage and retain talent Aligned: It is closely aligned with and tailored to achieve the organization s strategic goals and objectives and its customer strategy. Motivating: It is relevant to your target talent groups, and tailored to the motivations of the different segments within those groups. It has attributes that genuinely attract, engage and retain the talent you want. Differentiated: It is not copied from another company. It is innovative and stands out as different from other employment options people have. Communicated: It is written or articulated in a way that appeals to your target talent population, not in corporate speak. It should not sound the same as everyone else s. It is communicated to existing and prospective employees, as well as to external important stakeholders. Real: It has to be real, true and honest. The system and the leaders and people within it live

3 up to the employer brand promise. Employees are not disappointed when they join the organization. Progressive: While most of the employer brand has to be true today, there should also be an aspirational element, to continue to drive improvement and transformation. Employees need to see and feel progress on these aspirations. It gives them a sense their future with the company will be even better. Varied: A good talent management offer has a variety of rewards including financial (pay, incentives and benefits) and relational (work environment, learning and development) that appropriately reflect the contributions employees make, while addressing their expectations, preferences and needs. Motivation to engage people to perform at their best, and remain with your company it is about more than money There is an ongoing argument about what motivates employees most, whether financial rewards are at the top of the list or somewhere further down. But it can be generally agreed that financial rewards alone are not enough. Nonfinancial rewards are a very important, and often overlooked, motivator. People everywhere in the world consider the following essential to being motivated to give their best to their employer: Better leadership and management Clear criteria and guidelines for advancement in the organization Support and recognition from management Flexible work arrangements (a higher priority with women) In surveys on why people leave their jobs, unfair or exploitative behaviour on the part of the company during difficult times causes employees to lose trust and abandon the company during good times. Poor management and limited or unclear opportunities are big de-motivators. The best talent leaves for better opportunities. The rest may stay, but they disengage and do not give their best. In volatile but fast-growing markets, money and advancement are even more important motivators, as people pursue every opportunity to make better lives for themselves and their families, and to insulate themselves as much as possible against any economic shock. Strong brand and international opportunities are good non-financial motivators. Elements of your employer brand REWARDS: base pay, performance-related pay, flexible benefits, pension plan, vacation, seniority benefits. OPPORTUNITY: development opportunities, career path opportunities, international opportunities, networking opportunities, meritbased advancement, organization growth rate and stability. ORGANIZATION: brand prestige, ethics and responsibility, technology level, empowerment, great employer official recognition. WORK: work life balance, visibility, recognition, support, innovation, work environment, collaboration PEOPLE: management quality, co-worker quality, camaraderie Talk to MCE about attracting, retaining, and engaging people to perform to a high standard MCE helps you build your employer brand, in line with your company strategic goals. From advice and support to tools and assessments, to management programmes, we can help you where needed throughout the process. Align business and talent strategy: MCE s expert senior associates start from your business strategy and objectives and from there advise you on implications for tailoring the capability of your people, competency models and talent planning. We work with your leadership team and your HR/ OD department to define and implement a talent strategy in line with your business strategy. Find out what your employees really want: You can bridge what the company needs to what you think employees want, but you get better results when you find out what employees really want, and not just what you think they want. MCE helps you find out what employees want, starting with your existing data, and then analyzing through a simple but repetitive survey which factors most correspond with employee engagement, performance, loyalty and retention. This creates a process of dialogue with employees. From there, companies can begin to invest only in the improvements that will really make a difference in retention and engagement of key talent, and what makes economic sense. Over time, this can be fine-tuned. Page 3

4 Page 4 Articulate your employer brand promise: MCE s HR and communications experts help you create your employer brand promise, articulate it in an appealing way, test it among your target employees and refine it. They can advise you in spreading the word to target talent pools outside your company. Live up to the brand promise: This involves organizational change and needs to be managed as such, in line with mission, vision and values. Visible support and involvement of senior management is crucial at this step. Management will also be needed to make the changes happen. The most difficult part is management changing their own behaviour. Change communication, quick wins, highlighting success areas are all important. MCE s senior associates can coach you through the deployment process, help you to set milestones, keep the change on track and advise you on how to handle obstacles. We can help you design any workshops or management changes needed to support the EVP deployment. Develop Talent for productivity, engagement, and leadership pipeline Development programmes and various forms of HR investment and intervention are essential to a productive workforce today and leadership pipeline planning for tomorrow. Companies often spend large amounts of money on development, but do not see the benefits or improvements in return. To see real performance and capability improvement, companies must be more selective about development selecting or designing programmes that are closely aligned to the strategy of the company and are part of the implementation of that strategy, linking desired learning outcomes to desired business and performance outcomes, best matching of candidates for development to programmes, setting targets for improvement, or assigning new business projects to employees once they have completed a development programme. Talk to MCE about developing talent for productivity, engagement and leadership pipeline Corporate University Services: Experienced MCE associates can advise you in the design and efficient management of your development curriculum. Mentoring and coaching services: MCE senior associates provide flexible one-on-one mentoring and coaching to key people in your company at middle or senior levels. MCE associates mentor and guide based on their own business experience. This can be on a particular business issue or project, or on more general career development. It could be about filling a knowledge gap in a particular area in preparation for taking on a more senior role. Senior Management: The best CEOs and senior executives never stop developing themselves. MCE offers a series of strategy updates and overview of global business trends for senior managers as open enrolment workshops. This are customized for your senior management team, tailored to your industry and region by an MCE senior associate with expertise in your industry. Senior managers also need to regularly update their leadership skills, particularly when the company is facing a change or implementation of a new strategy. MCE has a series of workshops for individual managers addressing the various aspects of leadership and strategy implementation. Our experienced senior associates could also work privately with your senior leadership team to plan the implementation of new strategy and how to lead people to achieve it. Leadership Pipeline: Identifying talent potential and developing that talent to take on greater responsibilities is crucial for ensuring leadership succession. MCE can help you with talent assessment, pipeline planning, and tailoring career path plans to achieve your future senior management needs. Your future leaders need to fully understand your business, the broader business environment, how to form strategies and make strategic business decisions, how to lead and manage people to implement the strategy. They need a crossfunctional understanding of finance, marketing and sales, operations, people management and technology. MCE has a wide variety of open enrolment programmes on all management topics, many of them geared toward developing people for future senior management responsibility. We help you custom-design a development curriculum for the individual managers in your leadership pipeline. Alternatively we customize a programme to run exclusively in your company for your future senior managers. Middle Managers: Even if they are not marked to become the future senior managers, your company s performance also depends on the productivity, and skilled decision-making of many middle managers. Many people in these positions have good technical skills but lack the formal management education required to make the best decisions for their part of the business. Again, MCE has a wide variety of open enrolment programmes to meet the needs of middle managers. Some of them are especially targeted to people with technical backgrounds who need

5 management skills. We design a curriculum for different segments of your middle management, or we design a private programme to develop your middle management population, customized to your company. Women: More and more women are entering the workforce and taking management positions. Some are better than others at handling the challenges women face in the workplace. But if your company is serious about inclusion of more women in staff and management positions, you might want to provide extra help by setting up a series of initiatives for female managers and employees. MCE helps you to design and implement such initiatives. We offer several open enrolment workshops run by senior associate women, that are targeted to women managers only. It is also possible to have such programmes customized and delivered in your company for your female management population. Use reliable Analytics for smarter decisions about Talent investments Companies measure financial performance, operational efficiency, sales performance, and other business activities and assets in very sophisticated and effective ways, continuously improving their performance in these areas. But when it comes to people and talent, managers generally go by their instincts and intuition which also means their personal biases. Talent Analytics uses a statistically predictable measure of a person s real potential for senior leadership, for a sales role, for leading projects, or for other roles in the organization and then using those measures to make decisions for hiring, high-potential talent identification, development, or deployment into roles or career paths. Unbiased assessment, that is statistically correlated with success in a given role, significantly improves the success and return on a talent investment. Talk to MCE about Talent Analytics MCE can help you measure your talent potential very precisely. We use a proven assessment developed on the principles of actuarial science what characteristics and aptitudes are most closely correlated with measurable success in a given role? The assessment is cheat-proof. The same assessment test can be judged for a variety of different roles. This helps companies select the right talent for the right roles, avoiding costly mistakes. It can also identify which deficiencies can be fixed with some training or development, and which cannot be helped. Page 5 About Management Centre Europe Management Centre Europe (MCE) is the largest provider of organizational, management development and strategy execution programmes for international companies, wherever they have operations. We enable individual managers and management teams to deliver on their strategic goals, through open enrolment workshops, in-company workshops, advising, business coaching and mentoring, and a variety of tools, assessments, and simulations. For more information, visit If you have an issue that needs a creative solution you would like to discuss, contact us: Main Office (Brussels, Belgium): info@mce-ama.com