FOCUS AREAS. 01 What do we mean by talent? 02 Talent in the Western Cape - particular issues? 03 Huge human capital challenge

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2 FOCUS AREAS 01 What do we mean by talent? 02 Talent in the Western Cape - particular issues? 03 Huge human capital challenge 04 What can we do about talent retention in the Western Cape? Development of Talent Pool Recruitment that is retentive Prof Shirley Zinn, Group Head of HR 2 June :15 08:40 KPMG, MSC House, 1 Mediterranean St, Foreshore 2

3 WHAT DO WE MEAN BY TALENT? Talent cannot be isolated from business strategy Strategic asset to business success Valuable to the business Differentiated in the market Hard to imitate and replicate Rare, special Unique combination of competence and experiences that talks to business strategy SOURCE: BERSIN

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5 5 WHAT IS TALENT MANAGEMENT? Most definitions include: Link between talent and performance management Coherent approach to succession planning and development An integrated philosophy that incorporates all HR practices across the employee life-cycle

6 6 MAKING TALENT MANAGEMENT STRATEGY WORK Which skills, competencies, Leadership involvement roles are required to deliver creating a talent mindset in strategy? senior managers Developing high performance Getting the mix right talent through targeted developmental strategies Who to target and how to identify talent? Capability framework the skills, tools, techniques to develop talent requirements Building fluid talent pools and pipelines tied to strategy Rigorous assessment of potential across the organisation

7 BEYOND RETENTION Geographical and regional dynamics, economic landscape, and demographics Understanding aspirations, motives, values, and personal purpose What do people think of your organisation and how to improve the brand and experiences people have with company Reaction time to find different skills and fill key vacancies Building new future-fit skills for new world of work and business conditions Millennials and retention Tech savvy - always on culture Congruence Culture Beyond EVP and Engagement

8 PARTICULAR WESTERN CAPE CHALLENGES Research done by DOE and DOL Legacy of legislated racial discrimination and legislation and new regulations designed to correct the ills of our past EAP in the WC taken from data in EE reports review of the labour force in the WC Barriers to achievement of EE, especially the under-representation of African men and women reflected in reports Quantitative approach story-line emerging from data Compliance often box-ticking exercise

9 PARTICULAR WESTERN CAPE CHALLENGES Building a deliberate culture of inclusion While WC is an aspirational destination, perception is that WC business culture is introverted and difficult to integrate into when coming from other provinces Challenges in attracting and retaining demographically reflective talent Qualitative experiences people have with various businesses Social dynamics: perceived as non-inclusive Making a concerted effort to drive systemic transformational change and address inequality Accountability at line-management level to progress the transformation objectives of company

10 PARTICULAR WESTERN CAPE CHALLENGES Limited opportunities for career growth as most corporate head offices are in JHB Earning power is less than JHB, but cost of housing and setting up is higher Choices based on lifestyle vs salary Schools: experienced as difficult to get into and often requires additional travel Cape Town now the most congested city in South Africa making travel to work, school, events and home time-consuming Number of executives choosing to commute between CT-JHB-CT (live in CT and work in JHB)

11 POSSIBLE STRATEGIES Build, borrow, bounce, buy, bind decisions Market mapping and proactive resourcing Building deeper relationships with talent Unearthing untapped potential Investing in graduate recruitment Diversity as a source of competitive advantage The criticality of line accountability for talent 11

12 POSSIBLE STRATEGIES... Being more attentive and vigilant with regards to talent Addressing perceptions by putting transformational strategies in place Building a cohesive, collaborative culture and a common vision and shared values EVP, engagement, experiences Learning Strategies Organisational Development 12

13 13 POSSIBLE STRATEGIES... Supply and Demand Planning Pipeline Development Academies Remuneration and reward, recognition Management development focus on Talent Strategy Communication Linkages with community

14 POSSIBLE STRATEGIES... Keeping people happy and healthy Contributing to something great personal purpose aligned to organisational purpose Play to people s strengths Create an enabling environment Have fun 14

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