TALENT MANAGEMENT - PRELIMS

CORPORATE CULTURE

Is the combination of the values and characteristics that define an organization

CORPORATE CULTURE

It influences the way employees relate to each other, to customers, to shareholders, and to business partners

CORPORATE CULTURE

reflected through its practices, dress code, business hours, office space and setup, benefits, and other aspects of its operations

CORPORATE CULTURE

It drives behaviors and unite employees around a shared set of values

CULTURE

Refers to the beliefs, traditions, and norms that are followed by a group of people (usually of a certain geographic area or a country)

1950s

• The term of culture in a corporate context was first introduced by Dr. Elliot Jaques in his book The Changing Culture of a Factory

• Rigid hierarchies

Dr. Elliot Jaques

The term of culture in a corporate context was first introduced by

1970s

• Opened up communication channels between the bottom and the top of the organization

• Women rise in the workplace

• Dress code loosen up

1990s

Relationships between workers and bosses fray

2000s

• Tech startup culture revolutionizes the workplace

• Communication channels continue to be developed as companies realize the competitive advantages that these bring to them

PRESENT

• The era of human-focused company culture begins

• It is important to understand what today’s working population is looking for in their employers

DOMINANT CULTURE

Expresses the core values a majority of members share and that give the organization its distinct personality.

SUBCULTURES

Are unique patterns of values and philosophies within a group that are consistent with the dominant culture of the larger organization or social system.

COUNTERCULTURES

Are the patterns of values and philosophies that outwardly reject those of the large organization or social system

VISION

•   A __ statement is a simple but foundational element of culture.

• Good __statements can even help orient customers, suppliers, and other stakeholders

VALUES

•   the core of the company’s culture.

• Many companies find their values revolve around a few simple topics (employees, clients, professionalism, etc.), but the originality of those values is less important than their authenticity.

PRACTICES

•  Values are of little importance unless they are enshrined in the ___ of the company.

• Regardless of the company’s values, those must be reinforced in review criteria and promotion policies, and considered into the operating ___ .

PEOPLE

• No company can build a coherent culture without ___ who either share its core values or possess the willingness and ability to embrace those values.

• The best firms are “fanatical about recruiting new employees who are not just the most talented but also the best suited to a particular corporate culture

NARRATIVE

• Any organization has a unique history — a unique story.

• The ability to unearth that history and craft it into a ___ is a core element of culture creation.

PLACE

whether geography, architecture, or aesthetic design — impacts the values and behaviors of people in a workplace.

Peter Drucker

CULTURE EATS STRATEGY FOR BREAKFAST

Culture

Driver of the business

Strategy

Road map

How organization culture forms

Socialization Model

FILIPINO CULUTRE IMPACTS ON HRM PRACTICES

·        High-absenteeism = lacks pakikisama

·        Helpful cooperation or pagtutulungan

·        Camaraderie and loyalty of pakikisama within the group

·        Palakasanor kakilala system

·        Filipino cultural values of utang na loob and hiya

WORKFORCE PLANNING

Ensuring that the right people with the right skills are in the right place at the right time to meet an organization’s goals.

WORKFORCE PLANNING

A systematic process of identifying, acquiring, developing, and retaining employees to meet the needs of an organization.

WORKFORCE PLANNING

The “strategic” element denotes the integration between workforce planning and an organization’s strategic plan—its mission, goals, and objectives.

ORGANIZATIONAL STRUCTURE

Outlines the hierarchy within an organization and describes the roles, responsibilities and lines of command that exist to achieve the organization's business goals

FUNCTIONAL ORGANIZATIONAL STRUCTURE

• People are grouped according to their area of professional competence and specialization.

• Very bureaucratic and has a top-down approach

FUNCTIONAL ORGANIZATIONAL STRUCTURE

Based on the Company’s key functions 

FUNCTIONAL ORGANIZATIONAL STRUCTURE

• Establishing clearly defined roles and expectations

• Facilitating Improved performance and productivity

• Allowing for skill development and specialization

FUNCTIONAL ORGANIZATIONAL STRUCTURE

•  Creating barriers, or silos, between functions

• Limiting employees’ communication and knowledge with other departments

• Inhibiting collaboration and innovation

DIVISIONAL ORGANIZATIONAL STRUCTURE

• Groups are organized according to the projects, or products the company focuses on.

• Structure is more flexible to the hierarchical organization

DIVISIONAL ORGANIZATIONAL STRUCTURE

Based on the Company’s key products

DIVISIONAL ORGANIZATIONAL STRUCTURE

• Allowing divisions to work independently

• Meeting individual divisions' needs more quickly and specifically

• Promoting focus on specific products or services

DIVISIONAL ORGANIZATIONAL STRUCTURE

•  Duplicating resources or activities

• Decentralizing decision-making

MATRIX ORGANIZATIONAL STRUCTURE

• Blends elements of a functional and divisional structure

• Resembles a grid in which employees with similar skills are grouped together and report to more than one manager

MATRIX ORGANIZATIONAL STRUCTURE

Based on the cross-functional teams and functions

MATRIX ORGANIZATIONAL STRUCTURE

• Enabling a flexible work environment

• Fostering a balanced decision-making process

• Promoting open communication and shared resources across the business

MATRIX ORGANIZATIONAL STRUCTURE

• Creating confusion about authority

• Tracking budgets and resources can be difficult

• Limiting efficiency of key performance indicators (KPIs)

FLATARCHY ORGANIZATIONAL STRUCTURE

• Born from the startup way of acknowledging more independence and autonomy to employees.

• Employees are given more responsibility and decision-making power without the usual hierarchical pressures or supervision and can often be more productive

FLATARCHY ORGANIZATIONAL STRUCTURE

Based on the self-management or lack of management structures

FLATARCHY ORGANIZATIONAL STRUCTURE

• Reducing budget costs due to lack of middle management

• Building relationships between staff and superiors

• Facilitating a quicker, easier decision- making process

FLATARCHY ORGANIZATIONAL STRUCTURE

• Requiring extensive planning to be effective

• Causing confusion over who makes decisions

• Requiring contingency plans to resolve conflicts

IMPORTANCE OF AN ORGANIZATIONAL STRUCTURE

1.       Definition and clarity of roles within the organization.

2.      Goals alignment that makes groups of people work in coordination to achieve common business objectives.

3.      Culture development based on the shape of the organization.

4.      Productivity through a system meant to use the people part of the organization in the best possible way.

5.      Efficiency in the use and allocation of resources within the organization.

6.      Better decision-making process by allowing the flow of information within and across several departments.

IMPACT OF ORGANIZATIONAL SIZE ON STRUCTURE AND DESIGN

• Work Specialization 

• Departmentalization

• Formalization 

Steps in Workforce Planning 

Supply Analysis → Demand Analysis → Gap Analysis → Solution Analysis → Monitoring and Evaluation 

TALENT INVENTORY 

To assess the current available resources and analyze current role of employees

HR FORECAST

To predict HR requirements considering the following:

• Headcount

• skills mix

• internal versus external labor supply

ACTION PLANNING

To enlarge the pool of qualified individuals by recruitment, selection, training, placement, transfer, promotion, development and compensation

BENEFITS OF WORKPLACE PLANNING

• Strategic basis for decision making.

• Enables an organization to anticipate workforce needs rather than react to surprises.

• Involve contingency planning for potential future circumstances and consider options that mitigate risk.

• Provides a better understanding of the areas of the workforce that need to be strengthened and facilitates the development of plans for staffing levels, succession planning, and skill development.

• Creates a connection between mission, strategic plans, and human resource needs that maximizes operational effectiveness.

Talent

consists of those individuals who can make a difference to organizational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential

Talent

An individual with special competencies. In a business or other context, these competencies are strategic importance  to the organization. The absence of these competencies would pose an actual situation of crisis for the organization

TALENT MANAGEMENT

Systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organization, either in view of their  “high potential” for the future or because they are fulfilling business/operation-critical roles”

TALENT MANAGEMENT

the full scope of HR processes to attract, develop, motivate and retain high-performing employees

TALENT MANAGEMENT

Process of finding, developing, training, and keeping employees whose skills best align with the needs and objectives of the company

TALENT MANAGEMENT

The goal of ____ is to hire the best employees the business can afford so that the company reaches its maximum potential for success.

Prepare - Know challenges - Search - Select - Train - Keep - Follow-up - Further preparation - Completion

Standards Steps in Talent Management

HUMAN RESOURCES MANAGEMENT

To hire great talents and make the best out of it to achieve organizational goals

HUMAN RESOURCES MANAGEMENT

Keeps the “people” function up and running

HUMAN RESOURCES MANAGEMENT

Productivity and business success

TALENT MANAGEMENT

Focuses more on the “make the most out of them” part

TALENT MANAGEMENT

Identify potential and constantly work on making them better

TALENT MANAGEMENT

Build progressive and motivating career paths for people to be their best

EMPLOYEE LIFE CYCLE

A model that shows the different stages that an employee will go through as a part of an organization

1. Seeking Employment

2. Recruitment

3. Pre & Onboarding

4. Engagement

5. Development & Training

6. Talent Retention

7. Offboarding

Step in the Employee Life Cycle

EMPLOYEE LIFE CYCLE

serves as a guide in better understanding the needs of employees for every stage that they undergo

EMPLOYEE LIFE CYCLE

a very important factor in retention

EMPLOYEE LIFE CYCLE

·        It is an area of concern if a company is good on sonboarding but lacks development and retention programs for employees

Recruitment - Onboarding - Development - Retention

KEY METRICS IN THE EMPLOYEE LIFE CYCLE

Recruitment

• time to hire

• offer acceptance rate

• quality of hire

• cost to hire

Onboarding

• ramp time

• new hire engagement

• training effectiveness

Development

• productivity

• 360 feedback

• promotion rates

Retention

• employee engagement

• attrition rate

6 months

90% of employees are deciding if they will stay or leave

3 years

69% of employees are more likely to stay with a company for years if they experienced great onboarding ; ·        New employees who went through a structured onboarding program were 58% more likely to be with the organization after _ years

VISION

Describes the long-term results of the company’s efforts

VISION

What an organization hopes to be and what it wants to achieve in the long-term

VISION

Helps an organization align everyone to head in the right direction

VISION

Gives a purpose to what the employees do

VISION

Using your imagination & foreseeing your company’s future

MISSION

The reason for existence of the organization

MISSION

What needs to be done to turn the vision into reality

MISSION

“Rolling up your sleeves” and putting in the work

PERSONAL VALUES

The worth or importance you attach to different factors in your life

PERSONAL VALUES

These factors are defined as any objects, activities, or frames of mind that you consider very important

PERSONAL VALUES

Interpreted differently by people from different generations religions, political systems, cultures around the globe.

ORGANIZATIONAL VALUES

The root values and beliefs which form the basis on which the organization and its employees operate from

ORGANIZATIONAL VALUES

Ultimately serve as the “guiding light” that steers the company’s attitude and behavior towards others

CORE VALUES AND COMPANY PERFORMANCE

·        Help attract the right kind of talent for your brand

·        Drive innovation and ambition within the company

·        Help customers understand the identity of your business

VALUES CONFLICT

Conflict that occurs when one set of values clashed with another, and a decision has to be made.

STRATEGIC

Supports the organization's vision and mission statements by outlining the high-level plan to achieve both

STRATEGIC

Top management uses reports on finances, operations and the external environment to project future actions

TACTICAL

Answers "how do we achieve our strategic plan?"

TACTICAL

Outlines actions to achieve short-term goals, generally within a year or less

STRATEGIC

• plan

• large scale

• why

• difficult to copy

• long time frame

TACTICAL

• doing

• smaller scale

• how

• easy to copy

• short time frame