To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides For other Informa Webinars: http://www.informa-mea.com/webinars In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.

1. Talent Management Strategies in
the GCC
Lesley Harvey
The Human Edge

2. Agenda
• Welcome
• Housekeeping notes
• Session starts
• Q&A
• End of webinar

3. Housekeeping
• Slides will be available on our SlideShare page, link
will be emailed to you
• Recording of the webinar will be available to
download, link will be emailed
• Take the time to complete post-webinar survey that
will pop up at the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to
address your questions

4. Today’s Presenter
Lesley Harvey, Director – The Human Edge, is an accomplished
management consultant specialising in Human Resources, an author,
speaker and facilitator. She started her career in sales and marketing,
followed by marketing management, and then Human Resources, where
she used her marketing skills to good effect when managing employment
branding, internal communications and building employee engagement
within organisations.
With over 18 years’ experience in HR, Lesley has extensive hands-on
expertise in large multinational organisations based in the UK and
internationally.

5. Definition
Talent consists of those individuals who can make a
difference to organisational performance, either through
their immediate contribution or in the longer-term by
demonstrating the highest levels of potential.
Talent management is the systematic attraction,
identification, development, engagement, evaluation,
retention and deployment of those individuals who are of
particular value to an organisation, either in view of their
‘high potential’ for the future or because they are fulfilling
business/operation-critical roles. *source - CIPD
5

6. Being clear on the kinds of
people and capability that
will create value for your
organisation now and into the
future
Building the skills and
capabilities of your people
to meet current and future
demands
Placing the right people in
the right jobs at the right
time – to meet
organisation’s needs and
support career growth
Ensuring the right
environment for
identified talent to
deliver their best and
reach their potential
What is Talent Management?

7. What tells us we need Talent
Management?
• Key roles unfilled for long periods
• Emergency outside hires
• Key roles filled mostly from outside
• Replacements unsuccessful
• Complaints about promotion decision fairness
• Loss of customer confidence
7

8. Directors/Leaders
Heads and Senior Managers
Functional Leaders
Transformation Change Leaders
Top talent
identified
Next step is to embed
talent management
further
• All other bands
Outcomes for Organisations

9. Talent Strategy
• What it is and what it isn’t
‘A plan to meet the strategic talent needs of the
business and create competitive advantage
through differentiating capabilities’ (centre for applied
HR research)
•NOT simply how HR will deliver various services
•NOT how HR will introduce the latest HR thinking
•NOT the plan for hr developments in recruitment, training, employee
relations etc.
•NOT a plan for hr internal activities.

10. Understanding the Business -
• As HR practitioners we often don’t
have the time or opportunity to
really get down into the business
detail.
• For Talent Management to work –
we need to dig deep and find out
what’s happening inside as well as
outside
• Only then will you be able to write a
Talent Management strategy .

11. Two Types of Talen Mgt Strategy
No clear strategy
→ Clear defined strategy
Casual/Informal processes
→ Formal processes
Limited to certain
individuals
→ Open to all employees
No specific talent areas
→ A number of specific areas
(pools)
Closed/ Development for
the chosen few
→ Open/ Clear
Exclusive Inclusive
11

12. Talent Strategy Framework
Business Outcomes
business-specific imperatives/objectives linked to business success
Programs and Tools
HR programs, practices, and tools that will help to drive
needed behaviors
Talent Outcomes
Broad set of people-related needs/outcomes aligned with business
objectives
Metrics
Qualitative and quantitative data that measures current
performance against outcomes
Behaviors
Key leader/manager behaviors and management practices
that will lead to talent outcomes

13. Talent Management process
Identify
Strategic
Intent
Identify key people
capability
requirements
Identify Talent
Talent Pools
Develop * Deploy
Talent
Motivate & Retain
Talent
Evaluate and
Review

14. A. BEHAVIOUR
B. TRACK
RECORD
C. AMBITION D. STRETCH
Is their behaviour consistent
with the values/standards of
your organisation?
Do they have a record of
delivering results (both
within an outside your
organisation?
Do they personally aspire to
more senior roles?
Have they got what it takes
to stretch to bigger, more
complex senior roles in the
organisation?
If so, how far can they go?
Performance management process Talent management process
PERFORMANCE POTENTIAL
The Talent Selection Model:
Performance and Potential

15. Performance and Potential (P&P)
• Structured questionnaire
• Line manager and staff member
• Start at Chief Exec and work down
• Links performance through ‘what’ you delivered as a track
record and ‘how’ it was delivered by referencing the
Competency Framework behaviours
• Ratings based on frequency of activity/behaviour
• Considers stretch and personal ambition
• Although supported by a paper-based form, the results can be
input to a database

16. 9 Box Grid
Valued Specialist
Exceeds or Far Exceeds Performance
Expectations
Capable of assuming a new role at the
same level of
complexity
Highly competent in current role
Role model in their current function
4
Emerging Potential
Exceeds or Far Exceeds Performance
Expectations
Capable of growing into a more complex
role within the same level
This person could advance to the next
layer
Highly competent in current role
Role model in their current position
7
Top Talent
Exceeds or Far Exceeds Performance
Potential to grow into a role with much
broader responsibility and complexity.
This person could advance into a role
one layer above their current position
within a 0-2 year time frame and
possibly a second move within a 3-5
year time frame.
Highly competent in current role
Role model in their current position 9
Emerging Specialist
Meets Performance Expectations
Capable of assuming positions at the
same level of complexity
Competent in current role
Steady performer within functional area
or current level of responsibility
2
Solid Contributor
Meets Performance Expectations
Capable of growing into a more complex
role within the same level
This person could advance to the next
layer
Competent in current role
Core of the business, consistent
performance results
5
Rising Star
Meets Performance Expectations
Potential to grow into a role with much
broader responsibilities
This person could advance into a role at
least one layer above their current
position
Competent in current role
Core of the business, consistent
performance results 8
Underperformer
Below Performance Expectations
Lacks competence in current role
If no improvement displayed after
development, exiting the organization
may be appropriate
1
Inconsistent
Performance
Below Performance Expectations
Inconsistent or disappointing
performance in relation
to potential exhibited
Lacks competence in current role
May still be new to position but doesn’t
seem to be adapting as well as
anticipated
Improved performance is necessary
before advancement expected 3
New to Role
Too early to assess performance and/or
competence
Likely an individual who is adapting to a
new role (not just new to company)
Perceived to be able to take on greater
responsibilities/roles once performance
is demonstrated
Anticipate successful results once this
person matures in their new role
6
Potential
P
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r
f
o
r
m
a
n
c
e
16

17. Success for Talent Management
depends on…• For every role and or destination:
• – The competencies and skills required to do that role re identified
• – The experience necessary to be considered for such a role is determined
• – The kinds of jobs and roles necessary to gain the necessary experience are highlighted
• For every person
• – Be listed on the Talent Identification Plan & Talent Reviews conducted on
• a quarterly basis to identify development needs
• – Have an updated internal CV with Jobs done and experiences gained
• – Have recent Performance Appraisal with Competencies and skills achieved
• – Have recent psychometrics and assessment data on record
• Have a personal development plan in place
• For Internal talent market
• – All vacant or future roles accessible by everyone and advertised internally first
• – Matching criteria from the “Internal Talent Pool”
• Individual responsibility
• – Up to the individual to make sure they move into jobs to gain the necessary experiences and
competencies
• – Attend the necessary training & development programs

18. One size does not fit all!
• Talent Management Strategy needs to be
company specific
• Talent Identification requires careful planning and
a mature workforce
• Development interventions need to be tailored to
individual needs.
• Successful programmes ensure that each
individual has a personalised plan
• Succession Planning – Career Development and
talent Management are aligned

19. What do we mean by Succession
Planning?
The systematic approach to:
• Building a leadership pipeline / talent pool aligned
to business strategy
• Developing potential successors in ways that best
fit their strengths
• Identifying the best candidates for all categories of
positions
• Concentrating resources on the talent development
process

20. Purpose of Succession Planning
• Ensures the organisation has sufficient talent
(successors) coming through the talent pipe
• Reduces the risk of having key positions vacant –
leading to loss of revenue
• Ensures there is a leadership criteria and practice in
place to identify and develop potential successors to
meet the business requirements
• Develops new leaders
• Forms part of the overall Attraction & Retention
strategy

21. Integrating Talent Management &
Succession Plans
Identify Positions
Use competency framework to determine
success criteria
Develop links from talent pools to position

22. Talent Retention
• Loss of Knowledge
• Cost of Re-hiring and Inducting
• Slowed Growth & Development
• Loss of Production
Retention matters!

23. Factors affecting Retention
Engagement
Induction & Orientation
HR Policies
Corporate Values
Reward & Recognition
Management

24. It’s a fact that……
• Happy Hens Lay more Eggs
• Contented Cows Give Better Milk
• Well Fed Soil Yield Bigger Vegetables
• Valued Workers Deliver Better Returns

25. Questions ?
• Thank you all for your time to-day
• Do you have any questions for me?
• Contact:
lesleyeharvey@yahoo.co.uk