Talent Management Masterclass: Best practice principles and processes

TALENT MANAGEMENT MASTERCLASS
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
ONLINE LEARNING PROGRAMME (LIVE)
OCTOBER 2021

TALENT MANAGEMENT PROCESS/VALUE
CHAIN (P-A-R-M-E-D)
Step 1
• HR/Talent & Succession
Planning
Step 2
• Acquiring talented and
qualified workers
Step 3
• Retaining talented and
qualified workers
Step 4
• Motivating talented
and qualified workers
Step 5
• Evaluating talented and
qualified workers
Step 6
• Learning & Developing
talented, qualified &
competent employees

ONLINE LEARNING
PROGRAMME
OVERVIEW – DAY 1
• Introduction and Preview of
training programme (day 1)
• Session 1: Strategic
Talent/HR Management
• Session 2A/B: HR/Talent
and Succession Planning
• Session 3: Strategic Talent
Acquisition

ONLINE LEARNING
PROGRAMME
OVERVIEW – DAY 2
• Introduction and Preview of
training programme
(day 2)
• Session 4: Employee
Engagement and Talent
Retention
• Session 5: Performance
Management and Career
Development
• Session 6: Strategic Learning
and Development

ONLINE LEARNING
PROGRAMME
SCHEDULE
• DAY 1 – 2 (OCTOBER 2021):
❑ Sessions 1/4: 8.30 – 10.30
❑ Tea-break: 10.30 – 10.45
❑ Sessions 2/5: 10.45 – 12.45
❑ Lunch-break: 12.45 – 13.30
❑ Sessions 3/6: 13.30 – 15.30
❑ Tea-break: 15.30 – 15.40
❑ Reflective learning: 15.40 –
16.00

SESSION 1A: Defining the SHRM concepts
and best practices

DEFINING THE
FUNDAMENTAL HRM
CONCEPTS
• Integrated Talent
Management
• Talent/HR Planning
• Strategic HR Planning
• Strategic HRM
• Global Talent
Management trends

INTEGRATED TALENT MANAGEMENT
ARCHITECTURE/SYSTEM

DEFINING
WFP -
GETTING IT
“RIGHT”

STRATEGIC HUMAN
RESOURCES
MANAGEMENT (SHRM)
• SHRM is defined as an approach to
managing people that deals with how
the organization’s goals will be achieved
through its human resources by means
of integrated HR strategies, policies and
practices (Armstrong, 2016).
• SHRM propositions:
❑ The HR of an organization play a
strategic role in it’s success
❑ Human capital is a major source of
competitive advantage
❑ It is people who implement
business strategy
❑ A systematic approach should be
adopted to planning and
implementing HR strategies
❑ HR strategies and plans should be
integrated with business strategies
and plans

6 HIGH PRIORITY STRATEGIC HRM
OBJECTIVES AND RELATED ROLES
• #1: Attract, acquire and select top talent - promote a competent and competitive workforce i.e.
quality of hire;
Role: Cognitive and Intelligent Talent Broker
• #2: Transform to a digitally-enabled HRM operating model and design an automated Knowledge
Management System;
Role: Strategic Performance Advisor (SPA)
• #3: Future-proof the organization, by developing a measurement culture and generating real-time
predictive business analytics and –intelligence;
Role: Digital Futurist and –Analyst
• #4: Develop an agile High Performance Organization (HIPO) culture and a high level of employee
engagement;
Role: Behavioural Economist
• #5: Mainstream HRM into core business processes, by offering business valued solutions to key
organizational problems
Role: Innovative solutions architect
• #6: Develop a HRM Governance framework, processes, principles and promote an ethical
organizational culture, espousing and enacting core company values.
Role: Advocate, Custodian and Steward of governance and ethics

DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR SHRM
• https://www.surveymonkey.com/r/HNT82WF
• #1 Embedding HRM strategy in business strategy and able to translate that
strategy into deliverable actions
• #2 Well-defined, implemented and reported HRM performance and ROI metrics
(creating credibility and accountability)
• #3 Generating business intelligence e.g. predictive and strategic analytics (that
shapes, informs, guides and ultimately, influences strategic business decisions)
• #4 Offering a professional, value-adding business proposition sensitive to and
supportive of business needs, interests and strategic priorities
• #5 Ongoing line management consultation, engagement, coaching and building
trusting, collegial and mutually beneficial business relationships

GUIDELINES FOR SHRM
• #6 HR Management and practitioners possess business and industry knowledge,
acumen and insight
• #7 HRM collaborates with line management to broker meaningful and impactful
business solutions
• #8 HRM processes, systems and practices are horizontally integrated (bundled),
agile, responsive and stream-lined (that enhance productivity and efficiency)
• #9 HRM is a transformational initiator, driver and implementer of business
change
• #10 HRM is technology-savvy innovator, enabling and leveraging best practices
(e.g. CoE; Shared Services and e-HRM)
• https://www.surveymonkey.com/r/HNT82WF

LEARNING ACTIVITY 1
• Individual Diagnostic Activity:
• 1.1 Critically review and evaluate your organization’s
current HR processes and function against the ten (10)
SHRM best practice criteria. Refer to the link:
https://www.surveymonkey.com/r/HNT82WF
• Group Discussion:
• 1.2 Identify areas of improvement (gaps) and
recommend improvement strategies i.e. identify how
the HR function can enhance performance (efficiency)
and value add (effectiveness).

STRATEGIC PERFORMANCE ADVISOR (SPA)
– WIDEST COMPLIANCE GAPS
Range Median Mean Standard Deviation
11-100% 61%
62.0%
17%
BEST PRACTICE CRITERIA RELATIVE DIFFICULTY
RANKING
MEAN SCORE
Q2: Your organization's HRM function has well-defined,
implemented and reported HRM performance scorecards and ROI
metrics (creating credibility and accountability)
1 50%
Q3: Your organization's HRM function generates business
intelligence e.g. predictive and strategic analytics (that shapes,
informs, guides and ultimately, influences strategic business
decisions)
2 50%
Q10: Your organization's HRM function is technology-savvy
innovator, enabling and leveraging best practices (e.g. CoE; Shared
Services and e-HRM)
3 53%

STRATEGIC PERFORMANCE ADVISOR (SPA)
– MOST COMPLIANT CRITERIA
BEST PRACTICE CRITERIA RELATIVE
DIFFICULTY
RANKING
MEAN SCORE
Q4: Your organization's HRM function
offers a professional, value-adding
business proposition sensitive to and
supportive of business needs, interests
and strategic priorities
10 65%

DELOITTE HUMAN CAPITAL TRENDS 2021
• Designing work for well-being: The end of work/life
balance
• Beyond reskilling: Unleashing worker potential
• Superteams: Where work happens
• Governing workforce strategies: Setting new directions
for work and the workforce
• A memo to HR: Accelerating the shift to re-architecting
work

EXPECTATIONS AND
PRIORITIES OF BUSINESS
EXECUTIVES
• CEO’s expect the Human Resources
function to play a much more active and
participatory role in enabling business
strategies.
• Senior business leaders consider talent
to be perhaps the critical factor in the
push for sustainable growth and the
need to manage new opportunities and
risks in a more complex and
interdependent world.
• According to The Conference Board CEO
Challenge (2013), Human Capital is
rated 10% higher than operational
excellence as a major challenge for
businesses.

BUSINESS EXECUTIVE EXPECTATIONS OF THE SHRBP ROLE IN THE
COVID-19 TALENT MANAGEMENT ERA
(COTTER, 2021)
• #1: Catalytic Driver of organizational Change
• #2: Proactive Business-minded Thinker
• #3: Collaborative business management Consultant
• #4: Purpose-directed Coach (of line managers)
• #5: Delivery (value-adding and results-oriented HRM
practices)
• #6: (Credible and Accountable) Performance Advisor
• #7: Strategic Facilitator and Enabler
• #8: Innovative Solutions Architect (and trouble-
shooter)
• #9: Digital Futurist and -Analyst
• #10: (Future-focused) Organizational Behavioural
Economist
• https://www.surveymonkey.com/r/HFMYG
DM

LEARNING ACTIVITY 2
• 2.1 Review the 10 business executive expectations,
roles and responsibilities of SHRBP during the current
and post Covid-19 talent management era. Refer to
the diagnostic survey link:
https://www.surveymonkey.com/r/HFMYGDM
• 2.2 By referring to the best practice models, describe
how HRM can improve on the CEO perceived
influence (16%) and be significantly more pivotal and
instrumental in future-proofing your organization’s
operating model.

SESSION #2A:
Strategic HR/Talent Planning

CLEAR VIEW – LINE OF
SIGHT STRATEGIC TALENT
PLANNING
• #1: Inventory of available organizational core
competencies?
• #2: Inventory of organizational scarce skills?
• #3: Mission critical organizational jobs (to
enable strategy achievement)?
• #4: Critical employee segments (to promote
business continuity/sustainability – future-
proofing)?
• #5: Competitivity and readiness of
organizational talent pipeline?
• #6: Identification of organizational talent
gaps?

• https://www.surveymonkey.com/r/HFG8ZLJ
• #1: Aligned with the organization’s strategic business plans and priorities.
• #2: Future-focused, adopting a strategic, medium to long-term forward-
looking approach.
• #3: Pro-active, sensitive and responsive to (internal and external)
environmental change and trends.
• #4: Provides accurate and reliable (clear view) talent
planning/management information for the organization e.g. available core
competencies; scarce skills; critical jobs and employee segments and
talent gaps.
• #5: Collaborative, well coordinated and partnering effort (HRM has co-
opted business partners e.g. line managers to the process).
GUIDELINES FOR EFFECTIVE SWP

• #6: Integrated (bundled) with other HRM value chain processes e.g. Recruitment,
Succession Planning, Retention and Leadership Development.
• #7: Generates meaningful business intelligence for the organization which
shapes, informs and influences business planning and supports strategic decision-
making.
• #8: Integrates both scientific (HRM metrics, predictive analytics and strategy
maps) with artistic (planning) principles.
• #9: Dynamic - regularly and systematically monitored, reviewed, evaluated and
adapted (committed to continuous improvement processes).
• #10: Yields a positive ROI, with tangible/demonstrable outcomes and impact for
the organization i.e. creates sustainable HCM competitive advantages
• https://www.surveymonkey.com/r/HFG8ZLJ
GUIDELINES FOR EFFECTIVE SWP

LEARNING ACTIVITY 3
• 3.1 Diagnose your organization’s
current Workforce Planning practices
against the ten (10) best practice
criteria. Refer to the link:
https://www.surveymonkey.com/r/
HFG8ZLJ
• 3.2 Identify gaps and recommend
improvement strategies.

LEARNING ACTIVITY 3
• 3.3 By referring to the illustration of the
HR planning process, evaluate the
effectiveness of each process step in your
organization. Compare your
organization’s effectiveness with the
findings of the HCI (2014). Identify areas
of improvement (gaps) and recommend
how HR management can enhance
performance and value add.

STRATEGIC HR PLANNING – WIDEST
COMPLIANCE GAPS
DIFFICULTY
RANKING
MEAN SCORE
Q10: Your organization's HR plan yields a positive ROI, with
tangible/demonstrable outcomes and impact i.e. creates
sustainable HCM competitive advantages
1 58%
Q8: Your organization's HR plan integrates both scientific
(HRM metrics, predictive analytics and strategy maps) with
artistic (planning) principles.
2 59%
Q4: Your organization's HR Plan provides accurate and
reliable (clear view) talent planning/management
information e.g. available core competencies; scarce skills;
critical jobs and employee segments and talent gaps.
3 59%

STRATEGIC HR PLANNING – MOST
COMPLIANT CRITERIA
27-93% 59%
60.1%
12%
BEST PRACTICE CRITERIA DIFFICULTY
RANKING
MEAN SCORE
Q1: Your HR Plan is aligned with the organization’s
strategic business plans and priorities.
10 67%

HR/TALENT PLANNING PROCESS
• Step 1: Environmental Analysis
• Step 2: Forecasting HR Demand (Futuring)
• Step 3: Analyzing (Current) Supply
• Step 4: Reconciling
• Step 5: HR Action Planning
• Step 6: Monitoring and Evaluating the HR Action Plan

STEP 3: ANALYZING CURRENT
SUPPLY
• Assess the current HR capacity of
the organization by means of the
Skill inventories/audits method
❖ The knowledge, skills and
abilities of your current staff
need to be identified
❖ Employee experience, education
and special skills
❖ Certificates or additional
training should also be included
• A forecast of the supply of
employees projected to join the
organization from outside sources
• HRM indicators, metrics and
indices e.g. turnover rates

BEST PRACTICE CRITERIA:
SKILLS AUDITING
• https://www.surveymonkey.com/r/H38JSZ
B
• #1: A job analysis must be used as a basis for the skills
audit
• #2: Definitive performance standards must be
developed, written, and provided to all stakeholders,
regardless of the type of rating
• #3: Raters are trained to use the rating instrument
properly
• #4: Formal appeal mechanisms must be in place and
assessment results need to be reviewed to ensure
fairness and reliability
• #5: Multiple techniques/approaches are utilized and
ratings are supported with documented examples of
behaviour

BEST PRACTICE CRITERIA:
SKILLS AUDITING
• #6: Employees are given a chance to improve their skills
through targeted development opportunities
• #7: The 7 E’s - the Skills Auditing process is efficient, effective,
economical, educational, ethical, empirical and evidentiary
• #8: Compliance with the following principles of Skills Audits:
❑ Fairness
❑ Validity
❑ Reliability
❑ Transparency/ Openness
❑ Constructive feedback
❑ Objectivity
• #9: The outcome of the skills audit generates predictive
analytics and business intelligence, providing the organization
with a strategic competitive advantage
• #10: Skills Auditing must be a holistic, systematic, integrated
and aligned approach
• https://www.surveymonkey.com/r/H38JSZ
B

LEARNING ACTIVITY 4
• 4.1 Review and evaluate your organization’s
current skills audit process against the ten
(10) best practice criteria. Refer to the link:
https://www.surveymonkey.com/r/H38
JSZB
• Group discussion:
improvement strategies to address these
process gaps.

SKILLS AUDITING - WIDEST COMPLIANCE
GAPS
22-100% 57%
57.4%
13%
RANKING
MEAN SCORE
Q3: Your organization trains skills auditors and -raters to use
the skills rating instrument properly.
1 51%
Q4: Formal appeal mechanisms are in place in your
organization and skills assessment results are regularly
moderated and reviewed.
2 51%
Q9: The outcome of the skills audit generates predictive
analytics and business intelligence, providing your organization
with a strategic competitive advantage.
3 54%

SKILLS AUDITING - MOST COMPLIANT
CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: Your organization's skills auditing process
complies with the 7 E’s i.e. efficient, effective,
economical, educational, ethical, empirical and
evidentiary.
10 77%

STEP 4: RECONCILING/GAP ANALYSIS

HR ACTION PLANS
• There are five HR strategies for
meeting your organization's
needs in the future:
❑ Restructuring strategies
❑ Training and development
strategies
❑ Recruitment strategies
❑ Outsourcing strategies
❑ Collaboration strategies

RESTRUCTURING STRATEGIES
• Reducing staff either by termination or attrition
• Regrouping tasks to create well designed jobs
• Reorganizing work units to be more efficient
• If your assessment indicates that there is an oversupply of skills, there are a
variety of options open to assist in the adjustment.
• Termination of workers gives immediate results. Generally, there will be
costs associated with this approach depending on your employment
agreements. Notice periods are guaranteed in all provinces.
• Be sure to review the labour/employment relations standards in your
province or territory to ensure that you are compliant with the legislation.

TRAINING AND DEVELOPMENT
STRATEGIES
• Providing staff with training to take on new roles
• Providing current staff with development opportunities to prepare
them for future jobs in your organization
• Training and development needs can be met in a variety of ways.
• One approach is for the employer to pay for employees to
upgrade their skills. This may involve sending the employee to
take courses or certificates or it may be accomplished through on-
the-job training.
• Many training and development needs can be met through cost
effective techniques.

RECRUITMENT STRATEGIES
• Recruiting new staff with the skill and abilities that your
organization will need in the future
• Considering all the available options for strategically promoting
job openings and encouraging suitable candidates to apply
• For strategic HR planning, each time you recruit you should be
looking at the requirements from a strategic perspective.
• Example: Perhaps your organization has a need for a new
fundraiser right now to plan special events as part of your
fundraising plan. However, if your organization is considering
moving from fundraising through special events to planned giving,
your recruitment strategy should be to find someone who can do
both to align with the change that you plan for the future.

OUTSOURCING
STRATEGIES
• Using external individuals or organizations to
complete some tasks
• Many organizations look outside their own staff
pool and contract for certain skills.
• This is particularly helpful for accomplishing
specific, specialized tasks that don't require on-
going full-time work.
• Some organizations outsource HR activities,
project work or bookkeeping.
• Example: Payroll may be done by an external
organization rather than a staff person, a short-
term project may be done using a consultant, or
specific expertise such as legal advice may be
purchase from an outside source.
• Each outsourcing decision has implications for
meeting the organization's goals and should
therefore be carefully assessed.

COLLABORATION STRATEGIES
• Finally, the strategic HR planning process may lead to indirect
strategies that go beyond your organization.
• By collaborating with other organizations you may have better
success at dealing with a shortage of certain skills.
• Types of collaboration could include:
❑ Working together to influence the types of courses offered by
educational institutions
❑ Working with other organizations to prepare future leaders by
sharing in the development of promising individuals
❑ Sharing the costs of training for groups of employees
❑ Allowing employees to visit other organizations to gain skills and
insight

LEARNING ACTIVITY 5
• 5.1 Has your organization shifted and
transformed from on-demand (reactive and
short-term focused) to in-demand (proactive and
future-focused) talent planning? Critically review
and evaluate your organization’s Strategic
Workforce/HR Planning 6-step process as an
efficient, effective and strategically impactful
talent planning and -management tool.
• 5.2 Identify gaps and recommend improvement
strategies.

SESSION #2B:
Succession Planning

DEFINING
SUCCESSION
PLANNING
• Succession planning is the identification and development of
potential successors for key positions in an organization,
through a systematic evaluation process and possible training
or mentoring.
• Succession planning and management involves an integrated,
systematic approach to identify, develop and retain talent for
key positions and areas in line with current and projected
business objectives.
• Succession Planning is "a means of identifying critical
management positions, starting at the levels of project manager
and supervisor and extending up to the highest position in the
organization.”

PURPOSE OF SUCCESSION PLANNING
• Succession planning is a process of determining critical roles within the
company, identifying and assessing possible successors, and providing
them with the appropriate skills and experience for present and future
opportunities.
• Succession planning is a forward-looking process, anticipating what skills
will be needed in the future.
• Thinking about the business strategy and determining what skills you will
need when.
• Succession planning ensures that high quality replacements for those
individuals who currently hold positions that are key to the organization’s
success.
• These positions include executive, management, specialists, technical and
professional positions and any critical positions motivated by a Line
Manager.

OBJECTIVES OF
SUCCESSION PLANNING
• Succession planning is about filling
the organization's talent pipeline
and building internal bench
strength.
• It is about leveraging the talent that
the organization already possesses
by developing it to full potential.
• The focus is on developing
employees so that the organization
has a pool of qualified candidates
who are ready to compete for key
positions and areas when they
become vacant.

• Keeping or preserving key positions, core skills, and special business know-how
• Maintaining business competiveness on key or core areas or positions
• Minimizing the impact on business due to unexpected key turnover or extended
employee absences due to health or personal issues (i.e. have candidates “ready
now” to replace planned and unplanned losses on key positions)
• A more efficient and effective public/customer service with increased ability to
deliver on business goals
• The development of a qualified pool of candidates ready to fill key positions or
areas
• Improved employee engagement through career development and resulting cost
benefit
• The opportunity for corporate knowledge transfer
BENEFITS OF SUCCESSION PLANNING

DESIRED RESULTS OF SUCCESSION
PLANNING
• Identify high-potential employees capable of rapid advancement
to positions of higher responsibility than those they presently
occupy.
• Ensure the systematic and long-term development of individuals
to replace key job incumbents as the need arises due to deaths,
disabilities, retirements, and, resignations other unexpected
losses.
• Provide a continuous flow of talented people to meet the
organization’s management needs.
• Meet the organization’s need to exercise social responsibility by
providing for the advancement of successors in the organization.

BEST PRACTICE SUCCESSION PLANNING
PRINCIPLES
• Refer to the link: https://www.surveymonkey.com/r/H3MPCL6
• #1: Succession planning is a strategic driver of sustainable organizational
development and competitive advantage.
• #2: Succession planning is vertically aligned with the strategic business plan and
an enabler of the achievement of strategic goals/objectives.
• #3: Succession planning is multi-level is implemented on 3 levels i.e. executive
management; senior management and critical/key roles (professional and
technical) to develop qualified successors.
• #4: Succession planning builds organizational capacity, promotes institutional
memory and stimulates knowledge and skills transfer.
• #5: Succession planning is horizontally integrated with other HRM value chain
processes e.g. Career Planning, Workforce Planning; PMS; Learning and
Development etc.

BEST PRACTICE SUCCESSION PLANNING
PRINCIPLES
• #6: The talent pipeline is vibrant in creating an adequate succession planning rate/ratio
e.g. 1:3 and talent bench strength of high potential/performers.
• #7: The succession planning is effective in developing and grooming the depth and breadth
of talent and fast-tracking ready-made successors in identified key roles.
• #8: The succession planning process is proactive and adopts a medium to long-term view
e.g. 3-5 years and uses scenario planning/”what if” analyses.
•
• #9: The succession planning frequently scans the micro, market and macro business
environments, is consistently reviewed and is agile in it’s response.
•
• #10: Succession planning results in effective leadership development, higher levels of
employee engagement and improved employee retention.
• https://www.surveymonkey.com/r/H3MPCL6

LEARNING ACTIVITY 6
• 6.1 Diagnose the current degree of strategic
relevance and importance of your organization’s
succession planning, with reference to the
following statements. Refer to the link:
https://www.surveymonkey.com/r/H3MPCL6
strategies to address and resolve these best
practice principle gaps.

SUCCESSION PLANNING – WIDEST
COMPLIANCE GAPS
DIFFICULTY
RANKING
MEAN SCORE
Q9: Succession planning frequently scans the micro, market
and macro business environments, is consistently reviewed
and is agile in it’s response.
1 67%
Q6: The talent pipeline is vibrant in creating an adequate
succession planning rate/ratio e.g. 1:3 and talent bench
strength of high potentials/performance.
2 67%
Q8: The succession planning process is proactive, adopts a
medium to long-term view e.g. 3-5 years and uses scenario
planning/"what if" analyses.
3 68%

SUCCESSION PLANNING – MOST
COMPLIANT CRITERIA
22-100% 68% 67.6% 18%
BEST PRACTICE CRITERIA DIFFICULTY
RANKING
MEAN SCORE
Q1: Succession planning is a strategic driver of
sustainable organizational development and
competitive advantage.
10 79%

STEP 7 REVIEW AND EVALUATE THE IMPACT/EFFECTIVENESS
OF SUCCESSION PLAN
STEP 6 MONITOR AND TRACK PROGRESS
STEP 5 IMPLEMENT SUCCESSION PLAN AND
DEVELOPMENTAL STRATEGIES
STEP 4 DEVELOP SUCCESSION PLAN AND STRATEGIES
STEP 3 IDENTIFY TALENT GAPS
STEP 2 IDENTIFY AND ASSESS SUCCESSORS – POTENTIAL AND
PERFORMANCE (9-BOX MATRIX)
STEP 1
IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND
ANALYZE FUTURE REQUIREMENTS AND
COMPETENCIES (BUSINESS STRATEGY)
GENERIC
SUCCESSION
PLANNING
PROCESS

STEP 2: IDENTIFY AND ASSESS SUCCESSORS –
9 BOX MATRIX

LEADERSHIP AND TALENT DEVELOPMENT

ASSESSING LEADERSHIP POTENTIAL
(GALLUP)

LEARNING ACTIVITY 7
• Apply steps 2-3 of the generic
succession plan process to
your organization.
• 7.1 Step 2: Identify and assess
successors – potential and
performance (9-box matrix)
• 7.2 Step 3: Identify talent
gaps

SESSION #3:
Strategic Talent Acquisition

RECRUITMENT PROCESS
• Defining the role (Job Analysis)
❑Job Specification
❑Job Description
• Attracting applications
❑Recruitment methods (internal and external)
❑Employee value proposition (EVP)
• Managing the application and selection process
• Making the appointment

10 BEST PRACTICE JOB ANALYSIS CRITERIA
• https://www.surveymonkey.com/r/HG925XJ
• #1: Your organization's Role/Job Analysis and -Profiling processes are pro-active, sensitive
and responsive to both internal e.g. Business & HRM Strategy direction and
OD/organizational restructuring and external environmental disruptors, change and trends
e.g. economic, legal and technological.
• #2: Your organization's Role/Job Analysis and -Profiling processes methodically utilize
multiple and diverse sources of data collection i.e. crowdsourced performance intelligence.
• #3: Your organization's Role/Job Analysis and -Profiling processes integrate both scientific,
quantitative (intelligence - 80%) with subjective, qualitative (intuition - 20%) configuration
of methodology and valid tools.
• #4: Your Role/Job Analysis and -Profiling processes efficiently, effectively, economically and
ethically harness Job Analysis Interviews, Questionnaires, Observation and Skills Auditing
as the primary data collection tools and techniques.
• #5: Your organization's Role/Job Analysis and -Profiling processes provide accurate,
comprehensive and reliable Job Data which leads to informative Job Description
documents e.g. tasks, duties and responsibilities.

10 BEST PRACTICE JOB ANALYSIS CRITERIA
• #6: Your organization's Role/Job Analysis and -Profiling processes provide accurate,
comprehensive and reliable Job Data which leads to informative Job Specification
documents e.g. Competency Profile (knowledge; skills, experience and behavioural
competencies).
• #7: Your organization's Role/Job Analysis and -Profiling processes are integrated (bundled)
with other HRM value chain processes e.g. Recruitment, PMS, Learning and Development,
Compensation and Career Development.
• #8: Your organization's Role/Job Analysis and -Profiling processes are collaborative, well-
coordinated and a partnering effort (HRM has co-opted business partners e.g. line
managers to the process).
• #9: Your organization's Role/Job Analysis and -Profiling processes are a systematic and
synergistic precursor to the Job Evaluation/grading process.
• #10: Your organization's Role/Job Analysis and -Profiling processes are dynamic and agile -
regularly and systematically monitored, reviewed, evaluated and adapted (committed to
continuous improvement processes).
• https://www.surveymonkey.com/r/HG925XJ

LEARNING ACTIVITY 8
• 8.1 Review the current Job Analysis practices
and processes and indicate the efficiency and
effectiveness. Refer to the link:
https://www.surveymonkey.com/r/HG925XJ
strategies.

JOB ANALYSIS AND –PROFILING – WIDEST
COMPLIANCE GAPS
29-93% 61%
60.8%
15%
RANKING
MEAN SCORE
Q10: Your organization's Role/Job Analysis and -Profiling processes
are dynamic and agile - regularly and systematically monitored,
reviewed, evaluated and adapted (committed to continuous
improvement processes).
1 52%
Q2: Your organization's Role/Job Analysis and -Profiling processes
methodically utilize multiple and diverse sources of data collection
i.e. crowdsourced performance intelligence.
2 52%
Q3: Your organization's Role/Job Analysis and -Profiling
processes integrate both scientific, quantitative (intelligence - 80%)
with subjective, qualitative (intuition - 20%) configuration of
methodology and valid tools.
3 54%

JOB ANALYSIS AND –PROFILING – MOST
COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q8: Your organization's Role/Job Analysis and -
Profiling processes are collaborative, well-
coordinated and a partnering effort (HRM has
co-opted business partners e.g. line managers to
the process).
10 62%

TALENT
ATTRACTION
• Objective: Magnetically attracting the “Cream of the Crop”
• Objective: Facilitating an optimal Person-Environment (P-E)
fit
• Strategy: Developing, articulating and advocating of a
compelling Employee Value Proposition (EVP)
• Strategy: Employer Branding – (re) positioning as an
“Employer of Choice”

• A resourcing strategy is concerned with shaping what an organization has to offer to people
to join and stay in the organization. (Armstrong, 2016)
• EVP is a statement of what an organization will provide for people that they will value - why
the total work experience at their organization is superior to that at other organizations.
• The EVP is an employee-centered approach that is aligned to existing, integrated workforce
planning strategies because it has been informed by existing employees and the external
target audience.
• Key Selling Points (KSP): Host of financial and non-financial benefits
• Non-financial benefits:
❖ The attractiveness of the organization
❖ Responsibility – corporate conduct, ethics and CSR/CSI
❖ Respect – diversity and inclusiveness
❖ Work-life balance
❖ Opportunities for personal and professional growth
EMPLOYEE VALUE PROPOSITION (EVP)

LEARNING ACTIVITY 9
• 9.1 By benchmarking against the Talent Acquisition Maturity Model,
critically evaluate your organization’s talent acquisition (TA) strategies
and processes and peg your organization at the most appropriate level.
Discuss transformation strategies to actualize to level 4: Strategic TA
during the post Covid-19 talent management era.
• 9.2 In your organization’s TA Strategy for attracting top talent, do you
favour an internal (skills building) and/or an external (skills buying)
approach. Justify your rationale.
• 9.3 Critically review and evaluate your organization’s EVP. Would you
regard it as a compelling talent magnet for the cream of the crop in
key employee segments e.g. millennial generation? How can you (re)
position your organization as an Employer of Choice for top talent?

THE CHANGING FACE OF RECRUITMENT

DELOITTE’S HCM TRENDS 2017 – HOW
HAS RECRUITMENT CHANGED?

DELOITTE’S HCM TRENDS 2017 – HOW
HAS RECRUITMENT CHANGED?
• #1: Building a strategic and digital employment brand
• #2: Leveraging new technologies—from social to cognitive
• #3: Using video as a tool for a compelling candidate
experience
• #4: From credentials to skills
• #5: Optimizing sourcing channels
• #6: Optimizing the talent acquisition operating model

DELOITTE’S
RECOMMENDED
STRATEGIES (2017)
• Deloitte recommend the following 5
strategies:
❑ #1: Leverage new technologies
❑ #2: Build a digital employment
brand
❑ #3: Create a compelling candidate
experience
❑ #4: Broaden and expand sourcing
channels
❑ #5: Integrate sourcing
• Savvy recruiters now have access to
new technologies to forge connections
with candidates and strengthen the
employment brand.

HOW HAS RECRUITMENT CHANGED?
(COTTER, 2017)
• Savvy, future-focused recruiters have transitioned from face-to-face
recruitment to facilitating the interface between people and
technology, which is at the coalface of business strategy.
• Smart recruiters have to transform to “behavioural economists.”
• Next level (future-fit) recruitment in the Gig Economy?
• The employment landscape has changed from “talent wars” –
battlefield to a “talent economics” – trading floor.

NEXT PRACTICE (FUTURE-FIT) TALENT
ACQUISITION (COTTER, 2018)
• Transform from recruitment to Talent Acquisition (TA):
❑Acquire talent faster
❑Acquire better quality talent
❑Acquire talent more intelligently (smarter)
• Next Practice Future-fit TA roles:
❑Strategic TA
❑Cognitive TA
❑Social TA
❑Analytical TA
❑Intelligent TA

NEXT LEVEL (FUTURE-FIT)
RECRUITMENT
(COTTER, 2017)
• The Strategic Recruiter
• The Cognitive Recruiter
• The Social Recruiter
• The Analytical Recruiter
• The Intelligent Recruiter

VIDEO CLIP
• How Nestlé transformed
recruitment into talent
acquisition
• https://www.youtube.com
/watch?v=5HIlROqdik0
• Debriefing: Extract the
lessons from this video
clip

JOB SELECTION
PROCESS AND
METHODS
• Short-listing
• Assessing applicants to
decide who should be
offered a job
• Making the employment
appointment (offer)
❑ References
❑ Medical examinations
❑ Psychometric testing
❑ Performance tests
• Employment offer

DEFINING
COMPETENCY-
BASED
INTERVIEWS
• Competency-based interviews (also called structured interviews) are
interviews where each question is designed to test one or more specific
skills.
• The answer is then matched against pre-decided criteria and marked
accordingly.
• For example, the interviewers may want to test the candidate's ability to
deal with stress by asking first how the candidate generally handles stress
and then asking the candidate to provide an example of a situation where
he worked under pressure.

DIFFERENTIATING BETWEEN COMPETENCY-BASED
INTERVIEWS AND NORMAL INTERVIEWS
• Normal interviews are essentially a conversation where the interviewers
ask a few questions that are relevant to what they are looking for but
without any specific aim in mind other than getting an overall impression of
you as an individual.
• Questions are fairly random and can sometimes be quite open.
• Competency-based interviews are more systematic, with each question
targeting a specific skill or competency.
• Candidates are asked questions relating to their behaviour in specific
circumstances, which they then need to back up with concrete examples.
• The interviewers will then dig further into the examples by asking for
specific explanations about the candidate's behaviour or skills.

HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED
Positive indicators Negative indicators
• Demonstrates a positive approach towards
the problem.
• Considers the wider need of the situation
• Recognises his own limitations
• Is able to compromise
• Is willing to seek help when necessary
• Uses effective strategies to deal with
pressure/stress
• Perceives challenges as problems
• Attempts unsuccessfully to deal with the
situation alone
• Used inappropriate strategies to deal with
pressure/stress

HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED

S-T-A-R CBI QUESTIONING PROCESS

• PROBING - It may be necessary to probe with
additional, relevant questions at all stages of the
process.
• “CBI HAS A CLEAR FOCUS ON ESTABLISHING JOB FIT”
CBI INTERVIEW – CRITICAL SUCCESS
FACTOR

LEARNING ACTIVITY 10
• Critically review and evaluate your organization’s
Job Selection Strategy, in promoting the quality of
hire TA metric. Focus on the following key
components:
• 10.1 Job selection process
• 10.2 Job selection methods and the use of CBI
• 10.3 Onboarding process (to fast-track social
integration and organizational cultural assimilation)

SELF DIRECTED
LEARNING
ACTIVITIES (DAY 2)
Refer to page 85 in the Learner Manual

SESSION #4:
Employee Engagement and Talent Retention

❖ #1 Role clarity and expectations
❖ #2 Resources – materials and
equipment
❖ #3 Role optimization and opportunities
❖ #4 Receipt of recognition and praise
❖ #5 Managerial care and interest
❖ #6 Encouragement of personal and
professional development
GALLUP Q12

❖ #7 Opinions and inputs are valued
❖ #8 Job/task significance
❖ #9 Fellow employee commitment to
performance excellence/quality
❖ #10 Collegial and harmonious working
relationships
❖ #11 Managerial interest in career
progression and development
❖ #12 Ample opportunities to learn and grow
GALLUP Q12

EMPLOYEE ENGAGEMENT BEST PRACTICE
CRITERIA (COTTER, 2019)
• https://www.surveymonkey.com/r/HGXGHWK
• #1: Your organization's employees have clarity regarding their respective
roles/jobs and performance expectations; there is role/job optimization as well
as perceived task/job identity and -significance.
• #2: Your organization's employees receive an abundance of recognition and
praise as well as demonstrable care and interest from their managers.
• #3: Your organization's employees receive encouragement of their personal and
professional development and there is significant managerial interest in career
progression and development.
• #4: There is collegial and harmonious working relationships amongst team
members and peers at your organization.
• #5: Your organization's employees have sufficient workplace resources, materials
and equipment to perform their jobs satisfactorily and they have reasonable
autonomy to plan/schedule daily tasks and to make routine decisions.

EMPLOYEE ENGAGEMENT BEST PRACTICE
CRITERIA (COTTER, 2019)
• #6: Your organization's employee opinions and inputs are valued by management and
there is significant organizational platforms and opportunities for them to exercise their
employee voice.
• #7. Your organization's employees have meaningful levels of trust in the organizational
leadership team and are regarded as exemplary role models.
• #8. There is a culture of performance excellence at your organization and the majority of
employees are prepared to go the extra mile and are committed to sustaining high quality
and performance standards.
• #9. Your organization has a conducive work environment, culture and climate that
promotes a strengths-based leadership culture; offers work-life balance, employee well-
being and fair remuneration and other employment practices and -policies.
• #10. Your organization has a significant training investment factor, advocates and employs
talent management and -development strategies and there are ample opportunities for
employees to learn and grow.
• https://www.surveymonkey.com/r/HGXGHWK

• 11.1 Diagnose your organization’s current
employee engagement levels against the
ten (10) best practice criteria. Refer to the
link:
https://www.surveymonkey.com/r/HG
XGHWK

EMPLOYEE ENGAGEMENT – WIDEST
COMPLIANCE GAPS
26-77% 61%
60.7%
11%
RANKING
MEAN SCORE
Q2: Your organization's employees receive an
abundance of recognition and praise as well as
demonstrable care and interest from their managers.
1 46%
Q3: Your organization's employees receive
encouragement of their personal and professional
development and there is significant managerial
interest in career progression and development.
2 48%
Q7: Your organization's employees have meaningful
levels of trust in the organizational leadership team
and are regarded as exemplary role models.
3 48%

EMPLOYEE ENGAGEMENT – MOST
COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q1: Your organization's employees
have clarity regarding their
respective roles/jobs and
performance expectations; there is
role/job optimization as well as
perceived task/job identity and -
significance.
10 66%

BENEFITS OF EMPLOYEE ENGAGEMENT

ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS

CIPD
STRATEGIES
(2013)
• “Giving employees meaningful voice: facilitating upwards feedback, having
respectful, adult to-adult conversations and responding to employee views
• Effective communications that keep employees well informed and reinforce
the organisation’s purpose
• Role modelling: employees need to see that managers are committed to
the organisation and uphold the values of employee engagement in how
they act
• Fair and just management processes for dealing with problems and
supporting employee well-being.”

STRATEGIES TO ACCELERATE
EMPLOYEE ENGAGEMENT
• According to Gallup (2013), three
(3) strategies to accelerate
employee engagement are:
❖ Select the Right People and
Managers
❖ Develop employees’ strengths
❖ Enhance employees’ well-
being

BEST PRACTICE
EMPLOYEE
ENGAGEMENT
• According to Gallup (2013) research, the
best organizations deeply integrate
employee engagement into the following
four (4) areas:
❖ Strategy and Leadership Philosophy
❖ Accountability and Performance
❖ Communication and Knowledge
Management
❖ Development and on-going Learning
Opportunities

ARMSTRONG’S EMPLOYEE
ENGAGEMENT STRATEGIES
❑Leadership
❑The work environment
❑Job design
❑Opportunities for
personal growth
❑Performance
Management

TINYpulse (2018)
STRATEGIES
• Great managers fuel
employee loyalty
• Recognition is a matter of
priority
• Employees crave work-life
balance
• Culture eats compensation
for breakfast
• Growth opportunities are
talent-magnets

MOST IMPACTFUL EMPLOYEE
ENGAGEMENT DRIVERS
(HARVARD BUSINESS REVIEW – 2014)

VIDEO CLIP
• What Great Employee
Engagement looks like?
• https://www.youtube.c
om/watch?v=VA_z5mvj
eLc
• Debriefing: Extract the
lessons from this video
clip

• 12.1 By referring to the identified gaps (learning
activity 11), critically review the various expert
employee engagement strategies and develop a
Code of Best Practice, by extracting those
strategies that you believe are most relevant to
your organization.
• 12.2 Evaluate the current degree of your
organization’s talent retention by gauging against
the Deloitte Irresistible Organization factors and
sub-factors.

SESSION #5:
Performance and Career Development

DEFINING THE
FUNDAMENTAL
PERFORMANCE
MANAGEMENT CONCEPTS
• Key Performance
Areas (KPA’s)
• Key Performance
Indicators (KPI’s)
• HIPO

KPA’s and KPI’s
• Key Performance Areas (KPA) may be
defined as the primary responsibilities of
an individual or the core area(s) which each
employee is accountable.
• KPA’s originate from the organization’s
mission and represent the specific areas
where the organization expects results.
• Key Performance Indicators (KPI’s) define
unit of measure used to assess whether or
not Key Performance Area have been
achieved.
• KPI’s clarify how performance will be
judged against each KPA. They provide the
framework for generating targets, and are
the core of all performance management
systems.

DEFINING A HIGH PERFORMANCE
ORGANIZATION (HiPO) CULTURE
• A high-performance organization is characterized by clarity
and coordination.
• Everyone plays a crucial role in driving the company forward, and
everything that happens at the individual, group or departmental
level contributes to the organization's goals.
• People understand their roles and how their efforts contribute to
producing the desired results.
• Andre de Waal of the HPO Center offers this more formal
definition: "A High Performance Organization is an organization
that achieves financial and non-financial results that are
exceedingly better than those of its peer group over a period of
time of five years or more, by focusing in a disciplined way on that
which really matters to the organization."

PERFORMANCE
MANAGEMENT BEST
PRACTICES
• https://www.surveymonkey.com/r/HHR57
WH
• #1: The Performance Management System (PMS) of your
organization is directly linked to the strategic goals of the
institution.
• #2: The PMS of your organization is (horizontally) integrated
with the other HRM functions and also the core business
processes (finance, customer & operations) of the institution.
• #3: The PMS of your organization is balanced in terms of
focusing on improving both short-term outputs or results and
also in the medium to long-term future i.e. future-proofing
the business/operating model.
• #4: The PMS of your organization encourages full
participation and wide engagement and extensive
consultation, focused on measuring quality standards.
• #5: The PMS of your organization is user-friendly, simple and
understandable for all users.

PERFORMANCE
MANAGEMENT BEST
PRACTICES
• #6: The PMS of your organization adapts from only management
performance expectations to management, customer and other
(internal and external) stakeholder expectations and is agile and
responsive to environmental change, global best practices and
future trends.
• #7: The PMS of your organization provides an opportunity to
recognize performance excellence.
• #8: The PMS of your organization is vigilant and efficient in
identifying and correcting poor performance levels and under
achievement of performance goals and standards.
• #9: The PMS of your organization is line management-driven with
active support and business partnering from the human resources
department.
• #10: The PMS is a continuous process that accurately identifies
multi-level (individual, team and organizational) performance and
skills gaps i.e. generates crowd-sourced (360-degree) performance
intelligence and –analytics, which is effectively leveraged as a
performance development and -improvement management tool.
• https://www.surveymonkey.com/r/HHR57W
H

• 13.1 Measured against the 5 strands of success, would you regard your
organization as a HiPO. Motivate your answer. Identify gaps and recommend
• 13.2 Review and rate the efficiency and effectiveness of the current
performance management system at your organization. Refer to the
diagnostic survey link for the online survey:
https://www.surveymonkey.com/r/HHR57WH
• 13.3 Identify gaps and recommend improvement strategies.

PERFORMANCE MANAGEMENT SYSTEMS
– WIDEST COMPLIANCE GAPS
22-100% 64%
63.7%
14%
RANKING
MEAN SCORE
Q5: The PMS of your organization is user-friendly, simple and
understandable for all users.
1 56%
Q10: The PMS is a continuous process that accurately identifies multi-
level (individual, team & organizational) performance & skills gaps i.e.
generates crowd-sourced (360-degree) performance intelligence & -
analytics, which is effectively leveraged as a performance
development & -improvement management tool.
2 57%
Q8: The PMS of your organization is vigilant and efficient in
identifying and correcting poor performance levels and under
achievement of performance goals and -standards.
3 58%

PERFORMANCE MANAGEMENT SYSTEMS
– MOST COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: The PMS of your organization
provides an opportunity to recognize
and (financially and non-financially)
reward performance excellence.
10 69%

THE CHANGING FACE OF PMS
(COTTER, 2017)
• #1: RE-ENGINEERING THE ANNUAL REVIEW CYCLE
• #2: SHIFT FROM PERFORMANCE RATINGS TO
STRENGTHS-BASED PERFORMANCE COACHING
• #3: CONTINUOUS PERFORMANCE MANAGEMENT
SOFTWARE OVER APPRAISAL SOFTWARE
• #4: AUTOMATION, APPS, SIMPLICITY AND AGILITY
• #5: PERFORMANCE DISCUSSION AND FEEDBACK TO
PERFORMANCE DIALOGUE

THE CHANGING FACE OF PMS
(COTTER, 2017)
• #6: CROWD-SOURCED PERFORMANCE DATA, PEOPLE
ANALYTICS AND SNAPSHOTS
• #7: PERSONALIZATION AND EMPLOYEE EXPERIENCE (EX)
• #8: PERFORMANCE DIFFERENTIATION
• #9: SHIFT FROM PERFORMANCE MANAGEMENT TO
PERFORMANCE IMPROVEMENT
• #10: DE-COUPLING PERFORMANCE AND COMPENSATION

VIDEO CLIP
• Reinventing Performance
Management at Deloitte (HBR)
• https://hbr.org/video/5122969
232001/reinventing-
performance-management
• Debriefing: Extract the lessons
from this video clip

CAUSES OF POOR
PERFORMANCE
❑ Skills/competence
❑ Personal problems
❑ Lack of resources
❑ Organizational factors

PERFORMANCE MATRIX –
APPLYING COTTER’S 4 C’s (2018)
CAREER
DEVELOPING
COUNSELING
CAPITALIZING
COACHING

• Group discussion
• 14.1 By referring to the performance
equation, compute the PPS of your
organization. Develop strategies to improve
any of the deficient variables.
• 14.2 Apply Cotter’s (2018) 4 C’s performance
management principles to the four (4)
quadrants of the Performance Matrix. When
focusing on the poor performers and under-
achievers, formulate performance
improvement strategies. When focusing on
solid performers, define your HRM role as a
career navigator to promote career fluidity
and -longevity and with star performers, how
to accelerate employment mobility and
hyperconnectivity.

SESSION #6:
Strategic Learning and Development

HIGH IMPACT LEARNING ORGANIZATION
(HILO) CHARACTERISTICS
• https://www.surveymonkey.com/r/HHZ2FN3
• #1: The organization focuses on long-term career success of it’s employees
• #2: The organization focuses on enabling workers to perform well in their
current roles
• #3: The organization employs design thinking in developmental
opportunities
• #4: The organization offers high value learning and development experiences
and utilizes these experiences for development purposes
• #5: The organization rewards employees for development

HIGH IMPACT LEARNING ORGANIZATION
(HILO) CHARACTERISTICS
• #6: The organization gives stretch assignments as part of worker development
• #7: Employees are able to influence which tasks are assigned to them
• #8: The organization is clear on decision-making processes/ability
• #9: Risk-taking is rewarded in the organization and mistakes are valued as learning
opportunities
• #10: The organization gathers employee performance data in several ways.
• https://www.surveymonkey.com/r/HHZ2FN3

• 15.1 Evaluate whether your organization
complies with the best practice criteria of a
HILO. Refer to the diagnosis survey link:
https://www.surveymonkey.com/r/HHZ2FN3
• 15.2 Identify gaps and recommend the
improvement strategies of how you can
create a HILO culture at your organization.

FUTURE-FIT L&D:
10 CRITICAL
SUCCESS FACTORS
FOR THE
TRANSFORMATION
OF TRAINING TO A
STRATEGIC
LEARNING PARTNER
• https://www.surveymonkey.com/r/HPY
LFDC
• #1: L&D can count on top management support
and ownership of L&D strategies and –processes
• #2: A vibrant and effective Performance
Management System (PMS) is the
bedrock/foundation of L&D processes
• #3: There is direct and active engagement,
consultation and participation of line management
in all learning processes
• #4: L&D Managers and -professionals adopt and
apply a strategic mind-set (conceptual thinking)
• #5: L&D have established a learning organizational
culture and developed a Knowledge Management
System

FUTURE-FIT L&D:
10 CRITICAL SUCCESS
FACTORS FOR THE
TRANSFORMATION
OF TRAINING TO A
STRATEGIC
LEARNING PARTNER
• #6: L&D hold individuals accountable for
application of learning by means of e.g. learner
contracts/agreements
• #7: When utilizing outsourced training providers,
L&D ensures performance-directed, Service Level
Agreements are in place
• #8: Learning and Development strategy is
embedded in the business strategy
• #9: Learning and Development proactively
anticipates and prepares employees to be future-
fit and the organization to be future-proof.
• #10: There is top management commitment to L&D
as an investment and not as a cost item
• https://www.surveymonkey.com/r/HPY
LFDC

• 16.1 Evaluate the current degree of compliance
to the following 10 SL&D best practice criteria.
Refer to the Survey Monkey link:
https://www.surveymonkey.com/r/HPYLFDC
strategies to transform training and to reposition
to a strategic learning partner.

SLP – WIDEST COMPLIANCE GAPS
40-100% 64%
64.6%
14%
RANKING
MEAN SCORE
Q5: L&D have established a high impact learning organizational
(HILO) culture and developed a Knowledge Management System
1 59%
Q9: Learning and Development proactively anticipates and
prepares employees to be future-fit and the organization to be
future-proof
2 63%
Q3: There is direct and active engagement, consultation and
participation of line management in all learning processes
3 64%

SLP – MOST COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: When utilizing outsourced
training providers, L&D ensures
performance-directed, Service Level
Agreements are in place
10 73%

THE FUTURE OF LEARNING AND
DEVELOPMENT (COTTER, 2018)
• #1: Transition from e-learning to mobile (m)-learning
• #2: More video-based, on-demand micro-learning
• #3: Learners taking more ownership and responsibility for their
learning
• #4: More use of Virtual Reality in the traditional learning space
• #5: Technology-enabled and digital learning devices
• #6: Transition from training facilitators to Learning Navigators
• #7: Less focus on learning content and more focus on the learner
experience
• #8: Less focus on learner assessment and qualifications and more
focus on holistic application and transfer of learning
• #9: Less formal training and more focus on social and experiential
learning (refer to the 70-20-10 model of learning)
• #10: Transition from books to MOOC’s

IMPROVEMENT RECOMMENDATIONS –
STRATEGIC LEARNING PARTNER (SLP)
• CURATE - from providing training programmes to providing business valued
learning solutions;
• CREATE – an enabling high impact learning organization (HILO) culture and
improved learner experience (Lx);
• NAVIGATE - from being people pleasers and comfort-seekers to making
employees competitive and competent;
• MIGRATE - from traditional, manual methods to technology-enabled learning;
• EDUCATE - transform from training departments to learning factories
(repositories of knowledge) and
• GRADUATE - from being transactional (administrative) to being transformational
(strategic) i.e. from training administrators to being strategic learning partners.

IMPROVEMENT RECOMMENDATIONS
- SLP

10-STEP CHANGE PROCESS CYCLE
• Step 1: Conduct a gap analysis (by means of the Weighted, 74
item Strategic L&D scorecard);
• Step 2: Formulate and implement change management and
improvement interventions;
• Step 3: Ensure the horizontal integration (bundling) across the
L&D value chain;
• Step 4: Formulate 3-year L&D strategy and facilitate vertical
alignment of this L&D strategy with the organisational business
strategy (KPI #1);
• Step 5: Foundational work – invest heavily in the input factors
(refer to KPI #6 and #7);

10-STEP CHANGE PROCESS CYCLE
• Step 6: Initiation work – roll out the transformation process
(refer to KPI #3, 5, 8 and 10);
• Step 7: Periodically monitor, track, measure and report on
strategic L&D metrics (refer to KPI #2);
• Step 8: Conduct an annual audit to evaluate the strategic impact
of L&D, with KPI #4 and #7 as the yardstick;
• Step 9: Generate business and performance management
intelligence and
• Step 10: Feed this business intelligence back into the system,
make the necessary revisions and re-initiate new 3-year L&D
cycle/process.

CONCLUSION
• Key points
• Summary
• Questions
• Training Evaluation

TRAINING EVALUATION
• Refer to the link:
• https://www.surveymonkey.com/r/HPTPNGZ

DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
• Twitter: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter

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