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SAGRA Talent Management and Retention Study 2005

SAGRA Talent Management and Retention Study 2005. December 2005. Contents. Research Objectives Research Methodology Preliminary Findings Way Forward. RESEARCH OBJECTIVES. Research Objectives.

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SAGRA Talent Management and Retention Study 2005

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  1. SAGRA Talent Management and Retention Study 2005 December 2005

  2. Contents • Research Objectives • Research Methodology • Preliminary Findings • Way Forward

  3. RESEARCH OBJECTIVES

  4. Research Objectives • Investigate and better understand talent management and retention practices in the South African context. • Quantify trends in retaining talent – understanding patterns of turnover. • Provide insights into improving talent management and retention practices. • Develop key benchmarks.

  5. RESEARCH METHODOLOGY

  6. Research Methodology • Research design is experimental. • Two parallel surveys were conducted: • Organisational survey • Graduate Survey

  7. E-mailers A sample of the e-mailers developed to communicate with the participants for the duration of the survey campaign

  8. On-lineSurvey A sample of the on-line survey that enabled the capture of data into the survey database system.

  9. Sample Groups Company Survey • 31 Companies were invited to participate. • 26 Companies submitted survey data. Graduate Survey • Emailed survey to 1544 graduates directly. • A total of 736 completed surveys.

  10. Accenture Adams and Adams Daimler Chrysler Deloitte Ernst & Young Hatch Ingwe Collieries JNJ Kumba Resources Liberty MultiChoice National Brands National Treasury Nestle PKF PWC Safmarine Samancor Sanlam SAP Sasol Shell Standard Bank UCS Solutions Unilever VWSA Participating Companies

  11. Overall Demographics - Race and Gender

  12. Overall Demographics - Year Joined • 60 % 2 – 3 years working experience • Graduates move every 2 years?

  13. PRELIMINARY FINDINGS

  14. Talent as a Strategic Business Issue • Does your organisation view talent management and retention as a strategic business issue?

  15. Clarification of Strategic Positioning • Well Communicated • Structures in place • Measured to some extent • Not always direct budget • Limited accountability

  16. Defining Talent • Performance • Potential assessment • Critical positions • Demographic groups • Little emphasis on hierarchical level

  17. Overall Job Factors: Graduates

  18. Employers Top 5 Items For Turnover • Poaching of talented staff • Talented employees wanting a career change that your organisation cannot offer • Shortages in the labour market of specific scarce skills • Advancement opportunities • Work life balance and other personal needs and preferences Graduates Top 5 Items Importance • Advancement opportunities • Developing knowledge and skills that are marketable within and beyond current employment • Open communication and transparency • Challenging and meaningful work • Work life balance and other personal needs and preferences

  19. Comparative Behavioral Characteristics

  20. Overall Rating: Talent Management Practices • Average rating of 3 • Graduates joining in 2002 and 2003 rate practices lower • Do we pay attention to the “at risk” group?

  21. Employer of Choice • Average rating 3.5 • No differences by gender • Some difference by race • Sample of leading employers - how good do you have to be?

  22. Anticipated Tenure • 20/40/40 split • Black graduates feel more mobile • Graduates that joined in 2002 and 2003 ready to move? • Only holding on to 2 out of 10?

  23. Conduct Exit Interviews Exit interviews effective mechanism for informing talent retention

  24. Other Organisations Like to Work For

  25. Talent Management – a 3 Way Partnership Talent Practices Dashboard

  26. A Talent Practices Dashboard • Talent management as a 3-way partnership • Goes beyond recruitment and retention: and looks at what happens in-between these points of entry and departure • 3 Interfaces: • how the individual experiences the organisation • How the organisation equips managers • How managers interact with talent

  27. A Talent Practices Dashboard Integrate Develop Motivate Move Reward in order to in order to in order to in order to in order to Engage Empower Energize Expose Endure

  28. Overall Talent Management Comparison • Scores average • Greatest variance: motivating and moving talent • Rewarding talent lowest (non-monetary)

  29. Integrating Talent • Communicate: informed, understand the big picture • Network: collaboration across boundaries • Connect: social networks

  30. Developing Talent • Invest: learning opportunities • Equip: coach and develop • Blend: integrated development, “stretch” and feedback

  31. Motivating Talent • Flexibility: cater for different needs • Culture: values human capital • Interest: managers interest in people’s goals and aspirations

  32. Moving Talent • Opportunity: to move across boundaries for experience/exposure • Support: for managers to provide multiple experiences • Practice: test capability: tolerance for failure

  33. Rewarding Talent • Visibility: beyond work environment: potential • Measurement: reward managers for empowering talent • Accountability: recognise and reward success

  34. Talent Retention 19 Companies provided complete data sets which were used for this analysis

  35. Staff Turnover - Overall Blue highlighted cells in table are projected figures • Staff Turnover has increased over the past four years • Highest Staff Turnover in years 3 to 4 • Male: 19% - 10% • Female: 23% - 20% • White: 26% - 21% • Black: 16% - 9% • WhiteFemale:29% - 24% • Black Male: 15% - 4% • Talent management a catch-up game? • They will leave so how do you get greatest value while they are there? Temporarily loyal? Do we need to rethink the concept of the “job” • How much is this really costing?

  36. Job Factors: Satisfaction

  37. Behavioral Characteristics

  38. Compensation and Benefits

  39. Organisational Environment

  40. Work & Development Environment

  41. Talent Management Sections by Demographics

  42. Overall rating of talent practices

  43. Staff Turnover - Male Blue highlighted cells in table are projected figures • Male Staff Turnover higher than Female

  44. Staff Turnover - Female Blue highlighted cells in table are projected figures

  45. Staff Turnover - Black Blue highlighted cells in table are projected figures • Black Staff Turnover higher than White

  46. Staff Turnover - White Blue highlighted cells in table are projected figures

  47. Staff Turnover - White Female Blue highlighted cells in table are projected figures • White Female has the lowest Staff Turnover

  48. Staff Turnover - Black Male Blue highlighted cells in table are projected figures • 4% of Black Males employed in 2004 projected to stay with present company

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