Global Talent Management

1. Global TalentManagement The Third Generation (3G) December 15, 2006 Dr. Anna A. Tavis annatavis@hotmail.com

2. Our Tools for Today: Conversation and Breakfast Napkins to writing down your ideas Follow effective action with quiet reflection. From the quiet reflection will come even more effective actionJames Levin

3. Why is it so hard to innovate in HR? “Because of the high level of uncertainty associated with new ventures, they need adaptive organizational environments to succeed. What we have now is : …the poor fit between new business and old systems. Companies design HR systems to develop executives whose operational skills match the needs of mature businesses - not the strategic , conceptual, and entrepreneurial skills that start ups require. The answer is …. to modify systems so they are less biased against new businesses. “Meeting the Challenge of corporate entrepreneurship” Davis Garvin and Lynne Levesque HBR , Oct.’06

4. Our Blind Spots • Downloading,i.e. confirming habitual judgments what you already know • Finding the Gap: focusing on the difference, actual (facts) and novel ideas unlike your own • The “AHA” thinking; thinking from the Future, when you find yourself in a place different from where you started

5. Testing Assumptions : How we got to the language of wars, shortages, gaps, competition, the rising stars, derailments, and revolutions when we talk about the future talent

6. The Traps of Over-relying on Talent Organization that is overly reliant on talent can fall into various traps: • there may be too much focus on individual performance at the expense of teamwork • performance appraisal systems that label some people as relatively "untalented" can demoralize the workforce; • some people may develop an arrogant and elitist attitude that, they think, puts them "above" organizational rules; • there's often a "de-emphasis on fixing the systemic, cultural, and business process issues that are invariably much more important for enhancing performance.“ Prof. Jeffrey Pfeffer "Fighting the War for Talent Is Hazardous to Your Organization's Health."

7. Solving the Problem of the War for Talent &the Leadership Revolution “Problems that are impossible to solve with one paradigm may be easily solved with a different one.” Joel Barker “The key to our massive institutional failure is that we haven’t learned to mold, bend and transform our centuries-old collective patterns of thinking and institutionalizing to fit the realities of today.” Otto Scharmer

8. Mythos and LogosKaren Armstrong Mythoswas concerned with meaning; it "provided people with a context that made sense of their day-to-day lives; it directed their attention to the eternal and the universal." (non-linear) Logosdealt with practical matters. It forged ahead, elaborating on old insights, mastering the environment, and valorizing new things. (linear)

9. The Origins of Logos Dominance: from Greek Philosophy to Descartes He who can properly define and divide is to be considered a god. Plato. The Dialogues. Cogito Ergo Sum"I think, therefore I am" "Je pense, donc je suis", René DescartesDiscourse on Method (1637)

10. How We Got to the Disconnected Stateof Leadership and Ethics How one lives is far removed from how one ought to live that he who abandons what one does for what one ought to do, learns rather his own ruin than his preservation. Niccolo Machiavelli The Prince (1513- 1517)

11. HR Talent Agenda : Planning from the Future We do not inherit the Earth from our parents, we borrow it from our children.⿝ (native American saying)

12. Culture change : is the result of daily conversations and negotiations between the members of an organization. You want to change the culture, you need to change all these conversations

13. Humanizing Employment We builtorganisationsthat shouldn't even exist. We thought we could control people, tell them what to do, then reward them. That's just not appropriate in theworld ofLinuxor Wikipedia[two companies which use voluntary contributions from a vast number of users]. We are moving to the next phase where organisations are becoming more humane. The work of humanising employment is under way: making work fit humans rather than the other way round Lynda Grattonof LBS (Interview to the Guardian, 3 November, 2006)

14. Multidimentional Point of Viewon Talent • the individual (micro) • the group (meso) • the institutional (macro) • the global level (mundo)

15. Integral Talent Management Social Networks (organic models of organization) Global Talent Pools and what they mean (The World is Flat) Spiritual Intelligence (Integral Thinking)

16. Organizations as Networks OR

17. The conversation is changing everywhere :from the Integral Medicineto the Integral Enterpiseand Integral Talent Management 1000 BC Here, eat this Root AD 1000 The root is pagan. Say this prayer AD 1800 That prayer is pure superstition. Drink this potion AD 1940 This potion is snake oil. Take this pill AD 1980 This pill is ineffective. Take this antibiotic AD 2000 That antibiotic doesn’t work. Take this Root

18. Corporate External Business 1 Business 2 Business 3 Business 4 Business 5 Business 6 Business 7 SBA 1 SBA 2 SBA 3 SBA 4 Organizational Network Analysis Social network analysis [SNA] is the mapping and measuring of relationships and information flows between people, groups, organizations, computers or other information knowledge processing entities.

19. Figure . Social Network Diagram. Robert reaches out to other parts of his organization, positioning himself to generate value in ways that James can’t. Social Network Analysis • Find emergent leaders in fast growing company • Improve leadership and team chemistry for sports franchises • Determine influential journalists and analysts in the IT industry • Map executive's personal network based on email flows • Discover the network of Innovators in a regional economy • Find an organization's go-to people in various knowledge domains • Map interactions amongst blogs on various topics • Map national network of professionals involved in a change effort • Improve the functioning of various project teams • Map communities of expertise in various medical fields • Help large organization locate employees in new buildings • Reveal cross-border knowledge flows based on research needs • Analyze managers' networks for succession planning • Locate technical experts and the paths to access them in engineering organization

20. Key Reasons Why Organizational Networks Are Important • Where People Engage • Join and commit to people • Trust accrues in networks of relations • Where Work Happens • Lack of boundaries • Informal networks increasingly important • Where Knowledge Lives • Rely on people for information • People can provide more than databases • BUT… • Invisible • Complements formal structure

21. Central People Are an important source of expertise May become bottlenecks Peripheral People Are underutilized resources Feel isolated from the network Have a higher likelihood of leaving External Connectivity Provides balanced and appropriate sources of learning Holds relevant influence with key stakeholders How to Interpret a Network Diagram • Brokers • Are critical connectors between diverse information sources and specific kinds of expertise. High leverage points. • Fragmentation Points • Affect information flow across boundaries (e.g., cross functional, hierarchical, geographical, or expertise) • Provide targeted opportunities • Personal Connectivity • Improves community leader effectiveness • Enables grass roots network development efforts Fragmentation Point  Knowledge Broker; Boundary Spanner  Central Person Central Person   Peripheral Person

22. 21 Century: Global ComplexityRelationships The Western mind is focused more on individuals and their distinctions and the Eastern mind on relationships (connecting the opposites) between individuals. The Geography of Thought: How Westerners and Asians Think Differently and Why. Richard Nesbitt (Free Press, 2004)

23. Emerging global competitors Brazil’s AmBev (merged with Belgium’s Interbrew) Chile’s S.A.C.I. Falabella China’s Baosteel, Galanz, Lenovo, Huawei electronics India’s Dr. Reddy’s Laboratories, Infosys, NIIT, Ranbaxy, Satyam, Tata Group, Wipro Israel’s Teva Pharmaceuticals Mexico’s Cemex Philippines’ Jollibee Foods S. African : SABMiller

24. Emerging Giants Multinational corporations typically compete for consumers and talent only in the global tier . Smart local companies dominate the local tier, Move into the glocal tier and create breakthrough products and services GLOBAL Four Tier Structure of Markets: Products, Resources, Talent GLOCAL LOCAL BOTTOM Emerging Giantsby Tarun Khanna and Krishna Palepu, HBR 10.06

25. Connecting to higher intelligence : IQ, EQ, SQ “The intelligence with which we address and solve problems of meaning and value, the intelligence with which we can place our actions and our lives in a wider, richer, meaning-giving context, the intelligence with which we can assess that one course of action or one life-path is more meaningful than another.

26. Summary Intent of WLQs • Think like an “intrapreneur”. Build pride in your team. Foster “employeeship” • Mobilise your resources. Have the humility to seek help and advice. Don’t try to launch a missile from a canoe • Energise your thinking and the thinking of your team • Continuously question status-quo and look forward to change with excitement, not anxiety • Organise your network of friends, colleagues, experts • Harmonise conflicts. Resolve them and convert resistance into support • Learn to integrate yourselves with the cultures you operate in. Speak the language of the land ( like English in the US ) and not in your own language even with your colleagues, who might be from the same town at home • Take responsibility for your own growth

27. IN Conclusion Our Questions to Ask of the Third Generation of Talent Management

28. Thank you

29. BackupSlides

30. Integrated Talent Management ･There is a move toward folding talent management, performance management, and training and development together. "The learning function's activities and impact are becoming more transparent and integrated with other performance improvement strategies. We see many learning functions expanding their mandate to include comprehensive performance analysis and involvement in non-learning performance solutions such as process improvement and talent management," indicates the ASTD's 2005 State of the Industry report, which is based on a triple-tiered survey process involving 334 companies overall, some U.S.-based and some multinational. (State of the Industry [Sugrue and Rivera], 2005, p. 5)･ ･Performance management and recruitment are the aspects of talent management that are most likely to be integrated, according to Integrated and Integrative Talent Management: A Strategic HR Framework, a survey of 75 executives in charge of talent management at multinational corporations conducted by The Conference Board. Thirty-one percent of respondents indicated that recruitment was fully integrated or "comprehensive/defined" at their organizations; a similar 31.5% rated performance management as integrated or comprehensive. Culture (29%) and leadership and high-potential development (27%) were next most likely to be well integrated. The least integrated processes were workforce planning (9.5%) and retention (15.5%). (Integrated and Integrative Talent Management: A Strategic HR Framework [Morton], 2004, p. 10)

31. Agility Speed AGREEM ENT STABILITY Innovation CERTAINTY Planned and emergent changeWorking with the Future Far from agreement SELF-ORGANIZING, EMERGENT CHANGE Economies of scale BOUNDED INSTABILITY MANAGED CHANGE Efficiency Close to agreement Close to certainty Far from certainty

32. Blue Ocean Talent Strategy

33. America is in
the midst of a huge ﾒwake up callﾓ about what is the cost to the rest of the
world for us to be living the life we are living. It isnﾕt about terrorist activity;
itﾕs about noticing that we put an extraordinary demand on the rest of the
world for resources and energy, and that our way of life does not work well
for most other people because of the demands we put on them. So thatﾕs what
 Iﾕve been feeling about ﾒdoing no harmﾓﾑwe donﾕt even know what weﾕre
doing thatﾕs causing harm.

34. Being in these workplaces, we also learned that measurement needs to serve the deepest purposes of work. It is only when we connect at the level of purpose that we willingly offer ourselves to the organization. • In any living system, feedback differs from measurement in several significant ways:1. Feedback is self-generated. An individual or system notices whatever they determine is important for them. They ignore everything else.2. Feedback depends on context. The critical information is being generated right now. Failing to notice the "now," or staying stuck in past assumptions, is very dangerous.3. Feedback changes. What an individual or system chooses to notice will change depending on the past, the present, and the future. Looking for information only within rigid categories leads to blindness, which is also dangerous.4. New and surprising information can get in. The boundaries are permeable.5. Feedback is life-sustaining. It provides essential information about how to maintain one's existence. It also indicates when adaptation and growth are necessary.6. Feedback supports movement toward fitness. Through the constant exchange of feedback, the individual and its environment coevolve towards mutual sustainability.

35. Relationships & Organization Many of our frequent and recurring failures in organizations are a consequence of not comprehending the importance of relationships.ﾊ We approach major organizational issues--mergers, accountability, knowledge management, implementation and changeﾑas if they were engineering issues.ﾊ If we develop the right plan, work flows, job descriptions and project deadlines, everything will roll out smoothly.ﾊ This mechanical approach doesnﾕt work with humans, because (big news!) humans are not machines. Weﾕve developed quite a robust mythology that humans are machines who can be bossed around, told what to do, given a minor part to play in a large enterprise, and enticed with external rewards.ﾊ This is becoming ever more common these days.ﾊ I hear many people asking of their employers: ﾒWhy canﾕt they just treat us like human beings?ﾓ


36. Relationships The scientific search for the basic building blocks of life has revealed a startling fact: there are none.ﾊ The deeper that physicists peer into the nature of reality, the only thing they find is relationships.ﾊ Even sub-atomic particles do not exist alone. One physicist described neutrons, electrons, etc. as ﾒ. . .a set of relationships that reach outward to other things.ﾓﾊ Although physicists still name them as separate, these particles arenﾕt ever visible until theyﾕre in relationship with other particles.ﾊ Everything in the Universe is composed of these ﾒbundles of potentialityﾓ that only manifest their potential in relationship.

We live in a culture that does not acknowledge this scientific fact.ﾊ We believe wholeheartedly in the individual and build organizations based on this erroneous idea.ﾊ We create org charts of separate boxes, with lines connecting the boxes that indicate reporting relationships and alleged channels of communication.ﾊ But our neatly drawn organizations are as fictitious as building blocks are to physicists.ﾊ The only form of organization used on this planet is the networkﾑwebs of interconnected, interdependent relationships.ﾊ This is true for human organizations as well.ﾊ Whatever boxes we stuff staff into, people always reach out to those who will give them information, be their allies, offer support or cheer them up.ﾊ Those lines and boxes are imaginary.ﾊ The real organization is always a dense network of relationships.


37. America is in
the midst of a huge ﾒwake up callﾓ about what is the cost to the rest of the
world for us to be living the life we are living. It isnﾕt about terrorist activity;
itﾕs about noticing that we put an extraordinary demand on the rest of the
world for resources and energy, and that our way of life does not work well
for most other people because of the demands we put on them. So thatﾕs what
Iﾕve been feeling about ﾒdoing no harmﾓﾑwe donﾕt even know what weﾕre
doing thatﾕs causing harm.

38. To conclude ﾒItﾕs just our turn to help the world.ﾓﾊ What I love about this statement is that it reminds us of other times and other people who stepped forward to help create the changes that were necessary.ﾊ We do live in an extraordinary era when, for the first time, humans have altered the planetﾕs ecology and created consequences which are just beginning to materialize in frightening ways.ﾊ But throughout human existence, there have always been people willing to step forward to struggle valiantly in the hope that they might reverse the downward course of events.ﾊ Some succeeded, some did not.ﾊ But as we face our own time, we need to remember that we stand on very firm and solid shoulders.