Integrated Talent & HR Management Workshop for Taiwanese Business Delegation in India

1. Integrated Talent & Human ResourceManagementA Workshop for the Delegation of Taiwanese Businesses in India Saturday 3rd March 2018Presented by:Dr Prof 'Mac'ario Fernandes

2. Contents 10.45 am - 12.15 pm:Module 1 - Session 1a) Talent & Human Resource  Acquisition;  -Session 1b) Talent & Human Resource Onboarding. 12.15 pm - 1.15 pm: Break for lunch 01.15 pm - 02.45 pm: Module 2 - Session 2a) Talent & Human Resource Development - Session 2b) Talent & Human Resource Retention.

3. Workshop Module 1 Overview • Human Resources • Talent • Management • Integrated Management • Integrated Talent Management • Talent Acquisition • Talent Onboarding • Talent Engagement

4. Talent & Human Resources Management Talent management is the strategic management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives.

5. Talent Management Process Covers: Workforce planningTalent-gap analysisRecruitingStaffing Engaging Education and development RetentionTalent reviews Succession planningEvaluation Rewarding

6. Talent Management Model Vision, Mission, Strategy and Values Talent Management Strategy Talent Acquisition Sourcing, Selection and Onboarding Competency Management Talent Management Foundation Talent Development Performance Management, Career Development, Leadership Development and Succession Planning Talent Assessment and Alignment Internal Mobility and Workforce Planning

7. Acquiring Talent Sourcing talent is the process to generate a pool of qualified candidates for a particular job. The organization must announce the job’s availability to the market and attract qualified candidates to apply. The organization may seek applicants from inside the organization, outside the organization or both. Talent selection is the process to make a “hire” or “no hire” decision about each applicant for a job. The process usually involves determining the characteristics required for effective job performance, interviewing, and then measuring applicants on those characteristics.

8. AcquisitionWorkflow • Requisition process. • Sourcing. • Application process. • Screening and interviewing. • Acquisition. • Employment offers. • Regrets.

9. Sourcing Candidates • Institutes recruiting. • Newspapers. • Recruiting services. • Web sites. • Trade journals. • Temp-to-hire. • Head-hunting. • Etc.

10. Important Considerations • Person-Job Fit: The match between a person’s knowledge, skills and abilities and the requirements (competencies) of a specific job (“demands-ability fit”). Related to higher performance and lower turnover. • Person-Organization Fit: The congruence of an individual’s personality, beliefs and values with the culture, norms and values of the organization. Related to job satisfaction, commitment and turnover.

11. Person-Job Fit Analysis • Review core competencies (knowledge, skills, and attributes) for the position. • Observe or ask someone doing the same or a similar job to help validate. • List and prioritize the essential and desirable competencies. • Essentials: The job cannot be performed without these essential KSA (Knowledge Skills Attitudes) • Desirables: Not essential to perform the job, but can be used to differentiate candidates.

12. Person-Organization Fit Individual Organization Values Values Personality Rewards Expectations Structure Abilities Interests Culture Knowledge Management Goals Strategies Objectives Skills

13. Person-Organization Fit • Personality and work group (cultural fit): • Conscientiousness (careful, hardworking, organized, etc.) • Agreeable (cooperative, good-natured, tolerant, etc.) • Extroversion (sociable, gregarious, talkative, etc.) • Emotional stability (anger, worry, insecurity, etc.) • Openness to experience (flexible, curious, open to ideas, etc.) • Personal values and organization values. • Personal interests and organization opportunities. • Expectations and rewards. • Followership and management style.

14. Selection Methods • Interviews. • Ability tests. • Personality tests . • Integrity tests.

15. Interview Questions • Behavioral Interview: Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past. Behavioral questions typically begin with “Tell me about a time when…” or “Can you think of....” • Situational Interview: Applicants are asked how they would respond to a specific job situation related to the content of the job they are seeking. Any job-relevant question that begins with “What would you do if…" or “How would you handle…."

16. Interview Questions • Behavioral Questions: • Can you describe a time when you had to manage a heavy workload or a number of conflicting priorities? Competencies: work under pressure and ability to prioritize. • Can you tell me about a time when you improved a process or made a system work better? Competency: innovation. • Situational Questions: • A work colleague told you in confidence that she suspects another colleague of stealing. What would your actions be? Competencies: ethics and problem solving. • How do you respond to a peer who is preventing your team from completing its project? Competencies: leadership and dedication to goals.

17. Leading Questions Examples of leading questions: • It’s important that people work collaboratively with others on projects. Are you a team player? Do you work well with others? • We like to have employees who are on time to work and meetings. Do you arrive to work on time? Do you find it difficult to make it to meetings on time? • You will have responsibility for a department of five people. Does this appeal to you?

18. Interviewing Worksheet Candidate: _________________ Position: _______________

19. Talent Acquisition Use the worksheet shown on the previous slide and the competencies developed earlier in the course to develop specific interview questions to acquire talent. The purpose of this exercise is to ensure you are acquiring talent that is aligned with strategy, possesses the required competencies, and fits the organization’s culture.

20. Let’s Practice

21. The Interview • Put the person at ease to establish rapport. • Explain the interview structure. • Ask your questions and really listen to the candidate’s responses. • Take notes. • Describe the job and sell the organization. • Answer candidate’s questions. • Discuss the next steps.

22. Listening Tips • Avoid being distracted. • Spend at least 80 percent of the time listening and 20 percent talking. • Don’t interrupt the candidate (unless they are rambling). • Ask follow-up questions to get clarity. • Observe the candidate’s nonverbal expressions. • Use nonverbal expressions to show interest. • Listen for “free” information.

23. Note Taking • Do not use signs, symbols or words that indicate race, gender, age, disability, sexual preference or religion. • Record specifics as they relate to job responsibilities. • Record favorable and unfavorable responses to create a balanced image. • Spend some time after the interview polishing your notes. • Take notes consistently.

24. Closing the Interview • Describe the decision-making process and time frame. • Ask: “Is there anything else you would like me to tell you about the position or the organization?” • Explain that a background check will be conducted if the candidate is considered further. • Give the candidate your business card and encourage them to call if they have questions. • Thank the candidate.

25. Candidate Evaluation • Ensures that you and others evaluate candidates on the same job-related criteria. • Guides you through the process of making a hiring decision when several candidates appear to be qualified. • Allows you to document the specific reasons why you did or did not offer the position to each candidate.

26. Evaluation Worksheet -1 List in priority the most important job dimensions: 1. Comments: 2. Comments: 3. Comments: 4. Comments:

27. Evaluation Worksheet Evaluation Criteria: • Unqualified: The candidate shows little or no capacity to perform the duties of the position and/or is not a good fit for the organization. • Borderline: The candidate shows some capacity to perform the duties but is a questionable fit for the organization. • Qualified: The candidate has performed the duties and is a good fit for the organization.

28. Evaluation Worksheet - 2

29. Onboarding Why is it important to help new employees get socialized into their work groups? What is the payoff? Who is responsible for integrating new employees in your organization?

30. Onboarding Ideas Work in groups of three or four and highlight some best practices to successfully integrate new talent into an organization. Here are some questions you might want to discuss before developing your list: • What does your organization do to ensure people are successfully integrated (socialized) into the organization? • What could your organization do better to ensure people are successfully integrated and socialized into the organization?

31. Module Wrap-Up Questions or comments?

32. Workshop Module 2 Overview • Human Capital Strategy • The Talent cycle process • How the process works • The Talent Implementation process • Development (Training; Coaching; Mentoring) • Performance Appraisal; Assessment; Evaluation.

33. Human Capital Strategy

34. 360o Assessments Management Review Talent Pool Match To Role Individual Development Plan and Actions The Talent cyclical process Talking Talent Assessments (Gap Analysis) Career Conversation Coaching

35. How the process works Talent Manager Data Managerial Judgment & Talking Talent Sessions • Managerial Judgment – the review of the performance history and demonstrated potential for potential candidates occurs over a series of Talking Talent Sessions. • Talent Manager Data – a comparison of each candidate’s competencies, experiences and technical skills to those required for the role.

36. The Talent Implementation Process

37. Retention & Engagement Best Practices The High-Potential Employee A high-potential employee is someone with the ability, engagement and aspiration to rise to and succeed in more senior critical positions. It takes both interpersonal and technical skills

38. Retention and Engagement Best Practices

39. Training; Coaching; Mentoring Training (In-house; External) Coaching (On-the-Job; Off-the-Job) Mentoring (Internal; External)

40. Performance Appraisal; Assessment; Evaluation. Performance Appraisal (MBO; KRA) Assessment (Ongoing; Periodic) Evaluation (Internal; External)

41. Extrinsic and Intrinsic Incentive Rewards Individual motivation is linked to the availability of a system of extrinsic and intrinsic rewards Extrinsic Rewards Originates from outside the individual Intrinsic Rewards Originates from inside the individual

42. Intrinsic Rewards

43. Talent Management Resources http://twitter.com/coachgoldsmith http://twitter.com/Doris2700 http://twitter.com/wschiemann http://twitter.com/HarvardBiz

44. Talent Management Resources (contd.)

45. I would very much like to learn about your successes and challenges with Integrated Talent Management. Welcome to contact me via e-mail at: macario.fernandes@gmail.com Or call me on: +91-9833604500