Talent Management for Today’s Workforce Gestion du talent pour la main d’oeuvre d’aujourd’hui

1. Talent Management for Today’s Workforce Gestion du talent pour la main d’oeuvre d’aujourd’hui Linda M. Manning, Ph.D, Director, Leveraging Immigrant Talent Research Fellow, University of Ottawa manning@leadershipdiversity.ca Metropolis Project Brown Bag Seminar March 11, 2010

2. Agenda • Talent Management in the workplace—the role for managers • To achieve corporate goals for productivity and capacity • Recognize employee talent • Capitalize on social capital • Note that much of what I’m talking about today is immigrants in the workplace, but it easily applies to other groups of employees • For more information: http://leadershipdiversity.ca

3. Leveraging Immigrant Talent Overview • Funding Jan 2007-Dec 2009 • in part by HRSDC—Workplace Skills Initiative • remainder through in-kind contributions • HRSDC Objectives: Influence workplace practices to increase workplace skills and productivity • Project Goal: influence workplace practices to use immigrant human resources more effectively—to fill skills shortages (particularly in management)

4. Leveraging Immigrant Talent Project Objectives • Research employer practices that cause overlooked and undervalued employees • Not racism, prejudice, discrimination—unintended barriers • Develop training resources for SME employers • Free, online, Immersive Learning Simulation (ILS) • Evaluate training resources

5. Leveraging Immigrant TalentMy Objectives • Multi-disciplinary • Economic growth perspective (not social justice) • Training resource attributes • In keeping with my research interests: Pedagogically sound and Technology solutions • In keeping with my values: Free and full access; and bilingual • Transfer research to practice • Evaluate impact

6. Immigrant-ready employers? • Immigrants: • Many find jobs (over 80% employment rate in ON and QC) • Many are underemployed and undervalued • Lower retention, lower income, lower promotion rates • Sticky Floors, Revolving Doors • Businesses • Costs of turnover, lower productivity, facing skill shortages • Talent management high on priorities for survival and growth

7. Where we are on the Diversity Continuum™ • Most employers still at compliant stage • Regulation and Social Justice approach limited The Mattam Group, Toronto

8. Project Deliverables • Workplace practices that unintentionally overlook value • Employer (manager and HR) practices/behaviours • Learning framework • ILS training resource for managers (TalentNet) • Evaluation of impact • Dissemination and Implementation

9. RESEARCH—LiteratureBarriers to retention/advancement of Skilled Immigrants? • Barriers to hiring • Language • Canadian work experience • Credentials recognition and Experience recognition • Cultural differences • Communication/education channels, style, content, motivation • Program delivery and who conveys key messages Policies and Procedures

10. RESEARCH—LiteratureBarriers to retention/advancement of Skilled Immigrants? Policies and Procedures • Good intentions • Often biased • Focus on ‘fixing’ or reshaping immigrant

11. RESEARCH Employer Practices and Scenarios • Ontario and Quebec, English and French • Focus Groups • HR professionals, Managers, and HighlySkilled Immigrants • Identifybehaviours and scenarios • Resultssurprisinglyrobust and consistent • Critical Incident Workshops • Managers • Validatebehaviours and scenarios • Identify solutions and strategies • Immigrant Voice Workshops • Highlyskilledemployed immigrants • Validate solutions and strategies

12. Research findingsImmigrant-Ready Managers are the key • Recognition of talent • competencies and credentials—formal/informal • Social capital • reach goals more effectively through exchange

13. LEARNING FRAMEWORK

14. TALENT MANAGEMENT PRACTICES Mission 1 Mission 2 Mission 3

15. DEVELOPMENT TalentNetILS resource for Managers • Content and learning objectives research-driven • Learning is experiential and based on sound pedagogy • Learning assessment on observable game actions • Evaluation results reveal impact on workplace practices • Starting out—best as blended learning tool

16. EVALUATION Player Assessment Essential • To start TalentNet, create account to save your work • Evaluation components • Pre-game, post-game, and 3-month follow-up surveys • Kirkpatrick’s Model of Training Evaluation • Level 1: user reaction (post-game) • Level 2: learning (in-game, pre-game, 3-month follow-up • Level 3: behavioural change (pre-game & 3-month follow-up) • Level 4: organizational impact (outside scope and budget)

17. Mission 1: Build employee trust and productivity • Chat actions-predefined questions reveal predefined info • Manager learning points: • Manager choice directly tied to trust, engagement, productivity • Work and personal info revealed provides clues to competence • Power distance implications for topics and locations • Feedback Received and SAVED at end of Mission 1

19. Mission 1 How does Power Distance affect trust building?

22. Before viewing Mission 2 • Performance Appraisal (informa): • Team working in two sub groups on different projects • One independent and all others interdependent • One interdependent and all others independent • Email exchange with characters; choose email responses • Objectives • Quality project outcomes • Engaged and productive team members • Informal appraisal of employees • Independence/Interdependence implications • Feedback received after each project

23. Mission 2—manage your teams’ performance!

25. Before viewing Mission 2 • Performance Appraisal (formal): • Complete performance appraisal form for 2 employees • Objectives • Identify competencies and talents of employees • Use information revealed in game • Formal appraisal of employees • After completion, feedback received

26. Mission 2 Conduct Performance Appraisals

27. Mission 3: Identify high potential employees • Review wide range of sources of information about employees • Last year’s performance review • Info revealed in chats • Interactions during projects • Updates • Announce leadership training program and HiPo Nominations • Select 2 high potential employees • Feedback received and SAVED at end of Mission 3

28. Mission 3 Identify High Potential Employees

29. TalentNet EvaluationKirkpatrick’s Model of Training Evaluation • Level 1: user satisfaction • Level 2: learning • Level 3: behavioural change (benchmarks established in game; follow-up survey to measure change) • Level 4: organizational impact (not part of this project) • Surveys • Pre-game Survey (benchmarks established for Level 3) • Post-game Survey (user satisfaction and demographics) • 3 Month Follow-up Survey (workplace behavioural change) The Surveys are critical to game evaluation—please help!

30. Look in HumanResources!

31. Final Notes • This is just the beginning • Ready for dissemination, expansion, and customization! • Invite me to come play with you! • Surveys!

32. Thank you. Questions? Play Talentnet English: http://lit.leadershipdiversity.ca Français: http://litfr.leaderhipdiversity.ca

33. How long does it take to play the game? • Depends on how you play the game • Trust building only—beating the trust meter and performance dashboard • Using it as a learning tool, tracking your choices and the results, reading resources, considering options, etc., it is recommended to play one mission at a time. • Preferred way to use the tool is as part of a blended training program—you’ll note that talent management components are not yet filled.