TALENT DEVELOPMENT AND RETENTION

1. TALENT DEVELOPMENT AND RETENTION Osman Gunsel Topbas, PhD 23 November 2016

2. «STARTING OUT»Importance of Talent

3. A Billion $ Answer to The Billion $ Question “access to, & retention of, key talent” PWC Survey #1 response from 1000 CEOs to the question of : “How important are these sources of competitive advantage in sustaining your growth over the long term?” “access to, & retention of, key talent” WHY? 1.Turnover is expensive 2.Top performers drive business performance

4. and The Multi-Billion $ Question How to motivate and retain talent? Do we (as corporate and as managers) have the right approach? Do the employees have the right approach? it takes both ends to develop and florish to get and stay connected... But HOW TO DO THAT?

5. A Six Step Strategy (by Oracle)– Logical Approach 1. Recruit the right people in the first place. 2. Improve the line manager’s ability to manage. 3. Give employees constant feedback about clear, meaningful goals. 4. Empower employees to manage their own careers. 5. Proactively drive talent mobility. 6. Continuously measure and improve retention strategies. HOW > WHAT

6. «GETTING ON»Motivation & Introduction to Emotional Intelligence

7. BEST OF YOUJOURNEY TO MOTIVATION AND SUCCESS It is the possibility of a dream come true, that makes life interesting! Paulo Coelho

8. Defining “Motivation”

9. Motivation as an Element of Emotional Intelligence • Emotional Intelligence determines our potential for learning the emotional competencies that are based on its five elements. • Motivationis dependent on self awareness and self regulation: • Achievement drive:Striving to improve, meet a standard of excellence • Commitment: Aligning with goals of the group or organization • Initiative: Readiness to act on opportunities • Optimism: Persistence in pursuing goals despite obstacles and setbacks Personal Competencies Social Competencies

10. Emotional and Social Intelligence – with Daniel Goleman

11. Amygdala Hijacks Amygdalaisresponsible for triggering the emotional feelings, which can result in “primitive” impulsive actions. “Fight or flight” saved ourlives along 100million years of evolution against any form danger. Today, same set up is used and same physiolocial reactions are experienced at other stressful situations. In the presence of a stressful situation the emotion impedes the rational brain from functioning properly, impulsive people can explode in emotional reaction. “Star performers” have ahigh level of self-awareness,and can control well their emotions.

12. «TURNING POINT»Natural Preferences, State of Flow & Motivation

13. Natural Prefences - with Jung & Benziger Carl Gustav Jung (1875-1961) was a Swiss psychiatrist, who delineates how each person given a chance to develop, use and be rewarded for using his natural preferencescan live an energized, meaningfulanddirected life. • Dr.Katherine Benziger: • Developed method in the 1980’s • Based on Jung’s typology • Proven in 10,000+ study • Continually refined using the latestneuroscientific research

14. Natural Preference & Cognitive Styles • Each person has one andonly specialized region in their brains which has natural efficiencyto use only 1/100thof the energy which they would need to use in other three modes.” • This is called preference • Everyone develop competencies in every mode • Competency and preference are not the same

15. SpecialisedRegions of NeoCortex– Frontal Left • Frontalleft gives analytical skills. • Good at mathematics • Criticalanalysis to assess causes and effects, to make decisions for actions • Makes calculations & uses diagnostic thinking. • Logical, good at verbal argument. Tactics, goal-setting and goal achievement. • Can be seen as cold and manipulating, uncaring, unfeeling. Puts the task before people. • Will bend rules. Will make new rules. • Not strongly creative. • Not good with people directly. Not strongly supportive or nurturing. FrontalLeft

16. SpecialisedRegions of NeoCortex– Frontal Right • Frontalright gives spatialand internal imaging, intuiton,innovating and adapting. • Able to grasp whole pictures, themes, from vague outlines or ideas. • Attentive to new ideas. • Expressive, useslanguage to think out loud. • Uses metaphors and word pictures. • Enthusiastic and likes change. Gets bored. • Quirky sense of humour. • At times to others can appear to have 'lost touch with reality'. • Can change for change's sake. • Good starters, not good finishers. FrontalRight

17. SpecialisedRegions of NeoCortex– Basal Right • Basalright gives abilities in feelings, empathy, relationships, connecting with people. • Picksup moods and feelings, non-verbally able, notices body-language. • Singing, dancing, rhythm • Speaking and listening with the eyes; touching, reaching out to people. • Caring, compassionate. • Internal language is feelings. • Likes to harmonize with their environment. • Can be a soft-touch, making too many personal sacrifices, and can find it difficult to say no. • Doesn't like to upset people. Basal Right

18. SpecialisedRegions of NeoCortex– Basal Left • Basalleft gives good routine, sequential, process skills. • Detailed, structured, ordered, efficient, dependable, reliable, • Builds and maintains orderly foundations. • Follows instructions, does things by the book, step-by-step. • Communicates in writing, detailed. • Meets deadlines through following schedules and processes. • Disciplined. • Good attention to detail. • Can appear laboured, bureaucratic, or obstinate. Basal Left

19. Response to Stimulus

20. Falsifying Type • If a person’s natural gifts don’t match skills they have been using in life, the skills they have been rewarded for and paid well to perform, then it is very likely that they are suffering from the high levels of chronic stress, anxiety and or depression in their lives caused by their falsifying type.

21. The Default Feeling • Happinessis the naturalhumancondition. • Many people currently feeloverwhelmed by the stress in their lives, or depressed. • People have a happinessset point– that they can regain if they do things that matches their preferencesand that they enjoy.

22. State of Flow • Flow moves people todo their work, no matter what work they do. • Flow blossoms when skills are fully engaged. • The task absorbs us so much that we become totally concentrated and may feel out of time. • In this state, we seem to handle everything effortlessly. Flow itself is a pleasure and the ultimate motivator.

23. «OPEN ROAD»Leveraging Natural Preferences to Motivate and Retain Talent

24. The Multi-Billion $ Answer How to Retain Talent Equip employees methods to truly know about themselves and others Encourage employees and managers to develop empathy - 360degrees Navigate employees for their development planning and let them know of future careeer opportunities; give them the autonomy to feel and be creative; Hold managers responsible to give regular and candit performance feedback Make sure personalized approach is adopted at every level of interaction

25. What Stresses Greens (Frontal Left) ? • Pressure to comment without sufficient data • Not being in control of things, events or facts • Handling ‘people’ issues • Long meetings with no outcomes • Not having enough time to do the job properly or perfectly • Told what to do by those that don’t understand the problem • People not delivering to their deadlines/ expectations • Having to delegate knowing they’re unlikely to get it right • Purposelessness. Others not doing their job properly • Lack of controls or resources. Lack of a clear strategy • IT that doesn’t work

26. What Stresses Reds (Frontal Right) ? • Unnecessary paperwork. Foolish tasks. • Dealing with pointless bureaucracy • Managing endless emails • Political correctness. • People making decisions that are ill-equipped to do so • Things taking time to get done – taking forever to do! • People who don’t understand what you’re trying to say immediately • Fire alarm testing. Inability to do or act on things. • Being stuck in meetings that are not relevant to your work or you • Diverted by unnecessary tasks and meetings • Data versus instinct, where one contradicts the other, just believe • Being controlled, i.e. by traffic

27. What Stresses Blues (Basal Right) ? • Making others unhappy • Arguments and conflict between people • Confrontation. Aggressive behaviour. • Lack of honesty. • Feeling as if my voice is being ignored • Being taken advantage of. • People with hidden agendas. • Not being allowed to know what others do • Rudeness – treat others as you wish to be treated – rudeness shutsme down • Being bullied or pressured into something by assertive or intimidating people • Isolation. Lack of support from others.

28. What Stresses Yellows (Basal Left) ? • Policy changes with insufficient notification • Duplication of effort • Lack of preparation or time to prepare • Overload of data • Ambiguity of expectations • Not being sure how to do the task • Poor planning an preparation • Not havingan agenda • Other people not pulling their weight in the plan, not doing things properly • Too many simultaneous requests • Too many deadlines • Promises made on your behalf without consultation

29. Influence on Greens (Frontal Left) • Successful people; knowledgeable, accomplished, experts in their field • Expertise • Information • Structured and organised things / thought • Relevant / accurate sources of data • Empirical evidence • Awareness of risk • Theory & models • Engineering behind a well designed product • Challenge: “this has never been accomplished before”

30. Influence on Reds (Frontal Right) • Fast decision making • Early experimentation • Creative problem solving • Freedom & autonomy • Unique, tailored solutions • Merit & public appreciation; round of applause • Challenge: “no-one has ever done this before” • Big picture thinking; verbal pictures & imagery • Finish ten tasks in the time it takes to do one • New ideas; the new with tangible benefits & speed • Entrepreneurial activity; something from nothing, • Opportunities for exploration, unknown, winning 1st • Debate. Fun. Speed. Movement.

31. Influence on Blues (Basal Right) • Positive relationships • Respectful communication • Social events, social proof • Recommendations • Trusted advisors • Personal touch • Sincere appreciation • Praise, on a private platform • Courtesy and good manners • Empathetic approach • Inclusivity & invitations

32. Influence on Yellows (Basal Left) • Family related issues & topics • Responsibility for others • Logical planning and structure • Evidence of a team-generated solution • Risk aware solutions • Equality and fairness of treatment for all • Constructive, instructive feedback • Cooperation & group activity • Processes that lead toward quality • Quality itself • Patience • Guarantees and insurance against risk or faults

33. Q & A • Osman Gunsel Topbas • gunsel.topbas@citi.com • +90 533 239 1983