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 SeminarMarch 11, 2010

Agenda

Talent Management in the workplace—the role for managers

To achieve corporate goals for productivity and capacityRecognize employee talentCapitalize 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.ca2

Leveraging Immigrant Talent Overview

Funding Jan 2007-Dec 2009in part by HRSDC—Workplace Skills Initiativeremainder 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)

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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

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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

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Immigrant-ready employers?

Immigrants: Many find jobs (over 80% employment rate in ON and QC)Many are underemployed and undervalued

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Lower retention, lower income, lower promotion rates Sticky Floors, Revolving Doors

BusinessesCosts of turnover, lower productivity, facing skill shortagesTalent management high on priorities for survival and growth

Where we are on the Diversity Continuum™

Unaware Compliant Committed Engaged

• Most employers still at compliant stage

The Mattam Group, Toronto

• Regulation and Social Justice approach limited

Project Deliverables

Workplace practices that unintentionally overlook valueEmployer (manager and HR) practices/behaviours

Learning framework ILS training resource for managers (TalentNet) Evaluation of impact Dissemination and Implementation

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

RESEARCH—LiteratureBarriers to retention/advancement of Skilled Immigrants?

• Good intentions• Often biased• Focus on ‘fixing’ or reshaping immigrant

Policies and Procedures

RESEARCH Employer Practices and Scenarios Ontario and Quebec, English and French Focus Groups

HR professionals, Managers, and Highly Skilled ImmigrantsIdentify behaviours and scenariosResults surprisingly robust and consistent

Critical Incident WorkshopsManagersValidate behaviours and scenariosIdentify solutions and strategies

Immigrant Voice WorkshopsHighly skilled employed immigrantsValidate solutions and strategies

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Recognition of talent competencies and credentials—formal/informal

Social capital reach goals more effectively through exchange

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Research findingsImmigrant-Ready Managers are the key

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MAXIMIZE ORGANIZATIONAL CAPACITY

Talent Management

Progressive Practices

LEARNING FOCUS

Talent Recognition

Social Capital

Communication

Leadership

ORGANIZATIONAL TALENT MANAGEMENT PRACTICES

Hiring

Performance Management

Promotion & Transitioning

LEARNING FRAMEWORK

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HIRING

Attraction & Recruitment

Salaries & Benefits

PERFORMANCE MANAGEMENT

Employee Engagement

Performance Appraisal

High Potential Identification

Training & Development

PROMOTION & TRANSITIONING

Internal selection

Promotion from within

High Potential Development

TALENT MANAGEMENT PRACTICES

Mission 1

Mission 2

Mission 3

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

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DEVELOPMENTTalentNet ILS resource for Managers

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-upLevel 3: behavioural change (pre-game & 3-month follow-up)Level 4: organizational impact (outside scope and budget)

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EVALUATIONPlayer Assessment Essential

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

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20Mission 1 How does Power Distance affect trust building?

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Before viewing Mission 2 Performance Appraisal (informa):

Team working in two sub groups on different projectsOne independent and all others interdependentOne interdependent and all others independentEmail exchange with characters; choose email responsesObjectivesQuality project outcomesEngaged and productive team membersInformal appraisal of employeesIndependence/Interdependence implications

Feedback received after each project

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Mission 2—manage your teams’ performance!

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Before viewing Mission 2 Performance Appraisal (formal):

Complete performance appraisal form for 2 employeesObjectivesIdentify competencies and talents of employeesUse information revealed in gameFormal appraisal of employeesAfter completion, feedback received

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27Mission 2 Conduct Performance Appraisals

Mission 3: Identify high potential employees Review wide range of sources of information about

employeesLast year’s performance reviewInfo revealed in chats Interactions during projectsUpdates

Announce leadership training program and HiPo Nominations

Select 2 high potential employees Feedback received and SAVED at end of Mission 3

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Mission 3 Identify High Potential Employees

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!

Look in Human Resources!

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Manager invites comments and input from the group at a meeting

CULTURAL VALUE CULTURAL VALUE

LOW POWER DISTANCE HIGH POWER DISTANCEParticipation of “all” individuals is highly valued as it creates a sense of equality and valuing each individual in the group.

Comments and input from high status members valued more than from lower status members. Supporting decisions of high status members expected & rewarded.

EXPECTED BEHAVIOUR ALTERNATE BEHAVIOUREmployees offer their personal views and comments. They understand active oral participation is expected and lack of participation may be evaluated negatively.

Individuals may be less likely to challenge high status group members. Input or comments are more likely to be made within same-status groups and privately between individuals rather than in group settings.

Final Notes

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

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Thank you. Questions?

Play Talentnet

English: http://lit.leadershipdiversity.ca

Français: http://litfr.leaderhipdiversity.ca

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How long does it take to play the game?

Depends on how you play the gameTrust building only—beating the trust meter and

performance dashboardUsing 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.

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