Infographic: 10 talent management trends 2016

This infographic is based on the article: 10 Talent Management Trends for 2016. 

The infographic can also be found at the Pinterest page "People Analytics", of the HR Trend Institute. 

About the author: Tom Haak is partner at Crunchr (crunchrapps.com). Tom Haak is also director of the HR Trend Institute (http://hrtrendinstitute.com). Prior to founding the HR Trend Institute in 2014, Tom held senior HR positions in companies as ARCADIS, Aon, KPMG and Philips.

The HR Trend Institute detects, follows and encourages smart and creative use of trends in the field of people and organisations, and also in adjacent areas. 
Tom has a keen interest in organisations and service providers that use trends in a creative and innovative way. He advices organisations on how to get more focus in their HR interventions and how use trends to increase the impact of HR.

He can be followed on Twitter (@tomwhaak and @hrtrendinst) and on Instagram @tomwhaak.
The HR Trend Institute also has a Pinterest page.

Tom Haak will speak at the HRcoreACADEMY², organised by Teneo (21 & 22 October 2015, in Brussels). 

Why Human Resources and Talent Management is more Vital than ever

Human Resources, People Operations, Talent Management or however it is titled in your organization is tasked with how the people are hired, on-boarded, trained, groomed for their next position, measured, compensated and rewarded, paired with other like minded talent, supported and challenged to meet the goals of the organization. We are change management and organizational development. Whether a sole practitioner employee, an emerging or established manager or a senior executive in your organization, it is HR's sole responsibility to equip each of them with the tools throughout their journey to succeed in their roles. And all the while, ensure the culture of the company is nurtured and cared for so people live it and want to be at your organization. As we all know, and have heard so many times before, culture eats strategy for breakfast.

Then why is it, that we have been seeing articles, dismissing HR's role, as in a recent Harvard article "Splitting HR into two doesn't go far enough" (11/4/14) or raising review view mirror functions such as accounting's relevance in growth strategies, when we also know and see many more articles about how managers needing to participate in the employee coaching process, and how service days such as IBM's sabbaticals are radically changing company loyalty and productivity, and how to unlock performance by making the office safe for everyone? If we all agree that the people are in fact the drivers of performance and profit in any organization, that we should also agree that Human Resources should have a highly visible and vital role in any organization. That said, its also time to expect more from Human Resources.

I have long been proud of what I do, how I do it, and by the passion and energy that I bring to the table. And I LOVE bringing up great Human Resources professionals and working with my team. I align myself with the business of the business, as does my team, and cannot imagine separating block and tackle HR functions from recruiting top talent, they must go hand in hand. The stand alone generalist who does not recruit no longer has a place in most organizations. Moreover, we must constantly be stretching ourselves to better ourselves as strategists, learning from what others are doing, staying on the bleeding edge of training content and delivery, culture initiatives, benefit options, non traditional rewards. When Engineering embraces Agile Technology, we must learn it and adopt it. When novel approaches to traditional exist we must seek them out. Take a look at Zingermans or Valve Softwares employee manuals. Think of what take aways you may want to consider. When you interview your next candidate from a competitor, think of three questions you can ask that can give you insights you can use in considering ways to improve life for your current employees. Or better still, opportunities for your company. Human Resources is not given its seat, more than ever it must earn its seat each and every day. And as Beth Axelrod from McKinsey said all those years ago, welcome to the War for Talent, and this time, it's on. So HR better be ready, because whether your are the VP of HR, Chief Talent Officer, Head of People Operations, while Finance can approve a hire, you will need to find, woo, retain and grow that talent. Go forth with passion, and don't ever let anyone tell you your role is anything but the most vital role in the organization.

3 Obsolete Talent Management Practices

Having had a large part of my career working on Talent Management projects with clients as well as being part of in-house corporate team, I've seen quite a number of questionable talent management practice which in my opinion are obsolete. They might have been the most effective methods in the past but don't seem to yield much results today; yet, management often champions them. Here are 3 common ones:

1 - Fresh Graduates Management Trainee Program

This was made popular by the large multimational organizations in the past. The concept was to go to universities to look for good graduates and develop them across the business to eventually be made at least an Assistant Manager when they're done with the program. There are 2 phenomenon in the past that contributes to the success of such program:

• The economic boom that resulted in organizations growing in a rapid pace.
• The industrial / manufacturing & operations focused economy where there are more manual workers than knowledge workers.

Today's organizations (especially the larger conglomerates) aren't growing at such a rapid pace as before, and university education becoming a norm rather than for the elite few. Thus, Management Trainee Program faces the following challenges:

• Since a large number of employees in the organization are graduates, being a gruaduate today isn't really going to accelerate an employee's path to becoming a manager (or at least not as easy as it used to be).
• How can we make them managers when there's really nobody for them to manage? What's more laughable are companies who subsequently gives them the title "managers" but does work of nothing more than an ordinary executive. It probably still applies if it's a factory where the graduates can manage a pool of manual workers though.
• The designation "Management Trainee" in itself gives a false expectation to graduates that they're going to become managers upon completion, which is often unlikely.
• Because companies aren't growing at the pace it used to be, there's also no new department requiring new "managers" to run them. Even if there are, there will be a line of internal talents already waiting for their turn.
• When the environment changes so fast, spending 2 years as a "management trainee" sometimes derails the progress of an employee compared to those who hit the ground running on some "real work" from day-1. After spending 4 years in a degree program, how many of them still look forward to another "2-year program"?

Recommended Solutions:

• Maybe a name change (not only the name but also the mechanics and the contents) might work. How about having a Graduate Trainee Program instead? This should include structured induction, familiarization & relevant skill training to get them integrated into the organization rapidly. Bear in mind we might not want to overly focus on leadership or management skills during the selection or interview process or we might get a mismatch of expectation.
• "Management Associates" Program for MBA mid-career hire might work? Well, this might work for another couple of years maybe until MBA becomes a norm as well.
• Internal "Management Associates" where we could focus on identifying leadership potential amongst internal employees with few years of experience; and then accelerate their growth to becoming a manager.

2 - Talent Attachment / Exchange

Remember the days where employees are sent to another department for 6 months or a year as a form of "attachment" for them to be exposed to different environment and skillsets? Or Management Trainee Programs that rotates employees to a different department every 3-6 months? Well, that might not work anymore in today's fast pace environment. Why?

• In the industrial age where manufacturing and manual operations occupy a large part of an organization; a manager's role could be to plan, organize and give instruction, and subsequently have the team following the instruction on an "auto-cruise" day-to-day until problem solving is needed. That works with manual workers but not in the knowledge economy today. In the knowledge economy we're managing individuals with different skills and experience, thus business continuity means having a manager working closely with the team on problem solving and decision making on a more frequent basis.
• I agree that we learn best by doing. But when everything moves so fast around us, the luxury to trying everything hands-on may not be too feasible. Imagine how disruptive it is to business when an employee comes for 3-6 months only to leave once he's more knowledgeable about the business.
• Being in the knowledge economy means that a person does not only learn about the processes and operations but also technical knowledge and experience needed to excel. This isn't something that happens in 3-6 months. We're not talking about taking a machine that works with "plug-n-play" but people that got to adapt to learning curves.

Recommended Solutions:

• Stretched project assignment - Have talented employees stretch themselves by taking on side projects from different departments in order to expand their reach rather than abandoning their role to be attached elsewhere. This ensures business continuity and learning happens at the same time. In order for employees not to be over-stretched as a result, a "stretch exchange program" can be considered instead.
• Guest audit program - Allow talents to participate in audit department's operations for a 2 week stint that gets them to learn about another department's function, suggest improvements and cross share insights.
• Talent mobility - Recognize a talents experience from previous department while moving them from one department to another every 2-4 years. Notice this is not an "attachment" as they're transferred and do not go back to their original role. That role needs to be filled in their absence and a temporary backup won't work. The identified talent will then continue moving forward to another role in the next 2-4 yeas without looking back.

3 - Overseas Stint as a Reward

I recalled those days when I admired people going on huge commercial planes and my mum will say to me "if you study hard and do well in the future, your company will put you on that plane". Well, that worked for me then but no longer the case today. I don't deny the fact that travelling for work is still enjoyed but quite a large fraction of corporate executives today, but it's no longer as glamorous as it used to be, and no longer seen as a reward to many. All these thanks to the presence of low-cost airlines - AirAsia, Virgin Air, JetStar ... etc. Now, everyone can fly. Gone were the days where young graduates are eagerly anticipating their first flight overseas. Many of them have enjoyed more overseas holidays than their managers do even before graduation.

Recommended Solutions:

• Ermmm ... Do I need to suggest any solutions for this? Just be mindful of the different impact it has to employees today. Maybe time to think of other rewards instead.

Alright, there are some of those I could think of. Maybe anyone of you who's reading this has something else to share? How come comments from some Gen-Y graduates or young professionals on how would you like the company to develop your career with you?

Why Talent Management Fails to Meet Corporate Strategic Objectives

Talent Management is key to success of the Corporate Strategy because it involves every department and individual.

Talent Management includes, but is not limited to, leadership management plan, succession planning, training, coaching, internal promotion or recruitment. Each of these initiatives is a project.

However, based on my two decades’ experience in Executive Consulting, these projects too often are passed over to internal talent managers only, while they involve other internal and/or external company stakeholders; C-Suite included.

In these circumstances, neither are talent managers to be blamed if the objectives are not met, nor is C-Suite to be rewarded if it is a success; it just happened by accident or by chance.

Strategic Vision implementation throughout the organization is closely linked to stakeholders’ engagement, at all corporate levels.

When C-Suite identifies and approves a Talent Management need; its scope, budget, and time are rarely adequately stated.

It is difficult then to know where you are, at any time, in the progression of a poorly defined project; which can lead to an unforeseen highly damageable failure.

So far, Talent Management is not often exposed at key metrics’ usage or R.O.I. to measure its actions.

To tackle the risks attached to missing the objectives; Project Management offers adequate responses.

A Project Charter is of a great help to start and to involve all stakeholders, it includes e.g.:

• Project Purpose: Project justification and objectives. Values added to the organization. Alignment with the corporate strategy.

• Hypotheses: List, description and validation of all assumptions attached to this project; in order to stay on schedule and within budget.

• Scope: Establish the boundaries of the project and define the deliverable and related success criteria.

• Milestones: Put a date and list the major milestones and deliverable.

• Impact: Describe the potential impact that the project may have on the current situation.

• Assigned Roles and Responsibilities: List the team members, their names and their responsibilities.

• Resources: Funding, personnel and other resources.

• Risks: Identify major risks and how to address these.

• Metrics: Success measurements metrics and targets to be reached.

Answering to each of the above mentioned points may not be easy, but it definitely will help your Talent Management project to Meet Corporate Strategic Objectives.

(Photo:Google images)

What is Mathematics or Math?

There are a lot of definitions about mathematics. The American Heritage Dictionary defines Mathematics as the study of the measurement, properties, and relationships of quantities, using numbers and symbols. Webster's Dictionary defines mathematics as the science of numbers and their operations, interrelations, combinations, generalizations, and abstractions and of space configurations and their structure, measurement, transformations, and generalizations. Whatever or however they define Mathematics or Math, simply put, it is made up of rules or ideas that have been accepted as truth through tests and converted into formulas that can be simply followed with an expected end result.

Why do we have to learn Mathematics?

You have to learn Mathematics because it is used in many other areas, subjects or sciences such as biology, physics, chemistry, psychology, sociology, economics, business, engineering, computers, communications and almost all other fields and industries. Even all the things that we use at home or in school which involves computers uses mathematics! That alone will force you to learn Mathematics.

How should we study Mathematics?

Roger Bacon, a philosopher and scientist said that, "All science requires Mathematics. The knowledge of mathematical things is almost innate in us... This is the easiest of sciences, a fact which is obvious in that no one's brain rejects it; for laymen and people who are utterly illiterate know how to count and reckon."

Thus if as Roger Bacon said that the knowledge of mathematics being innate in all of us then there is no need for us to study Math but although there may be a semblance of truth to this there is still a need to enhance this innate knowledge. You should be actively involved in studying Math inside and outside the classroom or at home. Constant practice is a good way to study Math and using Math games or other fun Math activities are excellent ways of studying and learning Mathematics.

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