Workshop Outcomes

Workshop Outcomes
of the
ASPIRE & Lumesse Event in Krakow - February 10th, 2015
Innovating Talent Management
Acquiring, managing, retaining, engaging
Krakow, March 5th, 2015
Contents
Editing Notes.........................................................................................................................3
Workshop Choreography ...........................................................................................................4
Retaining Top Talent ................................................................................................................6
Retaining Top Talent: Impulse ..................................................................................................6
Retaining Top Talent: Workshop – Flips with Results ........................................................................8
A) How to recognize top talent? Retaining Top Talent Workshop (5 flips) ............................................8
B) How to engage top talent? Retaining Top Talent Workshop (5 flips) ..............................................11
C) How to develop top talent? Retaining Top Talent Workshop (3 flips) .............................................14
Generation Y and their preferences for finding employment ..............................................................16
Generation Y: Impulse ..........................................................................................................16
Generation Y: Workshop – Flips with Results................................................................................20
A) Candidate Centricity: Generation Y Workshop (1 flip) ..............................................................20
B) Demographics & Attitudes: Generation Y Workshop (0 flip) .......................................................21
C) Different behaviours and different needs: Generation Y Workshop (4 flips) ....................................21
D) Building Engagement: Generation Y Workshop (5 flips) ............................................................25
Developing Talent..................................................................................................................28
Developing Talent: Impulse ....................................................................................................28
Developing Talent: Workshop – Flips with Results..........................................................................31
A) Breaking down barriers: Developing Talent Workshop (1 flip) .....................................................31
B) Defining learning experiences: Developing Talent Workshop (3 flips) ............................................32
C) Supporting individual employee: Developing Talent Workshop (4 flips) ..........................................34
Presenters ........................................................................................................................36
Lumesse ..........................................................................................................................36
ASPIRE ............................................................................................................................36
Participants ......................................................................................................................37
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Editing Notes
February 10th, 2015 we had a fabulous event at the Park Inn Hotel in Krakow. The main theme of the event was
Innovating Talent Management subdivided into three workshop topic which we believed to be the most important
ones. For each of the topics a subject matter expert gave an impulse presentation to provide some input for the
workshops. These hot topics have been
•
Retaining Top Talent
Impulse: Thomas Volk, CEO of Lumesse
•
Generation Y and their preferences for finding employment
Impulse: Jolanta Gantkowska, Head of GCSC Operations Mainland Europe Alexander Mann Solutions
•
Developing Talent
Impulse: Stephan Schmitt, CMO of Lumesse
At the tables lively discussions developed and the participants were really working towards the common goal of
producing innovative and creative outcomes formulated on flipcharts. Photographs of those flipcharts and their
transcriptions constitute the bulk of this document.
We are all very pleased and happy with the results produced and are proud to share them with you. We sincerely
hope that they spin off further ideas as well as provide you with guidance and help in our daily work.
Jadwiga Karwan, HR Business Partner, Lumesse, Kraków
Bernd X. Weis, General Management, Lumesse, Kraków
Andrew Hallam, General Secretary, ASPIRE
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Workshop Choreography
In total the event requires at a minimum 3h
Three sequential workshops approx. 1 h each.
Each workshop is introduced with a short presentation of the respective topic (10 min). Each impulse
presentation concludes with three to four messages.
Split up in groups of four to six persons and choose a table. Each table is a discussion forum.
Each table chooses the question they want to discuss (A, B, C, D).
Each table chooses a “table host” for this workshop to moderate discussion, to check the timing and to
organise the summary.
Each table has a flipchart pad and pens. Please document on a flipchart the three to five most
important outcomes of the discussion.
The presentations give some impulses on the direction of the discussions, however, feel free to add your
own impulses.
Each workshop is 10 min impulse presentation, 30 min discussion, 10 min concluding.
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After that each table presents its TOP outcome.
You may move around as you please.
Each table in each workshop will create some outcomes.
Assume 10 table with 5 outcomes each per workshop -> 50 outcomes per workshop -> 150 outcomes in
total
The outcomes will be compiled and evaluated
The outcomes will provide the basis for a joint White Paper of Aspire and Lumesse on Innovating Talent Management: today’s market condition, requirements and solutions
This joint White Paper will be made available through the ASPIRE and Lumesse websites, respectively.
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Retaining Top Talent
Retaining Top Talent: Impulse
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Retaining Top Talent: Workshop – Flips with Results
A) How to recognize top talent? Retaining Top Talent Workshop (5 flips)
Talent Identification
Definition: potential to grow into leader and/or expert
Instruments:
•
development plan for successors
•
networks & communities
•
mentorship
•
assessments (360, structured interview, speed of-learning)
•
engagement (individual annual appraisal, survey)
•
quality 1-2-1s
How to select & engage top talent?
•
Early step - Identify the features of high performance & then of
high potential
•
Supervision is a key to recognize potential (skills to recognize) –
tools and technology is just supportive
•
Leading change is a key aspect of high potential to understand
and engage talents one needs to go out of procedures (PDP
etc.) (human vs procedures)
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How to select and recognize Top Talent
•
Inside Company selection is more challenging than recruiting
•
Importance of framework for selection criteria
•
Mapping expectations on both sides
•
Process is led by management and facilitated by HR
TEST BEYOND CURRENT PERFORM…
•
Willingness to go Extra Mile
•
Passion to make a difference to shape the future
•
Creative & Courageous Risk Takers
a. Early assignments to test their capabilities
b. Difficult assignments that go beyond their scope
c. Group them in an innovation LAB
CORPORATE STRATEGY TO RECOGNIZE, DEVELOP & UTILIZE TOP
TALENTS
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How to select & recognize top talent
•
Define the people: What do we need top talents for?
o
Strategy business goals
o
Organizational culture
o
Job description
o
•
-
Professional skills
-
Competences set
-
Tasks responsibilities
HR support to link the profile with the business
Tools for assessment – Internal & External Recruitment
o
360
o
AC / DC
o
Performance review
o
Talent mapping
o
Pilot assignment
o
Regular constructive feedback to support talents to grow
o
Competition / Contest
o
References / Background check
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B) How to engage top talent? Retaining Top Talent Workshop (5 flips)
How to engage & develop talents?
•
Right role = right person
•
Clarity around the vision, mission and how role fits into the
strategy of a company
•
Understanding of the bigger picture
•
Listening & communication to understand what they like the
most, what they enjoy
•
Building position to fit a person - that will give them a drive to
build their career (empowering, trust)
•
Following up on that to check how and if it fits to company
objectives
•
Giving & receiving feedback – how can we keep you happy?
•
Engage by example – management built on top talents
•
Key competencies more important than plain skill
•
Coaching & mentoring programmes
•
Recognition and transparent plan for development (selfdriven)
How to engage and develop top talent
•
To create career paths
o
To appreciate and reward the results
o
To analyze the data from exit interviews
o
Development center
•
Mentor Programs
•
Global engagement
o
•
“internal” employer branding (atmosphere, good opinion
about the employer); Salary proper to the competencies
and duties (over/underpayment)
Transparent recruitment rules to the talent programs
o
Transparent talent program rules
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How to engage and Develop Top Talent
•
Clear communication
•
Transparent rules
•
How to identify high potential (training for management)
•
Showing paths how to develop
•
Creating Top Talent groups to work on projects
•
Assigning mentors
You have to know them (be close to them)
-
Open and honest discussion about strategy of the org vs value
person can bring in (are you a good fit?)
-
We get their “buy in”
-
Engage them in strategy creation
-
Make them feel empowered
-
Dev plans tailored to particular individuals
-
Big responsibility with the direct Manager to coach / challenge
opportunity available
-
Make sure they feel recognized
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EMPLOYEE
• Salary
• Benefits
• Trainings
• Friendly environments
• Being a part of the organization
• Strategy (influence)
• Clear career path
• Development plans
• Trust in your man
EMPLOYER
• Understand talent
• Map the talent within the organization
• Break down the corporate strategy to employees in a various levels
• Build the trust
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C) How to develop top talent? Retaining Top Talent Workshop (3 flips)
How to make top talent successful?
Environmental conditions/system solutions
•
Clear value system (well-communicated)
•
Talent driven culture (transparent)
•
Flexibility
•
Leadership focus on talent development
Individual
•
Tools
•
Trainings
•
Good leadership/mentoring
•
Feedback
HOW TO MAKE TOP TALENT SUCCESFUL?
1) Top talent needs to be individually assessed – talent program
may help in setting up the framework but requires
customization
2) Top talent needs to be managed by skillful manager
3) Top talent goals need to match the company’s goals to be
successful
4) Lateral moves as one of the ideas to enable top talent to
develop
5) Typical way of development in the company may not be
applicable for the top talent – fast track
6) Phase of the company growth is important for the career
development
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✦
✦
✦
✦
✦
✦
✦
✦
70-86
87-90-…
X
Y
clear communication rules
regular feedback
long term projects
stabilization
supervisor appreciation
trainings
specializations
loyalty
✦
✦
✦
✦
✦
✦
✦
✦
✦
✦
✦
✦
clear requirements
work-life balance
coaching
providing regular
feedback
visibility
short terms assignments
flexibility
empowerment
possibility to make
choices
communication,
transparent
mentoring
benefits
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Generation Y and their preferences for finding employment
Generation Y: Impulse
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Generation Y: Workshop – Flips with Results
A) Candidate Centricity: Generation Y Workshop (1 flip)
Candidate centricity
•
Candidate centric system
o
Human touch
•
Managing candidate pool & treat your candidates as your
potential customers / contact with candidates
•
Mutual process and interest
•
Transparency of the recruitment
•
Building relationship
•
Channels differentiation & adjusted for a candidates
•
Understand your candidates
o
How they behave
o
What they do
o
How they feel after interview
o
How much innovative the recruitment was
•
Candidate experience
•
Employee being a brand ambassadors
•
Culture of a company
•
Interviews being a brand ambassadors
•
Select key people to be involved in the recruitment process depending on who your candidates are
•
Manage expectation upfront
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B) Demographics & Attitudes: Generation Y Workshop (0 flip)
C) Different behaviours and different needs: Generation Y Workshop (4 flips)
Different behaviors & different needs
1. How to best leverage the strengths
•
Flexibility in the approach
•
Creating mix of generations
•
Different approach to employees induction (budding,
mentoring)
•
“Human approach”; Staying tuned to the “employees voice”
•
Constant learning
•
Key role of line management
2. Recruitment today vs 5 years ago
•
•
Today
o
Social media
o
“Employee’ market”; Candidate awareness
o
Employer branding vs EVP (Employer Value Proposition)
o
ATS usage (Application Tracking System)
o
Increase mobility of the workforce
5 years ago
o
“Employer’s market”
o
Mail & excel approach
o
Postings
o
Change resistance candidates; Low mobility
3. Have your organizations changed the approach
•
Following the talent (location, competitors)
•
Focus on candidate experience
•
Increase of remuneration (social)
•
Clear career paths
•
Different recruitment approach
•
Flexibility in working conditions (hours, home, location)
4. What works best
•
Adapting to post war (talent) environment 21 | P a g e
Different behaviors and different needs
•
Local ! Global
o
Mobility of the workface
o
Recruit and relocate employees
•
Subject matter experts are now more important than core
languages
•
Employees branding
o
•
Employees becoming ambassadors of the brand
o
•
Building the society around the brand
Honest feedback from the heart of the company
Recruitment channels
o
Social vs. print vs job board
•
Wider availability of market intelligence
•
Generation
o
War of salaries
o
Knowledge
o
Subject matter expert
o
Money talks when generation Y
o
They don’t care ! they’ll come back
•
Culture / Atmosphere of the company
•
Project based recruiting – for commercial value
•
Age seems to be a None factor – skills based recruiting
Different behaviors
•
Employer branding:
o
generate favourable word of month in social networks
o
employees as ambassadors of the brand (for current &
future candidates)
•
Employer clear value proposition
•
Make technology work for you:
22 | P a g e
o
Mobile
o
“glass door”
o
LinkedIn, Facebook
•
Generate interaction in real time with candidates
•
Strategy for “bad comments”, “haters”
•
Ongoing engagement with rejected candidates ! keep selling until they come in
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Different behaviors and different needs
•
“Employer” labour market vs. “employees” labour market
•
Mutual benefits between employer and employees
•
Employer branding driving recruitment process
•
Focusing on young people who are now studying
•
Cooperation companies – universities
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D) Building Engagement: Generation Y Workshop (5 flips)
Building engagement
•
Flexibility
o
Personal development plans
o
Labelling / naming experience, achievements of
employees
o
Open-minded, multifunctional, diversity
o
Open catalogue of development options
•
Encouraging people to have initiative
•
Making sure the organizational culture matches candidates
expectations & vice versa
•
Match making
•
Strong Leadership
Building engagement
•
Ask your employees
•
Define boundaries (legal and technical etc.)
•
Employees’ surveys to check the pulse of your staff
•
Employees’ participation encouraged by the company
25 | P a g e
•
Praises on internal social media (younger generations)
•
There are difficulties in engaging employees in internal social
media
•
Physical space, ways people meet, talk to each other matters
•
Not only age matters but as well different personalities, singles
vs partners
•
Office interior design plays large role
•
Out of office meetings matters
•
Differences between generations
o
Exists but are overestimated
o
Digital communication
o
Difference in how you manage people representing different
generations: high rotation for younger generation
o
Building CV thought working in different companies
(younger generations)
o
Internal communication and satisfaction tracking should be
more frequent (twice a year)
Feed into different needs of generations!
•
•
Compensation + Benefits
o
Transparent pay scales based on salary bands
o
Flexible compensation models including pension, child care,
development
Work life balance
o
•
Development
o
•
•
Career path
Recognition
o
Feedback
o
Prize
Strategy
o
•
Working time
Leader in the market
Work culture
o
Fun; Atmosphere; Activities
26 | P a g e
Building Engagement
•
Identifying “wants & needs” of the employee ! well fitted
job description
•
Both parties discuss goals & and ways to achieve them
•
Showing the big picture of the company
•
Using social/web/mobile for internal & external employer
branding
•
Individual approach to employees
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Developing Talent
Developing Talent: Impulse
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Developing Talent: Workshop – Flips with Results
A) Breaking down barriers: Developing Talent Workshop (1 flip)
Breaking down barriers
Definition:
• Spaces
o Visibility -> Conferences
o Communities
o Forums -> HackMathon
• Procedures
o Everyone is a recruiter
o Post-it internally first
Transparency (Communications)
• Seamless organization (cross-moves)
• Onboarding
• Shadowing
• Bright idea (innovating bottom-up) -> Jury
recognition
Processes:
• People Review -> Cross-moves
• Onboarding
o Buddies
o Mentors
Solutions:
• Break down silos
• Cross functional projects
• Common tool box
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B) Defining learning experiences: Developing Talent Workshop (3 flips)
Define Learning Experience
•
Align Organization’s and employee’s need -> benefit for both
sides
•
Catalogue of learning, opportunities and clear communication
•
o
Mandatory basic learning solutions
o
Optional solutions
o
Tangible results (e.g. certificates)
Building learning culture
o
Employees’ accountability, responsibility for learning
o
Involving in innovation -> giving impact
•
Strategies link directly to the learning of the employee
•
Company culture – drives learning culture
•
Reinforcing messages through all media (all hands, comms, …)
•
Whole company differences
•
•
o
Some are willing
o
Some are able
o
Cultural differences in education systems
Linking learning to “certain projects” as skills comes & go
different reasons for learning
o
Mandatory
o
Selfish – How will it help me
o
Help the business to achieve the goals and strategies of the
company
Learning = motivation / actions and experiences, feeling “what
the company gives to me” 32 | P a g e
•
Supervision is a key
•
Learning should be continuous not one off
•
Learning should be distributed between people
•
Often training & certification is treated by employees as a
reward and/or CV building
•
Employees should select training themselves however with
support of supervisor
•
Line manager should guide employee if the training is right for
him and company
•
Thinking out of procedures when selecting training for
employees (line manager’s instinct)
•
Learning need to fit in companies strategic goals
•
Not everyone wants to learn
•
Trust and honesty between supervisor and employee is
important when selecting learning direction (often that relation
is missing)
•
It’s often a game of lies
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C) Supporting individual employee: Developing Talent Workshop (4 flips)
•
Coaching and mentoring
•
Training tailored made to individual needs
•
Application process to found training
•
Engaging in projects (check it that is really what they are
interested in)
•
Engaging with universities
•
Learning by experience (working on client side etc.)
•
Linking people (communities)
•
Show what you have done so far to learn then we will help you
to develop more (external trainings, etc. . .)
•
Assessment of competencies before training -> fit for purpose
•
Openness and culture of company to encourage and facilitate
learnings
•
Openness and culture of company to encourage innovation
within the company and praise interest
•
Identification of training needs (simultaneously at various
levels)
•
Real tasks to be done
•
A lot of project work
•
Creating of a safety environment (e.g. allow time dedicated
only to learning and projects)
•
Ensure availability of various ways (forms) on which one can
develop
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Supporting individual employee
•
give them to learn during working hours
•
give good mentoring
•
proper programs need to be aligned with employee
expectations
•
job rotation
•
trainings linked to the job
•
cross-functional learning groups
•
internal + external platform
Supporting individual employee
•
Goals for each year (business and individual development)
•
Training path on comparison to particular role
•
Training needs for the whole organization
•
Individual meetings with employee (showing the range of
possibilities)
•
Understanding of the employee preferences (need)
•
Giving appropriate time to participate in trainings
•
Engaging to different projects and programmes
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Presenters
Company
First name
Last name
Job title
Alexander Mann Solutions
Jolanta
Gantkowska
Head of GCSC Operations Mainland Europe
Lumesse
Thomas
Volk
CEO
Lumesse
Stephan
Schmitt
CMO
Company
First name
Last name
Job title
Lumesse
Jadwiga
Karwan
HR Business Partner - Poland
Lumesse
Wojciech
Malinowski
Implementation Consultant Channels
Lumesse
Anna
Styrylska
Product Manager – TLK Design Team Lead
Lumesse
Adrianna
Anuszewska
Junior Product Analyst
Lumesse
Janusz
Stefanowicz
Recruitment Specialist
Lumesse
Walter
Dreuw
Head of HR - EMEA
Lumesse
Christian
Grimm
New Business Sales Director CEE
Lumesse
Piotr
Michalczuk
Sales Manager Poland
Lumesse
Hannah
Walton
Head of Design
Lumesse
Bernd
Weis
General Management Krakow
Lumesse
Michał
Wendorff
Lead UX Designer
Lumesse
Ewa
Jankowska
Product Analyst
Company
First name
Last name
Job title
ASPIRE
Andrew
Hallam
General Secretary
ASPIRE
Oskar
Grzegorczyk
Member Engagement Manager
ASPIRE
Gosia
Kuś
IT Project Manager
ASPIRE
Joanna
Kaim-Kerth
Research Manager
Lumesse
ASPIRE
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Participants
Company
First name
Last name
Job title
ABRA SA
Blanka
Kotynia
-
ACCA
Marcin
Bartnikiewicz
BDM
Accent for Professionals
Agata
Zioło
Managing Director
Accent for Professionals
Gabriela
Kurek
Project Manager
Akamai
Ela
Pryka
HR Manager
Amer Sports
Agnieszka
Menet
HR Manager
Amer Sports
Herve
Hachet
Director
AMS
Jola
Gantkowska
Centre Head
Arvato Finance
Aleksandra
Zielonka
HR BP
Arvato Finance
Zbigniew
Bakota
Head
Bank Zachodni WBK S.A.
Ewa
Kmieć
Senior Recruitment Specialist
Brown Brothers Harriman
Eva
Offermans
HR Manager/Talent Acquisition Partner
Capgemini
Mateusz
Golba
Service Centre Manager
Capita
Elżbieta
Zielińska
HR Manager
CBRE
Rafal
Sekowski
Negociator
Cox, Fitzsimons & Wilkes
Wioletta
Augustyn
Operations Manager
Cpl Integrated Services
Anna
Ślabska
HR Business Partner
Cpl IS
Gracjan
Gozdz
CEE Client Director
EDF
Mirosław
Gawęda
Training Manager
Electrolux
Daria
Plona
Recruitment
Ericpol
Dariusz
Wróbel
Line Manager
Grafton Recruitment
Agnieszka
Widacka
Business Unit Manager
Grafton Recruitment
Katarzyna
Ćwik
Senior Recruitment Consultant
Grid Dynamics
Krzysztof
Ras
Site Director Poland
HAYS
Michał
Sokołowski
Head
HCL Technologies
Beata
Kossakowska
Group Manager HR
HCL Technologies
Trevor
Rulton
Centre Head
Hitachi Data Systems
Monika
MostowikWanat
HR Manager / HR Business Partner
HSBC
Joanna
Cyborowska
Manager - Recruitment
IBM
Agnieszka
Bender
HR Partner
IBM
Barbara
Beluch
HR Professional
IBM
Ella
Berenyine
Sztanko
Continuous Improvement Lead for EMEA
Centers
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IBM
Ewelina
Przybylska
EMEA TVC LEAD
IBM
Magdalena
Kowalczewska
HR Partner
International Paper
Ewa
Mruczek-Lasota Training Team Leader
International Paper
Tomasz
Berbeka
General Manager
Iron Mountain
Jowita
Gdula
Key Account Manager
Itekna
Aleksandra
Pietras
Recruitment Manager
j-labs
Łukasz
Pasisz
Account/Project Manager
Malecki Recruitment
Solutions
Szymon
Malecki
Owner
NGA Human Resources
Katarzyna
Zareba
Administration Manager
Park Inn
Kinga
Pogwizd
HR Manager
PMI Service Center Europe
Robert
Wisniowski
HR Manager
Pracownia Register
Jacek
Gruszczyński
managing director
RR Donnelley
Teresa
Walewska
HR Director
RWE
Eliza
Wilczynska
HR Manager
Sabre
Anna
Kwaśny
Senior HR Generalist
Select Training Solutions
Keith
Byrne
Managing Director
Somfy
Anna
Bednarz
Recruitment & Development Specialist
State Street Bank
Renata
Szostak
Head of HR
UPM-Kymmene
Anna
Trójczak
HR Development Manager
Walter Herz
Bartłomiej
Zagrodnik
Partner
-
Artur
Gerwel
-
-
Carlos
Rubal
-
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