1. STARLIFE HR FORUM 2014Retaining your Top TalentClement WireduDirector, Ghana Institute of Consulting1 STARLIFE HR FORUM OCTOBER,2014

2. Introduction - The GIC The Ghana Institute of Consulting (GIC) isestablished as a subsidiary ofShawbellConsulting Limited. The GIC rides onthe strong reputation of the firm ofShawbellConsulting as being a foremost providerof high quality consultancy services in Ghanasince 2002. The Institute is set up to provide training servicesin professional practices in support of betterbusiness performance in Ghana.2 STARLIFE HR FORUM OCTOBER,2014 3. The Ghana Institute of Consulting? It is also to provide an opportunity to rawgraduates, many of whom are unemployed, andalso to technical professionals to obtain apracticing skill which can be utilized anywhereand in any domain. Consulting is our firms claim to fame,consequently we concentrate on ConsultingSkills, in the first instance.3 STARLIFE HR FORUM OCTOBER,2014 4. The Ghana Institute of Consulting With time, we have also incorporated othertraining courses and programmes: Junior Executive Certificate Programme (JECP); the Stellar Graduate professional Programme(SGPP); The Skills Resource Network; and The Skills Bank.4 STARLIFE HR FORUM OCTOBER,2014 5. Successful Business Strategy? Todays CEOs and executives maintainthat there are three key components to asuccessful business:You have the right strategy;You have the right operations inplace to execute that strategy; andYou have the best people in theworld to execute those operations.5 STARLIFE HR FORUM OCTOBER,2014 6. Who is an A Player (Top Talent/BestPeople) A is for ability. A Players are Winners, Smart, Savvy and Getthe job done. A Players have a nose for goal line, and they gofor it. Only hire A Player or people with Apotential. A Players cost you more, but they deliver more. A players have lots of energy, more fast,innovative, A players need to be challenged.(You can be move B players to B+. Groom A-playerto an A, B+ into an A.)6 STARLIFE HR FORUM OCTOBER,2014 7. How does your company keep yourtop talent?Successfulcompaniesknow how tolessenemployeeturnover byknowing whatmakes theirhighperformersfulfilled intheir jobs andthen workingeven harder tomake surethose needsare being met. A recent survey conducted byAccenture, a $10 billion globalmanagement and technologyorganization, indicates that businessescan greatly improve retention ratesand employee performance by makingit easier for workers to find newopportunities in an organization anddeveloping the skills and knowledge ofall your employees, regardless of theirposition in your company. Top Talents leave an organizationwhen theyre badly managed and theorganization is confusing anduninspiring. 7 STARLIFE HR FORUM OCTOBER,2014 8. How does your company keepyour top talent? Identify exactly what brings your employees careerfulfilment. Encourage them to focus more on whats right withtheir jobs, than whats wrong. Train them consider offering skills training orcontinuous learning as an incentive to stay. Pay them what they are worth by offering salaryincreases based on performance. Besides money, offer incentives, fringe benefits orQuality Life Programs ,whenever possible ,such asfamily leave, flexible hours and telecommuting optionsor rent advances, vehicle leasing options, etc.8 STARLIFE HR FORUM OCTOBER,2014 9. Retaining our top talents Give constant praise It sounds extremely simple but,with reduced staff, increased workload and compressedtime schedules, it is easy to forget compliments. Peopleneed to know that their efforts for the company arerecognized and appreciated. After all, you cant be proud ofyourself until somebodys been proud of you. Improve your employees overall relationship with their joband daily responsibilities by increasing responsibility,involvement in decision-making and opportunities to makea difference. Provide clear career paths: identify opportunities for peopleto shine. Explain whats required for your employees tomove forward in the organization based on the companysor departments plans for the next one, three and fiveyears.9 STARLIFE HR FORUM OCTOBER,2014 10. Why we lose our Top TalentsBig companyBureaucracyNo projects toignite passionPoor AnnualPerformance Reviewsoften rushed throughAPR sessions, no fulldiscussions withemployeesNo discussionaround careerdevelopmentStrategic Priorities: TopTalent hates to be jerked around, Givethem opportunities todeliver what they havepromised.Lack of open-mindedness10 STARLIFE HR FORUM OCTOBER,2014 11. SUMMARY OF CRITICAL COMPETENCIESOverall Talent A Player B Player C PlayerVision Facilitates the creationand communication ofa compelling andstrategically soundvision.Vision lacks credibilityis somewhatunrealistic orstrategically flawed.Embraces traditionover forward thinking.Intelligence BO or higher IQ, aquick study who canrapidly performcomplex analyses120-29 IQ; smart, butnot as insightful as anA player.119 IQ or lower; hasdifficultyunderstanding andcoping with new,complex situations.Leadership Initiates neededchange; highlyadaptive and able toinspire theorganization to changeFavours modest,incremental change, sothere is lukewarmfollowership.Prefers status quo;lacks credibility, sopeople are hesitant tofollow; giveinconsistent directionPassion Extremely high energylevel; fast paced;55(+)-hour work weeksMotivated; energeticat times; 50-54-hourwork weeksDedicated;inconsistent pace; 40-49-hour work weeks11 STARLIFE HR FORUM OCTOBER,2014 12. SUMMARY OF CRITICAL COMPETENCIESOVERALL TALENT A PLAYER B PLAYER C PLAYERResourcefulness Impressive ability to findways over, under, around,and through barrier;invents and paradigmsOpen-mined, occasionallyfinds a solutionDefeated by obstaclesCustomer focus Extremely sensitive andadaptive to both statedand unstated customerneedsKnow that customer isking but does not add-onit as often as A playersToo inwardly focused;misjudges the inelasticityof demand for the firmsproducts and servicesCoaching Successfully counsels,mentors, and teacheseach team member toturbo-boost performanceand personnel, careergrowthPerforms annualperformance reviews andgives some additionalfeedback; is spottyinconsistent in coachingIs inaccessible,hypercritical, stingy withpraise, and late/shallowwith feedback; avoidscareer discussionsTeam building Creates focusedcollaborations, results-driventeams; energizesothersMay want teamwork butdoes not make it happenDrains energy fromothers; actions preventsynergy12 STARLIFE HR FORUM OCTOBER,2014 13. Competencies A, B, C TalentsTrack Record Exceedsexpectationsof employees,customersandshareholdersMeets keyconstituencyexpectationsSporadicallymeetsexpectationsIntegrity Iron clad GenerallyhonestBends therulesOral WrittenComm.Excellent Average Mediocre13 STARLIFE HR FORUM OCTOBER,2014 14. Coaching and TalentManagementCoaching is aone-to-onedialogue inwhich thecoach helps apersonunderstandhis strengthsand weakpoints andboldcommitmentto improveperformance.Coachinghelps unlocksomeonespotential.14 STARLIFE HR FORUM OCTOBER,2014Definition 15. COACHING AND A PLAYER MANAGEMENTCounselling to help someoneimprove self-awareness andchange points of viewMentoring sharing sageadvice to help someonebecome savvier in matters oforganisational culture,networking and career planningMentoring sharing sageadvice to help someonebecome savvier in matters oforganisational culture,networking and career planningConfronting addressing non-performanceto help someoneeither achieve performancegoals or accept the necessity ofredeployedCoaching hasfour keycomponents:15 STARLIFE HR FORUM OCTOBER,2014 16. COACHING DEFICIENCIES IN MANAGEMENTInaccessible tomeMore results-orientedthanpeople orientedToo important tocoachHypercriticalStingy withpraiseUnconcernedwith my careerdevelopmentPoor at listeningLate and/orshallow inperformancereviews16 STARLIFE HR FORUM OCTOBER,2014 17. CHARACTERISTICS OF ASUPERCOACHA partner Interested, engaged,respectful and respectedPromotes autonomy. Helps thecoach to independently diagnoseproblems and consider solutions,makes informed choicesregarding development.Positive Supportive, buildsconfidence, is an enthusiasticmotivator. Use praise and recognitionfor progress and accomplishment.Never ridicules. Is passionate. Has asense of humour.Trustworthy Is honestand open. Maintainsconfidence. Admitswhen wrong. Doesntoverpromise.17 STARLIFE HR FORUM OCTOBER,2014 18. CHARACTERISTICS OF ASUPERCOACHPatient Understands howhard it is to change. Istolerant and reasonable.Results-oriented Focuses only onimportant issues. Is proactive andinfectiously committed to helpingcoachee perform. Follows throughon promises.Perceptive Understandscoaches strengths,shortcomings, goals and needs.Authoritative Is knowledgeable andwise. Is clear and specific in feedback.Has common sense. Generates validmeasures of improvement.18 STARLIFE HR FORUM OCTOBER,2014 19. Conclusions Manage local top talents in your organisations forthem to reach global standards Identify your Generation Y team and managethem. Indigenous firms should strive to make top talentsbecome partners or have equity in theorganization. Kill the idea that your top talents find satisfactionin international firms. Build your top talents into becoming Consultants19 STARLIFE HR FORUM OCTOBER,2014 20. Conclusions Let your top talents think locally but have aninternational appeal. Nurture talented people with an internationalmindset, who understand local ways of doingbusiness.20 STARLIFE HR FORUM OCTOBER,2014 21. Takeaway? I believe the real difference between successand failure in a corporation can be very oftentraced to the question of how well theorganization brings out the great energies andtalents of its peopleThomas. J. Watson, Jr.A Business and its Beliefs (1963)21 STARLIFE HR FORUM OCTOBER,2014 22. Thank YouContributions and Questions?22 STARLIFE HR FORUM OCTOBER,2014