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Transcript
& HR Practices for Contemporary Banking
A presentation by Sidney Kazhanje (Stanbic Bank)
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Introduction
Definition
Changing face of Talent Management
People Management Framework
Talent management framework
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Attraction
Recruitment
Development
Retention
Succession Planning
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While the pace of banking has accelerated,
the core business has remained the same
There is growing emphasis on talent
management as human capital investment
rises to the fore of organizational success
Human capital is considered competitive
advantage
Talent is found in people, not systems and
processes.
Talent Management
Series of INTEGRATED ACTIVITIES activities which facilitates
that business is ACTING to ensure that we have the BEST
TALENT deployed in the RIGHT PLACE, at the RIGHT TIME, to
meet our BUSINESS needs NOW and in the FUTURE

Talent
◦ A unique ability discovered through
conversation/observation of person in challenging
areas of responsibility

Talent management
◦ Knowing what talent is, channelling it to add value
in business

“At its heart, talent management is simply a
matter of anticipating the need for human
capital and then setting out a plan to meet it.”


Emphasis on talent exodus and how to meet
organisational requirements for critical skills
Realising the resurgence of talent
management as the means through which the
human resources cycle is successfully
implemented
Business Strategy
Talent Strategy : Organisation and Capability
ATTRACT
IDENTIFY
DEVELOP
DEPLOY
ENGAGE
Have a clear
employer brand
Have a clear
definition of
talent
Understand
individual /
collective needs
Be clear which
resources are of
group interest
Understand
factors that
engage talent
Segment talent
pools
Align offering to
needs of talent
segments
Plan succession
fluidly
Measure these
factors rigorously
Deploy talent
proactively
Embed into
performance
management
Understand the
skills required for
the future
Plan resourcing
strategically
Build processes
to spot talent
early including
hidden gems
Identify
development jobs
Actively focus on
retention
Acting to ensure we have the best talent with the right skills deployed
in the right place at the right time to deliver business results now and
in the future
2. Skills and
Capabilities – what
do you need to
realise business
success?
3. Future Shape –
what is the ideal
shape in terms of
employment
models, key roles,
structures,
numbers, etc
1. Business
Strategy – what
is it?
TALENT DEMAND
5. Close the Gap –
what actions are
required to close
the gap between
supply and
demand?
2. Identification –
definition and
framework
1. Understand
philosophy
4. Diversity – how
well do we reflect
the diversity of our
customers and
markets?
8
3. Tracking –
talent forums
TALENT SUPPLY
6. Retention –
proactive career
management
4. Development PDP
5. Engagement –
talent
conversation
People Management Framework
Strategic
Objective
Competitive Employer Brand
“GREAT PLACE TO WORK” – People Management strategy
Critical
Success
Factors
Building Competence
To develop leadership as
a core competency, i.e.
to give us a competitive
edge
Ensure all staff have
appropriate skills to be
able to deliver their
individual objectives
Engaged People
To create an environment where
employees work with passion &
feel a profound connection to their
company.
They drive innovation & move the
organisation forward.
Sustainable Pipeline
(Building Capacity)
To create a sustainable
pipeline by attracting,
growing/developing,
empowering and retaining
talent
Integrated Talent & Succession Management Strategy:
Talent
Identification/Attraction
Talent Development
Talent Retention
Processes, Tools & Systems
Succession Planning

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Processes, tools and systems exist to enable human
capital to perform their jobs.
The organisation engages its staff through talent
identification/attraction, development, retention and
succession planning.
An organisation can then tell they are successful when
leadership development becomes a core competency, an
environment is created where innovation is fostered and
capacity is built to perpetuate the attraction, growing,
empowering and retention of talent.
This satisfies the organisation‟s drive in establishing a
„great place to work as a strategic objective.
I have posed a series of questions that are critical for
management consideration under each building block of
attraction/identification, development retention and
succession planning.

Attraction
◦ It involves carrying out a Culture Audit – „the
employee value proposition should be created and
perpetually refined‟.
◦ In other words, why would a smart, energetic,
ambitious individual want to come and work with
you rather than with the team next door?
The following questions are important to ask
as the prospective employee is asking himself
the same questions about your organisation:

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Is your company viewed as the best place to
work?
How are you perceived as a rewarder?
How are you perceived as a promoter?
How are you perceived as a
trainer/developer?
How are you perceived as a retainer?

It is also essential to understand how you are
managing these perceptions.
◦ What management practices are in place to address
gaps in the people process?
◦ Define the culture you want to instil and get buy in
at all levels of team members.
◦ Other questions that pertain to culture are change
management, discipline and communication ability.

Recruitment
◦ This aspect brings you back to considering the basics – Job
description/Person specifications.
◦ These are fundamentally:

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purpose of the job,
tools,
principal accountabilities,
key responsibilities,
reporting lines,
qualifications,
skills,
abilities and
personal attributes.
◦ These are the foundation for finding the right person for
the job.

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What are the requirements?
Are there elements that obviously require
training?
Can we make logical compromises?
Have we catered for urgency?

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How do we intend to benefit from this
investment?
Check for culture fit through grooming,
etiquette and interpersonal skills.
Define requisite qualities – what is „selfdriven and will we know it when we see it?
Appreciate extra-curricular activities:
◦ Introvert/extrovert hobbies – separates frontoffice/sales/marketing inclined from support/backoffice, administration types
 9 Block Grid Descriptions
PERFORMANCE
PERFORMANCE
high
• Exceeds or Far Exceeds Performance
Expectations
• Often a valued specialist, capable of
assuming a new role at the same level of
complexity
• Highly competent in current role
• Role model in their current function
• May not adapt to new situations effectively
• 10%
• Meets Performance Expectations; solid
contributors
• Capable of assuming positions at the same level
of complexity
• Competent in current role
• Steady performer within functional area or current
level of responsibility
• May not adapt to new situations effectively
• 20%
4
• Exceeds or Far Exceeds Performance
Expectations
• Capable of growing into a more complex role
within the same level
• This person could advance to the next layer
• Highly competent in current role
• Role model in their current position
• Can adapt to new situations if necessary.
• 10%
2
• Meets Performance Expectations
• Capable of growing into a more complex role
within the same level; ready to stretch and test
• This person could advance to the next layer
• Competent in current role
• Core of the business, consistent performance
results.
• Can adapt to new situations if necessary.
• 30%
1
• Below Performance Expectations
• Inconsistent or disappointing performance in
relation to potential exhibited
• Lacks competence in current role
• This person may still be new to position but doesn’t
seem to be adapting as well as anticipated
• Improved performance is necessary before
advancement expected
• May or may not know the job well but may adapt to
new situations if necessary.
3
• 5%
• Below Performance Expectations
• Lacks competence in current role
• If no improvement displayed after development,
exiting the organization may be appropriate
• May or may not learn well or adapt to new
situations.
• 5%
low
low
Underperformers
POTENTIAL
Solid contributors
7
5
• Exceeds or Far Exceeds Performance
• Potential to grow into a role with much broader
responsibility and complexity.
• This person could advance into a role one layer
above their current position within a 0-2 year time
frame and possibly a second move within a 3-5
year time frame.
• Highly competent in current role
• Role model in their current position
• Consistently able to take on new and different
9
challenges
• 5%
• Meets Performance Expectations
• Potential to grow into a role with much broader
responsibilities
• This person could advance into a role at least one
layer above their current position
• Competent in current role
• Core of the business, consistent performance
results
• Consistently able to take on new and different
challenges
8
• 10%
• Too early to assess performance and/or
competence
• Likely an individual who is adapting to a new role
(not just new to company)
• Perceived to be able to take on greater
responsibilities/roles once performance is
demonstrated
• Anticipate successful results once this person
matures in their new role
• Show capacity to take on new, more complex and
6
different challenges.
• 5%
High Potential
high
Valued specialists

Development
◦ Talent development hinges on identifying
performance gaps and implementing interventions
to bridge them.
◦ Development is all about improving a person‟s
performance with the aspect of organisational
effectiveness in mind.

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Do you have an improvement culture?
At what point do you manage out?
Do you foster or encourage the challenging of
processes?
How frequently do you conduct performance
reviews?
Do you have career progression options in
place?
How often do you institute formal training?

Retention
◦ In view of the heightened talent exodus to either
local, regional or international competition,
management focus should now aim to retain people
holding key positions.

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How often is there culture regeneration?
What type of leadership style have you adopted?
Are you living the values that your organisation
subscribes to?
Do you own your staff for both good and bad
behaviour? Being on their side helps build
trusting relationships
People leave managers, not organisations therefore be
the manager you would like to see in your own line
manager. Lead the way you would like to be led.

Succession planning
◦ The final aspect involves making preparations to
meet future human capital requirements.
Succession planning is only as successful as the
talent management process. When you assess the
readiness of individuals to take up higher posts and
establish the developmental interventions that will
enhance their potential.
NAME
Sam M
Peter P
Lee P
Mary X
Sue L
No.
People from
outside
No.
ROLE
Head Fin
Head Botsw
Mngr to Head HR
HR Head
GM Nam
REASON
rare skill
no internal
performance
resignation
seconded
People exited
Top 50
... Talent Pool
Implications for current and
future talent management?
... Talent Pool
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To this end, if talent management is given the
seriousness it deserves organisations would
not be found wanting in meeting future
human capital requirements.
I, therefore, pose it as a challenge to every
delegate present, to attract, grow, empower
and retain talent for the future benefit of our
organisations.