Critical Components to Your Talent Attraction and Retention Strategy, Part 2
In many cases, when one thinks of talent management, the focus is usually on leadership talent to ensure that the ‘right’ people are in place to ‘replace’ key leadership roles, which is also a component of your organization’s employee succession planning process. Talks of succession planning can also prompt owners of organizations to think about their legacy and the continuation of a business started many years before and grown out of hard work and many painstaking hours. Succession planning is also relevant to your workforce, in particular, where there are roles that are crucial to the organizations core business and unique processes. Your talent management systems and practices ensures successors are ready to step into key roles at all levels of the organization, when needed.
Talent management is the process of identifying and preparing your highly skilled and talented leaders and workers to meet the organization’s business objectives. It is the process that ensures that the organization has the right talent acquisition plan and development approach to prepare its new and incumbent workers to fill each key role within your company as the need arises. It is also a critical consideration for jobs that require a unique set of skills that may or may not be readily available in the talent marketplace, but also takes many years to develop.
Your approach to talent management is driven by the organization’s strategic goals and strategic workforce plan. A strategic workforce plan is all about aligning the right people, in the right jobs, at the right time to achieve business results. Your talent management process ensures the continuity of key roles within the organization and that the people in these roles have the knowledge, skills, ability, and potential to meet the organization’s talent needs and business objectives. It is a strategic component of your organization’s workforce plan, which incorporates training and development experiences to prepare leaders and workers for future, expanded roles.
What makes talent management an effective component of your strategy? It is the vehicle, along with your workforce plan, that allows your organization to maximize productivity and performance. Your workforce plan give you access to analytics that help you make “better evidence-based” decisions. These analytics enable you to determine what the organization needs from your workforce to achieve its business goals.
The analytics drive decisions about the following aspects of managing your talent:
Critical skills that support your core business competencies and how best to apply those skills.
A plan for closing skill gaps identified through your workforce planning and analysis process.
Comprehensive training, support, and systems needed to help managers achieve higher employee productivity and better performance.
Learning and development experiences for talent at all levels that drives your organizations KPIs.
Recruitment and retention of ‘quality’ talent that drives a results-oriented culture.
A collaborative workforce that embraces the sharing of innovative ideas and new learnings that supports the organization’s business objectives.
Talent Management, when done well, is an effective talent attraction and retention tool. It is the best way to ensure that your organization has an internal pipeline of available talent when needed.
In Part 3 of this article, we will explain where to begin, and give next steps recommendations towards a solid talent and succession management strategy.
MAGNET specializes in assisting manufacturers with developing a talent management system and process that supports your organization’s employee development and succession planning objectives. Please contact us for more information.
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or firstname.lastname@example.org
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for