Talent Management in the GCC Webinar: Q&A Session

An accomplished Consultant, author, speaker and facilitator, Lesley Harvey has extensive hands on expertise in large and small organisations. In all her roles, she gained experience in HR Process and Systems design, as well as OD & Talent Management. She speaks at major events throughout the Middle East and South East Asia relating to Human Capital Management and is the author of several HR courses at Informa Middle East.

During a recent seminar session, speaker Lesley Harvey received many interesting questions from the attendees. We are delighted to share those questions with the answers below for the benefit of the readers. These answers have been written and addressed by Lesley directly.

Q: Since there is no guarantee for deployment of developed talent, is there any market figures on retention rates for such cases?

No thee are no figures – however, if each individual organisation what you would be able to do is to measure the difference in turnover within the talent pools to see what is different before and after talent management is implemented. You would also see a difference in the level of engagement and the numbers of internal hires would improve – which drives both retention and engagement.  So although there are no figures quoted – most organisations when asked will tell you that the there is a positive impact on retention,

Q: What’s the trend in terms of retention levels in the UAE / GCCs and what are the common talent management issues in the region?

Turnover rates right now are changing with the economic changes. The more opportunities that are coming up recently are having an impact – and turnover is increasing in line with improvement in opportunities. The best place to look for current figures is Gulf Talent who keep their finger on these figures.

Talent management issues are usually linked to two things: First bad implementation, meaning that communication is poor, training is not done well, buy in is not achieved. The 2nd is organisation readiness is not accessed correctly and people are not ready to hear realistic feedback and are not willing to see differentiation.

Q: What or who is critical talent?

Critical talent usually is those that are leading an organisation or those in critical positions.

Q: How job rotation helps to identify the talent management?

Job rotations are used to develop talent not to identify talent.

Q: Can we have some good assessments that help the whole process to be accurate?

There are a number of assessment tools depending on what you are looking for . It is important to define your assessment criteria (what you are measuring) and then you can choose a tool  – Personality profiling tools at leadership level for example include OPQ – Hogan – 16PF5 – MBTI –,  Measuring specific aspects of personality or thinking include FIROS-B, Critical Thinking – Belbin –.  For more junior positions Thomas International DISC profiler is a common one used.  Then there are the questionnaires which are ability tests – Critical Thinking  –  Spatial Awareness – verbal Reasoning – Mathematical Reasoning. I hope that helps.

Q: You mentioned questioning oneself on what is being left out that is causing people to leave. What about poor management decisions that lead to this?

You are right poor Management Decisions can lead to people leaving – Leadership capability is one of the most significant factors in driving Engagement – therefore when this is not in place people may leave

Q: With the war for talent particularly around nationalisation, is learning, development and career growth truly a driver or is it still worktime and salary the differentiator in the real sense? I am aware surveys go with the former.

That is always a difficult one – right now there is a major drive to nationalisation and opportunities are widely available and therefore pay and benefits is a major driver as there is always someone willing to pay more.  `however` – that makes it more relevant to create a Value Proposition that addresses how you as an organisation can compensate not being able to compete on price but on quality of experience

Q: How significant is “work climate’ in talent management, if I can rephrase this

Very significant – organisation culture is one of the major drivers of engagement

Q: What are the focus points to be focused on by the new Managers who would be starting to head HR Operations in GCC – is it Talent management or on HR Strategy

Again I need more information to be able to help, please send me an email to Informa for for more clarity.

Q: Should we inform succession candidates that they are successors?

That is always organisation dependent. The mature the employees are in the organisation the easier it is to be transparent.  Typically the majority of organisations tell people that they are in the High performing Talent Pool which feeds into succession planning – but they do not specify that they are successors for  particular role

As promised, please find here a link to view the recording of the full webinar and a copy of the slides here.

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