Talent Management for Today’s Workforce
Gestion du talent pour la main d’oeuvre d’aujourd’hui
Linda M. Manning, Ph.D,
Director, Leveraging Immigrant Talent
Research Fellow, University of Ottawa
[email protected]
Metropolis Project Brown Bag Seminar
March 11, 2010
Agenda
 Talent Management in the workplace—the role for
managers
 To achieve corporate goals for productivity and capacity
 Recognize employee talent
 Capitalize on social capital
 Note that much of what I’m talking about today is
immigrants in the workplace, but it easily applies to other
groups of employees
 For more information:
http://leadershipdiversity.ca
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Leveraging Immigrant Talent Overview
 Funding Jan 2007-Dec 2009
 in part by HRSDC—Workplace Skills Initiative
 remainder through in-kind contributions
 HRSDC Objectives: Influence workplace practices to
increase workplace skills and productivity
 Project Goal: influence workplace practices to use
immigrant human resources more effectively—to fill skills
shortages (particularly in management)
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Leveraging Immigrant Talent
Project Objectives
 Research employer practices that cause overlooked and
undervalued employees
Not racism, prejudice, discrimination—unintended barriers
 Develop training resources for SME employers
Free, online, Immersive Learning Simulation (ILS)
 Evaluate training resources
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Leveraging Immigrant Talent
My Objectives
 Multi-disciplinary
 Economic growth perspective (not social justice)
 Training resource attributes
 In keeping with my research interests: Pedagogically sound
and Technology solutions
 In keeping with my values: Free and full access; and
bilingual
 Transfer research to practice
 Evaluate impact
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Immigrant-ready employers?
 Immigrants:
 Many find jobs (over 80% employment rate in ON and QC)
 Many are underemployed and undervalued
 Lower retention, lower income, lower promotion rates
 Sticky Floors, Revolving Doors
 Businesses
 Costs of turnover, lower productivity, facing skill shortages
 Talent management high on priorities for survival and growth
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Where we are on the Diversity Continuum™
Unaware
•
•
Compliant
Committed
Engaged
Most employers still at compliant stage
Regulation and Social Justice approach limited
The Mattam Group, Toronto
Project Deliverables
 Workplace practices that unintentionally overlook value
 Employer (manager and HR) practices/behaviours
 Learning framework
 ILS training resource for managers (TalentNet)
 Evaluation of impact
 Dissemination and Implementation
RESEARCH—Literature
Barriers to retention/advancement of Skilled Immigrants?
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Barriers to hiring
Language
Canadian work experience
Credentials recognition and Experience recognition
Cultural differences
Communication/education channels, style, content, motivation
Program delivery and who conveys key messages
RESEARCH—Literature
Barriers to retention/advancement of Skilled Immigrants?
• Good intentions
• Often biased
• Focus on ‘fixing’ or reshaping immigrant
RESEARCH
Employer Practices and Scenarios
 Ontario and Quebec, English and French
 Focus Groups
 HR professionals, Managers, and Highly Skilled Immigrants
 Identify behaviours and scenarios
 Results surprisingly robust and consistent
 Critical Incident Workshops
 Managers
 Validate behaviours and scenarios
 Identify solutions and strategies
 Immigrant Voice Workshops
 Highly skilled employed immigrants
 Validate solutions and strategies
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Research findings
Immigrant-Ready Managers are the key
Recognition of talent
 competencies and credentials—formal/informal
Social capital
 reach goals more effectively through exchange
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LEARNING FRAMEWORK
MAXIMIZE ORGANIZATIONAL
CAPACITY
LEARNING
FOCUS
ORGANIZATIONAL TALENT
MANAGEMENT PRACTICES
Talent
Management
Talent
Recognition
Hiring
Progressive
Practices
Social Capital
Performance
Management
Communication
Promotion &
Transitioning
Leadership
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TALENT MANAGEMENT PRACTICES
PERFORMANCE
MANAGEMENT
PROMOTION &
TRANSITIONING
1
Employee
Engagement
Internal selection
Mission 2
Performance
Appraisal
Promotion from
within
Mission 3
High Potential
Identification
HIRING
Attraction &
Recruitment
Mission
Salaries & Benefits
High Potential
Development
Training &
Development
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DEVELOPMENT
TalentNet ILS resource for Managers
 Content and learning objectives research-driven
 Learning is experiential and based on sound pedagogy
 Learning assessment on observable game actions
 Evaluation results reveal impact on workplace practices
 Starting out—best as blended learning tool
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EVALUATION
Player Assessment Essential
 To start TalentNet, create account to save your work
 Evaluation components
 Pre-game, post-game, and 3-month follow-up surveys
 Kirkpatrick’s Model of Training Evaluation
 Level 1: user reaction (post-game)
 Level 2: learning (in-game, pre-game, 3-month follow-up
 Level 3: behavioural change (pre-game & 3-month follow-up)
 Level 4: organizational impact (outside scope and budget)
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Mission 1: Build employee trust and productivity
 Chat actions-predefined questions reveal predefined info
 Manager learning points:
 Manager choice directly tied to trust, engagement,
productivity
 Work and personal info revealed provides clues to
competence
 Power distance implications for topics and locations
 Feedback Received and SAVED at end of Mission 1
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Mission 1 How does Power Distance affect trust building?
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Before viewing Mission 2
 Performance Appraisal (informa):
 Team working in two sub groups on different projects
One independent and all others interdependent
One interdependent and all others independent
 Email exchange with characters; choose email responses
 Objectives
Quality project outcomes
Engaged and productive team members
Informal appraisal of employees
 Independence/Interdependence implications
 Feedback received after each project
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Mission 2—manage your teams’ performance!
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Before viewing Mission 2
 Performance Appraisal (formal):
 Complete performance appraisal form for 2 employees
 Objectives
Identify competencies and talents of employees
Use information revealed in game
Formal appraisal of employees
 After completion, feedback received
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Mission 2 Conduct Performance Appraisals
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Mission 3: Identify high potential employees
 Review wide range of sources of information about
employees
 Last year’s performance review
 Info revealed in chats
 Interactions during projects
 Updates
 Announce leadership training program and HiPo
Nominations
 Select 2 high potential employees
 Feedback received and SAVED at end of Mission 3
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Mission 3 Identify High Potential Employees
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TalentNet Evaluation
Kirkpatrick’s Model of Training Evaluation
 Level 1: user satisfaction
 Level 2: learning
 Level 3: behavioural change (benchmarks established in
game; follow-up survey to measure change)
 Level 4: organizational impact (not part of this project)
 Surveys
 Pre-game Survey (benchmarks established for Level 3)
 Post-game Survey (user satisfaction and demographics)
 3 Month Follow-up Survey (workplace behavioural change)
The Surveys are critical to game evaluation—please help!
Look in Human Resources!
Manager invites
comments and
input from the
group at a
meeting
CULTURAL VALUE
CULTURAL VALUE
LOW POWER DISTANCE
Participation of “all” individuals is
highly valued as it creates a sense
of equality and valuing each
individual in the group.
HIGH POWER DISTANCE
Comments and input from high status
members valued more than from
lower status members. Supporting
decisions of high status members
expected & rewarded.
EXPECTED BEHAVIOUR
Employees offer their personal
views and comments. They
understand active oral
participation is expected and lack
of participation may be evaluated
negatively.
ALTERNATE BEHAVIOUR
Individuals may be less likely to
challenge high status group members.
Input or comments are more likely to
be made within same-status groups
and privately between individuals
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rather than in group settings.
Final Notes
 This is just the beginning
 Ready for dissemination, expansion, and customization!
 Invite me to come play with you!
 Surveys!
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Thank you. Questions?
Play Talentnet
English: http://lit.leadershipdiversity.ca
Français: http://litfr.leaderhipdiversity.ca
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How long does it take to play the game?
 Depends on how you play the game
 Trust building only—beating the trust meter and
performance dashboard
 Using it as a learning tool, tracking your choices and the
results, reading resources, considering options, etc., it is
recommended to play one mission at a time.
 Preferred way to use the tool is as part of a blended training
program—you’ll note that talent management components are
not yet filled.
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