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Supporting Talent During Times of Change
Business Administration & Economics Department
Supporting Talent During Times of Change
Dr. Leslie T. SzamosiSenior Lecturer
Academic Director Executive MBA
KyivThessaloniki
BelgradeBucharestIstanbul
Co-Director of the Laboratory for Strategic People Management
“My” Background
• PhD in Management (OB/HR), MMS in International Business and Marketing, Carleton University, Ottawa
• Academic Director MBA at the International Faculty of the University of Sheffield, CITY College
• 5 Years as Marketing Manager in Bio-Medicals• 20 Years consulting in Organisational Change, Human
Resource Management & Marketing / International business (both CEE and SEE and North America)
– CIBC / Royal Bank of Canada / TELUS - GTE / World Bank (IFC) / PTK / European Union / MAKTEL – MOBIMAC / M-TEL
• email: [email protected]
Do you need to support your employees differently during times of crisis to KEEP
talent?
Yes, Yes, and Yes
Don’t B.S. Us!!What are organizations REALLY saying to their Talent
about the crisis?• HELLO!!! Szamosi, we are in a crisis here!! We need to change,
everyone knows that, so F*C*-O*F!!– Change, or get out!!
• No one is FORCING people to work here – there are people lined up outside the door to work here!! – Change, or get out!!
• Resistance costs us time and money, two luxuries we CANNOT afford– Change, or get out!!
• When there is a crisis, whatever we learned from the past no longer applies. New rules, new way of survival.– Change, or get out!!
Thinking at all about the future?
Concerned with employees?
Supportive of employees?
Talent Goals
• getting ahead
• getting secure
• getting high•No, this is not what you are thinking!!!
• getting free
• getting balanced
Communication Survey Results (Business Week)
64%
61%
54%
0%0% 20%20% 40%40% 60%60% 80%80% 100%100%
Employees indicated that theyEmployees indicated that they
Do not get decisions Do not get decisions explained wellexplained well
Are not well informed of Are not well informed of company planscompany plans
Do not believeDo not believewhat management sayswhat management says
factthe modern era is characterized by constant organisational restructuring that involves flattening of organisational hierarchies, redundancies, internal job transfers and cost cutting.
this has affected the responsibility for talent management
this locus is shifting from the organisation towards a partnership between the organisation and the employee, or even solely the employee
In organization change, it is all about the ‘sell’
• Organizations simply need to find a better way to ‘sell’ ourselves to the talent
• Sell properly and talent will ‘buy-in’ and stay
PRESTO!!! The Talent Leaves!!!
• Talent view crisis as a threat, fearing it will adversely affect them in some significant way.
• Talent understands that the crisis brings both benefits and costs, but feel that the costs far outweigh the benefits.
• Talent may view crisis as potentially positive, BUT believe that the organization’s management is mishandling the change process.
• Talent may believe in the crisis effort, but still believe that the organization is not likely to succeed.
Why Talent Leave During a Crisis
Supporting Talent
• Analysis has shown that managers in Central and South Eastern Europe are:
–More supportive in technical skills
–Less supportive in the ‘softer’ human-oriented skills
Linkages
• Work stress• Job satisfaction• Job performance• Work / family balance
• Job burnout• Organizational commitment• Absenteeism
Organizational concerns that are
DIRECTLY LINKED TO
BRAIN DRAIN (Talent Drain)
Key Supportive Behaviors (1/2)My Manager:
• Consistently maintains high standards of performance
• Provides direction and then lets me work independently
• Treats me with respect and dignity • Makes it easy for me to rearrange my job
schedule • Delegates authority needed for me to carry out
the responsibilities assigned to me • Makes sure my opinion is heard at meetings• Is supportive of the decisions I make
My Manager:
• Encourages me to develop myself by building my skills, knowledge experience
• Expresses confidence in my ability to do a difficult job• Gives me challenging jobs• Provides informal information on what the company
is doing• Gives recognition when I do my job well• Gives me feedback when I need it• Has face-to-face discussions with me when needed• Shares information with me
Key Supportive Behaviors (2/2)
Support Behaviors During a Crisis! • Originally developed in Canada and the foundations hold
in South / Central Europe Supportive organizations shown to have positive
employee and organizational outcomes
Correlated with higher: commitment, job satisfaction, managerial support, & perceived organizational support
Non-Supportive organizations shown to have negative employee and organizational outcomes
Correlated with higher: burnout & stress
Support That This is “Practically” Valid? “Organizational Support for Revolutionary Change”,
http://www2a.cdc.gov/niosh-workorg/detail.asp?id=100, published by the Centre for Disease Control – National Institute for Occupational Health and Safety
Company groups that have used the measure:
Most ImportantSupportive Behaviors
Informing talent regarding the crisis Communicating the need for change Informing talent / customers about crises situations Allying with other types of companies Aggressively pursuing emerging business
opportunities Developing a more comprehensive view of the
competition Paying more attention to the bottom-line Providing talent with separation packages
Communication of Change
Financial Strategies for Change
Actions to Expand the Business
Most Important Non-Supportive Behaviors
Not recognizing its greatest asset – people and talent Limiting talent empowerment Providing only verbal support for change Holding back information on where company going Not allowing talent to be flexible in the use of their skill sets Not asking talent if there was a better way to do things Not having a common goal shared throughout the company Allowing certain some to protect themselves Allowing for conflicting dept. / group missions Not eliminating bureaucracy Not making managers accountable for stifling change Being slow to react in certain competitive environments
Inadequate Communication and Participation
Bureaucratic Resistance and Favourtism
Guidelines for Managing The Crisis and Keeping Talent
• Management and all those involved must have high and visible commitment
• Those involved need to have advance information that enables them to answer “why” they are being asked to do what they are to do
• The effort (especially the evaluation and reward systems) must be connected to other parts of the organization
• The effort needs to be directed by line-managers • The effort must be based on good diagnosis and must be
consistent with the conditions in the organization
Guidelines for Managing Talent(continued)
• Management must remain committed to the effort throughout all its steps, from diagnosis through implementation and evaluation
• Evaluation is essential and must consist of more than asking talent how they felt about the effort
• Talent must see clearly the relationship between the effort and the organization’s mission and goals
Management (strategic perspective)
Employees(operational perspective)
G A P
External Dialectic
External Dialectic
Internal Env.: Dialectic
External Environment(Push for Change)
External Environment(Push for Change)
Non-Support
Support
Consolidating Our
Thoughts
Change has been, will be, and will continue to be all about
PEOPLE, PEOPLE, PEOPLE
Thank-you!!!
To Take Away
We need to support workforces through crisis
in order to have a chance to retain the talent!
