Social Talent Management

February/March 2013

Dear clients,

We are currently at the ASTD International Conference at the

Champagne Sports Resort in the Drakensberg and next week

you will find us at the Assessment Centre Study Group

Conference in Stellenbosch!

All this travelling keeps LEMASA on its toes and we are

constantly identifying newways to help you achieve your

objectives in developing, nurturing and assessing talent.

We are launching The Mentoring Game™ at the ASTD

conference and will exhibit it at the ACSG conference next

week. “Gamification” is one of the hottest trends on the

HR and training scene this year. Jeanne Meister predicts

that with more research, studies, and real-world examples

proving the power of incorporating game mechanics into non-

game activities like marketing, call center operations and

learning and development, a greater number of enterprise

processes will start to become “gamified.” Read more about

this In her blog at –

The mentoring game uses the principles of gaming to ensure

that the bonding between the mentor and mentee takes

place effectively.

In this edition of the LEMASA Chronicle we briefly

discuss the concept of social talent management , as well as

tell you more about a workshop that we recently designed to

help managers to coach and counsel in the workplace.

We trust that you had a good staryt to the year and that you have already experienced a few quick wins!

Warm regards

Sandra Schlebusch

Social Talent Management
Social Talent Management

Social Talent Management involves the use of social media as an integral part of the organisation’s Talent Management practices. Jaco du Plessis from BCore defines social media as all forms of electronic communication through which users create online communities to share information, ideas, personal messages and other content.

Some of the characteristics of the use of social media according to Josh Bersin are:

• Employees are all peers

• Information is transparent

• People have rich profiles

• People can upload and share many forms of rich content

• Comments, ratings, badges and leaderboards are common

• Different tools link with each other

Some writers call the massive increase in the use of social media a revolution and it is impacting on every aspect of the HR function. Some companies like SilkRoad have designed systems that use social media principles for talent management. Their system called Po int is a n employee-centric social talent management solution that connects employees to each other and their organisation by uniting the popular features of social networking with talent management. Point gives employees the forum they need to share expertise and be recognised by peers and leaders, allowing them to drive their own careers. Companies benefit by having a platform to reveal emerging trends. Experts on associated subject matter are able to better understand what and who is driving their business.

Some of the features of SilkRoad’s Point system illustrate clearly how social media is integrated into the whole concept of talent managemen t.

It, for example, has a feature called People and Connections
that increases employee engagement and facilitates knowledge sharing as people connect and share content, ask questions and seek feedback across the organisation. Another feature is Integrated Onboarding that connects new employees to their team and the organisation on day one, while guiding them through all required onboarding tasks. By seeking influential content employees quickly build the new employees knowledge base.

The use of social media in HR should, however, be carefully planned and executed. As Philippe Borremans, Chief Social Media Officer, Van Marcke Group of Companies said: “There’s no point jumping on the social media bandwagon if you don’t know which problems it will solve. There’s no use in saying ‘we should be using internal blogs’ when you don’t have an application for those blogs. If it doesn’t solve a problem there isn’t a use – and I think this is the issue that the business case is missing in a lot of organizations.”

Managers’ Coaching and Counselling Skills A Training Programme that Assists Manager-Leaders to Enable Top Performance
LEMASA has designed this training programme in response to a need identified in the interaction between manager-leaders and their subordinates. Although manager-leaders are accountable to ensure that teams deliver on expectations and excel at what they do, some manager-leaders avoid conversations on job-related issues at all costs. Although they can give instructions as to what must happen, they sometimes avoid giving feedback after task completion. They somehow expect that subordinates must be mind readers and automatically know what can be done differently, better, more of, less of. This training has been designed to transfer skills that will enable manager-leaders to coach their subordinates to excellence. Help – I must get the people reporting to me to perform; I am accountable for my team’s performance! Is this your call for assistance? Then consider attending the Managers’ Coaching and Counselling Skills training programme. What is the training content? The training includes the following: Differences and similarities between coaching and counselling The theory underpinning the concepts Discovering the underlying competencies An integrated model on empowering individual employees Micro skills of coaching and counselling: Listening Asking questions Giving feedback Attentive body language Proposed discussion structures / agendas What is the training methodology? LEMASA uses the following approach when facilitating learning, insights and discovering: “Lectures” and discussions Individual role-plays in a safe environment Personal coaching Who should attend this training programme? Directors Executives Managers Any person who is accountable for other people’s performance