Talent Management and Development

Nature Of Talent Management Concerned with enhancing the attraction, long-term development, and retention of key human resources. Determining the Scope of Talent Management Targeting jobs—executive, senior and upper-level management and key jobs Targeting high-potential individuals (high-pos) Nature Of Talent Management

Nature Of Talent Management Key Areas of Talent Management Creating and maintaining an organizational culture that values people Identifying future needs and developing individuals to fill those needs Developing a pool of talented people who can supply future job needs Establishing ways to conduct and manage activities to support talent development Nature Of Talent Management

Talent Management Bridge

Effective Talent Management

Careers and Career Planning The series of work-related positions a person occupies through life. Career Paths Represent employees’ movements through opportunities over time. Careers and Career Planning

Career versus Job

Careers and Career Planning (cont’d) Organization-Centered Career Planning Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization. Individual-Centered Career Planning Focuses on an individual’s career rather than in organizational needs. Careers and Career Planning (cont’d)

Organizational and Individual Career Planning Perspectives

Individual Career Planning Components Individual Career Management Self-Assessment Feedback on Reality Setting of Career Goals Individual Career Planning Components

Individual Career Choices Interests Self-Image Personality Social Background Individual Career Choices

General Career Periods

Portable Career Path

Career Transitions and HR Entry Shock for New Employees Supervisors Feedback Time The Work Career Transitions and HR

Special Individual Career Issues Technical and Professional Workers Dual Career Ladders Women and Careers Sequencing Glass Ceiling Dual-Career Couples Family vs.Career Relocation Global Career Concerns Repatriation Global Development Special Individual Career Issues

Developing Human Resources Development Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication. Developing Specific Capabilities/Competencies Lifelong learning Redevelopment Developing Human Resources

Development vs. Training

Developing Human Resources Employee Development Needs Analysis Methods Assessment Centers Psychological Testing Performance Appraisals Developing Human Resources

HR Development Approaches

Possible Means for Developing Employees in a Learning Organization

Management Lessons Learned from Job Experience

Management Development Supervisor Development Leadership Development Executive Education Management Mentoring Management Modeling Management Coaching Management Development Methods

Stages in Management Mentoring Relationships

Problems with Management Development Efforts Common Problems in Management Development Failing to conduct an adequate needs analysis Trying out fad programs or training methods Substituting training instead of selecting qualified individuals Failing to address organizational factors that result in encapsulated development

Succession Planning Process

HR’s Role in Succession Planning Identifying development needs of the workforce Assisting in identifying needed future job skills Noting employees who might fill future positions Communicating the succession planning process to employees Tracing and regularly updating succession plan efforts Succession Planning HR’s Role in Succession Planning

Succession Planning (cont’d) Succession Planning Considerations “Make or Buy” Talent Succession Planning Skill Areas Electronic/Web-Based Succession Planning Succession Planning (cont’d)

Areas for Planning “Succession”

In retrospect…