© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–1 What Is Talent Management? Talent ManagementTalent Management  Concerned with enhancing the attraction, long-term development, and retention of key human resources

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–2 Why Talent Management Is Needed Impending retirement of experienced baby boomersImpending retirement of experienced baby boomers A shortage of young people entering the workforceA shortage of young people entering the workforce High school graduates who lack writing and verbal communication skills, as well as a work ethicHigh school graduates who lack writing and verbal communication skills, as well as a work ethic College graduates with weak writing, leadership, critical thinking, and creativity skillsCollege graduates with weak writing, leadership, critical thinking, and creativity skills Companies unprepared for a sudden loss of leadershipCompanies unprepared for a sudden loss of leadership Lack of accountability for managers and executives in developing their direct reportsLack of accountability for managers and executives in developing their direct reports

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–3 FIGURE 9–1 Talent Management

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–4 FIGURE 9–2 Succession Planning Process

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–5 Careers and Career Planning CareerCareer  The series of work-related positions a person occupies through life. Career PathsCareer Paths  Represent employees’ movements through opportunities over time.

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–6 Individual-Centered Career Planning Individual Career Management Self-Assessment Feedback on Reality Setting of Career Goals

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–7 Individual Career Choices Career Choice InterestsSelf-Image Personality Social Background

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–8 FIGURE 9–5 General Career Periods

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–9 Special Individual Career Issues Technical and Professional Workers Dual Career Ladders Women and Careers Sequencing Glass Ceiling Dual-Career Couples Family-Career Issues Relocation Global Career Concerns Repatriation Global Development

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–10 Developing Human Resources DevelopmentDevelopment  Efforts to improve employees’ abilities to handle a variety of assignments and to cultivate employees’ capabilities beyond those required by the current job. Developing Specific Capabilities/CompetenciesDeveloping Specific Capabilities/Competencies  Lifelong learning  Redevelopment

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–11 Possible Development Focuses For ManagersFor Technical Personnel An action orientation Quality decision-making skills Ethical values Technical skills Team building Developing subordinates Direct others Dealing with uncertainty Ability to work under pressure Ability to work independently To solve problems quickly To use past knowledge in a new situation

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–12 FIGURE 9–7 Development versus Training

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–13 Developing Human Resources (cont’d) Employee Development Needs Analysis Methods Assessment Centers Psychological Testing Performance Appraisals

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–14 FIGURE 9–8 HR Development Approaches

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–15 Supervisor Development Supervisor Development Topics Basic management responsibilities Time management Human relations training

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–16 Leadership Development Coaching Modeling Management Mentoring Executive Education

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.9–17 FIGURE 9–11 Stages in Management Mentoring Relationships