1. Talent Management and Development

2. 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

3. 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

4. Talent Management Bridge

5. Effective Talent Management

6. 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

7. Career versus Job

8. 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)

9. Organizational and Individual Career Planning Perspectives

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

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

12. General Career Periods

13. Portable Career Path

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

15. 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

16. 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

17. Development vs. Training

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

19. HR Development Approaches

20. Possible Means for Developing Employees in a Learning Organization

21. Management Lessons Learned from Job Experience

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

23. Stages in Management Mentoring Relationships

24. 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

25. Succession Planning Process

26. 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

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

28. Areas for Planning “Succession”

29. In retrospect…