1. Talent Management
Enhancing the attraction, long-term development, and retention of key human resources to maximize performance.

2. 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

3. Talent Management HR Planning Recruiting Selection Training
Career & Succession Planning
Performance Mgmt
Retention

4. Effective Talent Management

5. Careers and Career Planning
Series of work-related positions a person occupies through life.
Career Paths
Employees’ movements through opportunities over time.

6. Careers and Career Planning
Org-Centered Career Planning
Identifying career paths that provide for logical progression of people in jobs in the organization.
Individual-Centered Career Planning
Focuses on an individual’s career interests rather than on org. needs.

7. Organizational and Individual Career Planning Perspectives

8. Individual Career Planning Components
Self-Assessment
Feedback
Setting career goals

9. Individual Career Choices
Interests
Self-image
Personality
Background
Family
Education

10. General Career Periods

11. Portable Career Path

12. Career Transitions and HR
Minimizing entry shock for new employees
Orientation/Socialization
Supervisor
Time
Realistic Job Preview

13. 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

14. Developing Human Resources
Development
Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work).
Developing Specific Capabilities/Competencies
Lifelong learning
Redevelopment

15. Development vs. Training

16. HR Development Approaches

17. Possible Means for Developing Employees in a Learning Organization

18. Management Lessons Learned from Job Experience

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

20. Stages in Management Mentoring Relationships

21. 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

22. Succession Planning Process

23. 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

24. Value Added by Succession Planning
Supply of employees to fill future key openings
Providing career paths and plans for employees, increasing employee retention and performance motivation
Continually reviewing human capital needs as organizational changes occur
Enhancing organizational “brand” and reputation as a good place to work

25. Common Succession Planning Mistakes
Focusing only on CEO and top management succession
Starting too late, reacting to openings
Not linking to org strategic plan
HR not involved in planning process
Looking only internally for succession candidates