1. Talent Management

2. Introduction- TM Identification Nurturance Development Retention
Talent – ‘identifiable ability that is perceived to add immediate or future value to any prescribed activity, discipline or entrepreneur. ( Maurice )

3. What is Talent Management?
A set of processes that allow a company to increase value provided by their human capital.
Key processes
Goal alignment
Candidate selection
Performance management
Employee development
Rewards delivery
Workforce is more:
Suitable
Engaged/Committed
Flexible/Adaptive
Productive
Align
Measure
Comply
Automate

4. Characteristics Of Good Talent Management
Ownership and involvement
Business objectives permeate every aspect of the system
The system is measured in real business terms and results are acted upon
Hire the right people.
Acclimate new employees
Discuss career interests with employees
Identify developmental opportunities
Identify training opportunities
Offer appropriate rewards and recognition
Help employees to advance
Create a workplace that has meaning and purpose

5. TM – Need of the Hour
40 % - Very critical issue. Top of the mind for Sr. Mgt.
34% - Somewhat critical issue.
23% An emerging issue, but, not yet viewed as critical.
3% -A relatively unimportant issue.

6. IMPORTANCE OF TALENT MANAGEMENT
Recruitment
Retention
Employee development
Leadership and "high potential employee" development
Performance management
Workforce planning
Organisation Culture

7. Education & Development
Talent Management Process
Building Leadership Supply
Requires an integrated Approach Which Addresses
the Following Areas:
Acquiring
talent
Value Propostion
Assessing
new and
current
talent
Developing
talent
Transitioning
Talent
Retention
Education & Development

9. Role of HR in Talent Management
Executing talent management strategy
Being custodians of the talent management process
Providing guidance and fresh thinking about talent management programs

10. Who is talented?
Low, Average , High - Performers
Talented Workforce- they are a set of employees who are self acting individuals, self motivated and committed to the organisation.

11. Which HR functions is TM present? (Broadly)
Recruitment & Selection
Training
Career Development
Succession Planning
Performance Management

12. Limitations- TM Mismatch between the demand and supply.
The reluctance of management to spend on employee training & development.
The hesitation from the mgt. side to introduce changes in the company.

13. Parameters to measure the success of ‘TM’ processes
Towers Perrin Study 2006

14. Challenges - TM Developing existing talent
Forecasting talent need, gaps and surpluses for next 3 yrs.
Engaging talent
Identifying existing talent
Retaining the right technical talent
Deploying existing talent
Ensuring a diverse pool of talent
Lack of Leadership capability at the senior levels

15. TM & Business Strategy
Factors driving the focus on talent management :
Changing competitive landscape
Increased focus on customer satisfaction
Need to change the culture
Need to reduce costs
Growth through acquisition
Geographical growth

16. Focus Areas for Alignment of Business and Talent Strategy
Primary business of the organisation
Stakeholders
Value it delivers to its customers
Core business processes – measures
Value the organisation offers to the employees

18. Talent Retention Map Career Progression Plan Instruct
Track Learning and Progression
Quantify the Effect of Training
Measure &
Monitor
Reward &
Promote
Align Workforce to Strategic Objectives
Retain Top Talent
Provide Training
Enable Global Learning
Give Suitable Compensation and Rewards
Learning Retention

19. Recruitment & Selection

20. TALENT ACQUISTION CORE CONCEPT
Get away from the 'fill in the box' thinking to one that is more pro-active
And much closer to building the skill sets required to achieve business
success.
Key to success in talent acquisition is the unique way that you are able
to tap into the 'top performers' who are not really looking for another job
IMPORTANCE
Understanding workforce demographics (current and future)
Identifying economic issues impacting organizational sustainability
Identifying organizational and cultural issues impacting talent acquisition
Knowledge of industry trends and emerging issues

21. TALENT ACQUISITION STRATEGIES
Strengthen Your Own Direct Reports
Establish a talent Standard… shape the difference between poor; average and excellent performance -creating a benchmark for evaluation and promotion.
Influence People Decisions
Drive a Simple, Probing review of Talent
Hold Managers accountable for the strength of their talent pools
Poaching talent

22. Attraction Drivers Work Life Programs Competitive Pays
Competitive Variable Pays
ESOPs
Challenging work
Career Advancement Opportunities
Pay hikes
Subsidized canteen facilities
Flexi work
Work from home
Job rotation
Others

23. Performance Management

24. Performance Management
Planning
Mentoring
Developing
Rating
Rewarding
Self Appraisals, KRA , Balance Score Card / Talent Score card 360 degree feedback

25. Identify The Employees
Superkeepers
A very small group of individuals who have demonstrated superior accomplishments, and who embody the core competencies and values of the organisation
Keepers
Those who exceed employee expectations
Solid Citizens
Meet organisational expectations
Misfits
Those who fall below organisational expectations

26. Measure and Monitor Talent
Self-Management
Progress monitoring
Self assessment
Competencies update

27. Measure and Monitor Talent
Employee Management
Appraisals
Project reviews
Performance reviews
Progress monitoring

28. Measure and Monitor Talent
Career Progression Metrics
Training completion & success rates
Skills improvement rates
On-the-Job Proficiencies

29. HOW TO EFFECTIVELY MANAGE TALENT?
Build a winning environment that people want to belong to
Establish a talent management mindset, which embeds ownership and accountability for optimising talent and potential
Create tangible means to identify, select and deploy people of outstanding talent
Fully engage talent, use it and manage it intelligently

30. Career Planning & Succession Planning

31. New Nomenclatures Traditional Career Stable Dynamic
Boundary less Career (DeFillippi & Arthur, 1994)
Intelligent Career (Arthur et al, 1995)
Post Corporate Career (Peiperl & Baruch 1997)
Web-Career (Fisher, 1997)
Protean Career (Hall, 1976, 1996, 2004)
Baruch, 2006
Boundaryless careers are occupational paths that are not bounded within specific organizations but grow through project-based competency development across firms in an industry network.
Post –Corporate Career - work and careers as moving out of these organizations altogether, into smaller, more entrepreneurial firms and into individual, consultant-type roles

32. Boundaryless Careers are occupational paths that are not bounded within specific organizations but grow through project-based competency development across firms in an industry network.
Post –Corporate Career - work and careers as moving out of these organizations altogether, into smaller, more entrepreneurial firms and into individual, consultant-type roles

33. Intelligent Career-know why (values attitudes, internal needs, identity and lifestyle);
know how (career competencies, skills, expertise, capabilities, tacit, and explicit knowledge);
know whom (networking, relationships how to find right people)
know what (opportunities, threats & requirements),
know where (entering, training and advancing) and
know when (timing of choices and requirements)

34. Web - Career Work today is about expanding your web by
making more connections (knowing more people) spinning stronger strands (gaining more experience and skills)
A Web is flexible, expandable and you can always tear it down and build a new one elsewhere

35. Protean Career The career of the 21st century will be protean
A career that is driven by the person, not the organization, and that will be reinvented by the person from time to time, as the person and the environment change
Characteristics
Focus of psychological success rather than vertical success
Life long series of identity changes and continuous learning
Career age counts, not chronological age
Job security replaced by goal of employability
Sources of developments are work challenges and relationships

36. Elements of Career Management
Individual (Self) Assessment of Abilities, Interests, career need and goals
Organizational Assessment of employee abilities and potential
Communication of information concerning career opportunities with the organization
Career Counseling to set realistic goals and plan for their attainment
self-exploration and analysis – self assessment (e.g. workshops, tailor made work books by IBM, Xerox, GM & GE) – we can also develop same at our end
Accurate assessment – AC, biographical information, PMS and current job history
Informal or formal?
Informal – employee learn about career development opportunities from their supervisors within the context of developmental performance appraisal and interviews.
Formal – traditional/behavioral career paths identified and communicated through work-books etc
Possible career directions, possible career advancements, specific job vacancies
Developmental performance appraisal interviews, identify gaps and developmental opportunities

37. CAREER MANAGEMENT PROCESS
Who am I? (Career Stage, Path Preference)
How do other see me? (Self-insight, image, personality)
What are my options within the organization? (Knowledge of the organization, future trends, options, opportunities)
How do I achieve my goals? (Motivation, confidence, goal setting, action planning)
STEP 1 INDIVIDUAL
ASSESSMENT
STEP 2 INTERPERSONAL
STEP 3 ORGANIZATIONAL
STEP 4 ACTION PLANNING

38. CAREER STAGE SCALE
ENTRY
DEVELOPMENT
BALANCED
EXPLORATION

39. Broad - STAGES OF CAREER DEVELOPMENT
Stage 5: Late Career (ages 55–retirement):
Stage 4: Midcareer (ages 40–55):
Stage 3: Early Career (ages 25–40):
Stage 2: Organizational Entry (ages 18–25): .
Stage 1: Preparation for Work (ages 5–25):

40. Succession Planning -Definition
Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004)
Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement
A structured process involving the identification and preparation of potential successors to assume a new roles
Structured – process having some reliable structure and/or custom and not ‘just-in-time’ identification of successor
Identification & preparation -

41. WHAT IS SP? Constant change planning
An organizational journey, not a project
Ensuring continuity of leadership
Identifying gaps in existing talent pool
Identifying and nurturing future leaders
Why SP?
Organization supersede Individuals
– visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward

42. Succession Planning Model
Results
Talent Driven culture
Accelerated Development
Vision for future advancement
Education and Training
Self Development
Accountability
Measurability
Competency driven Strategically Targeted Rotational Assignments
Future Competencies Needed Aligned with Strategic Plan
CEO/ Leadership Commitment & Involvement
Succession Planning Model
Ref: Troopiano, 2004

43. Challenges in SP

44. Source: Aberdeen Group, September 2006
Benefits of SP
Source: Aberdeen Group, September 2006
Tells about
the extent to which leadership job openings can be filled from the internal pool
the av. no. of qualified candidates for each leadership position
the number of positions with two or more ‘ready now’ candidates
the attrition rate from the succession pool

45. How Do You Develop Leaders?
Job change/rotation
Special projects and assignments
Exposure and involvement in key business challenges
Task forces, committees, change initiatives
Experience
Job Performance feedback
Executive coaching
360-degree feedback process
Developmental assessment workshops
Ascending Value
Feedback &
Coaching
OH# 25
There’s now solid research on how best to develop people (e.g. CCL) and we’d like you to consider this research when preparing your draft development plan. Briefly, the highest potential to learn is from experiences you have here at Amgen and targeted activities outside of work such as community, religious or school involvement.
The next most impactful way to learn is through feedback experiences such as this 360 degree process and coaching or mentoring opportunities.
Finally, the old standby, classroom training can be useful in certain instances such as when you start a new job and need to quickly “download” a lot of skills and knowledge on a certain topic.
This research is important to remember when you’re preparing your own development plan AND when you coach people on your staff.
[Facilitators: Review this and then you may want to ask participants for a few examples of what they have done for themselves or others that have been powerful development initiatives.]
Critical skill building training programs
Transition training programs
Key external training programs
Self-directed learning initiatives
Formal
Learning