SlideShare ist ein Scribd-Unternehmen logo
1 von 33
TALENTTALENT
MANAGEMENTMANAGEMENT
Mr. Sem Shaikh
Department of Commerce & Business
Management
MASTER OF COMMERCE
The M.S. University of Baroda
What is Talent Management?
The purpose of TM is to ensure that the right supply of talented
workforce is ready to realize the strategic goals of the organization
both today and in the future.
Organization’s efforts to attract, select, develop, and retain key talented
employees in key strategic positions.
Talent management includes a series of integrated systems of
 recruiting,
 performance management,
 maximizing employee potential, managing their strengths and
developing
 retaining people with desired skills and aptitude
Talent Management
• TM introduced by Mc Kinsey consultants, late 1990’s
• TM is identified as the critical success factor in corporate
world
• TM focuses on
– differentiated performance: A, B, C players influencing
company performance and success
– identifying key positions in the organization
!!! Surveys show that firms recognize the importance of
talent management but they lack the competence required
to manage it effectively
What is Talent?
According to McKinsey; talent is the sum
of
• a person’s abilities,
• his or her intrinsic gifts,
• skills, knowledge, experience ,
• intelligence,
• judgment, attitude, character, drive,
• his or her ability to learn and grow.
Who are Talented People?
• They regularly demonstrate exceptional
ability and achievement over a range of
activities
• They have transferable high competence
• They are high impact people who can deal
with complexity (Robertson, Abbey 2003)
Why Organizations Need Talent
Development?
• To compete effectively in a complex and dynamic
environment to achieve sustainable growth
• To develop leaders for tomorrow from within an
organization
• To maximize employee performance as a unique
source of competitive advantage
• To empower employees:
Cut down on high turnover rates
Reduce the cost of constantly hiring new people
to train
Talent Management Model
• There are different approaches to talent management
in organizations
• A successful TM model has to link
1. TM creed (culture, values, expectations) with
2. TM strategy and
3. TM system. (Lance and Dorothy Berger, 2011)
The values, expectations and elements of
– the desired culture and
– the business excellence
should be embedded in HR systems as selection criteria,
competency definitions, performance and promotion
criteria and development processes.
The Talent Creed
• “A TM creed is the set of core principles,
values and mutual expectations that guide
the behavior of an institution and its
people”
• It describes in general terms what types of
people are expected to work in the
organization and what type of a culture is
desired to achieve success
The Talent Strategy
Describes what type of people the organization will invest in
and how it will be done
Besides the specific elements of their creed, the talent
strategy of all high performing organizations should have
these directives:
1) Identify key positions in the organization (not more than
20, 30 %)
2) Assess your employees and identify the high performers
(classify according to their current and future potential)
3) Retain key position backups
4) Make appropriate investments (select, train, develop,
reward)
Assessing the Employees
Superkeepers- greatly exceed expectations
(3-5%)
Keepers – exceed expectations (20 %)
Solid citizens- meet expectations (75 %)
Misfits- below expectations (2-3 %)
(Berger and Berger, 2011)
Allocating Investments in People
Superkeepers- receive about 5 % of all the resouces; need very
high recognition, compensate much more than the pay market,
promote very rapidly
Keepers –receive about 25 % of all the resources, need high
recognition, compensate more than the pay market, promote
rapidly
Solid citizens- receive about 68 % of all the resources, need
recognition, compensate at the market level or just above
Misfits- receive about 2 % of all the resources for some, compensate
at below market average
(Berger and Berger, 2011)
Talent Management System
Implementation program of the talent strategy which has
a set of processes and procedures
(1) assessment tools
(2) multi-rater assessment
(3) diagnostic tools
(4) monitoring processes
If the management is not willing to use assessment in
their organizations they can’t do talent management
Assessment Tools for TM
The five assessment tools should be linked to
ensure that each assessment is consistent
with the four other evaluations
• Competency Assessment
• Performance Appraisal
• Potential Forecast
• Succession Planning
• Career Planning
Multi-Rater Assessment
• Employee. The owner of the career plan that
is aligned with the succession plan
• Boss. The primary assessor
• Boss’s boss. The key link in the vertical
succession and career plan
• Boss’s peer group. Source of potential new
assignments in the same or other function
Diagnostic Tools
SuperkeeperTM reservoir. SuperkeepersTM are employees whose performance
greatly exceeds expectations, who inspire others to greatly exceed
expectations, and who embody institutional competencies.
Keeper Key position backups. The “insurance policies” that ensure organization
continuity. Every key position should have at least one backup at the
“Keeper” (exceed job expectations) level.
Surpluses. Positions with more than one replacement for an incumbent. While
ostensibly a positive result of the talent management process, it can be a
potential source of turnover and morale problems if the replacements are
blocked by a non-promotable incumbent and/or there is no realistic way most
of the promotable replacements can advance.
Voids. Positions without a qualified backup. Determine whether it will transfer
someone from the surplus pool, develop alternative candidates, or recruit
externally.
Blockages. Non-promotable incumbents standing in the path of one or more
high-potential or promotable employees.
Problem employees. Those not meeting job expectations (measured achievement
or competency proficiency). Give opportunity to improve, receive remedial
action, or be terminated. The time frame should be no longer than six months.
(Lance and Dorothy Berger, 2011)
Monitoring Processes
Evaluate the results of talent management system on
a regular basis for
• quality,
• timeliness and
• credibility
What is competency?
CCompetenciesompetencies are the core elements of talentare the core elements of talent
management practicesmanagement practices
They are the demonstrableemonstrable and measurable
knowledge, skills, behaviors, personal
characteristics that are associated with or
predictive of excellentexcellent job performance.
Examples
– Adaptability, teamwork, decision making, customer
orientation, leadership, innovation etc.
Competencies and Definitions
Action Orientation
Targets and achieve results,overcomes obstacles, accepts responsibility,
creates a results-oriented environment.....
Interpersonal Skill
Effectively and productively engages with others and establishes trust,
credibility, and confidence with them
Creativity/Innovation
Generates novel ideas and develops or improves existing and new systems that
challenge the status quo, takes risks, and encourage innovation
Teamwork
Knows when and how to attract, develop, reward, be part of, and utilize teams
to optimize results. Acts to build trust, inspire enthusiasm, encourage
others, and help resolve conflicts and develop consensus in supporting
higperformance teams
(Berger and Berger, 2011)
Why Competencies?
The challenge is to identify which competencies the organization
expects to see in their people
The starting point of the model is the creed (values, principles,
expectations) and the business strategies
 Through a competency model the organization sends a consistent
message to the workforce about “what it takes” to be successful in the
job
 Helps employees understand what helps drive successful performance
 The Competency Model approach focuses on the “How” of the job.
 Competency model is behavioral rather than functional, focuses on the
people rather than jobs
 Competency models are outcome driven rather than activities (Job
descriptions focus on activities, competencies focus on outcomes)
 Integrates HR strategy with business strategy –both focus on
outcomes
Why Competencies?
The competency model serves as the
foundation upon which all workforce
processes are built.
Competencies promote alignment of talent
management systems by creating a common
language that enables these systems to talk with
each other! That is, results of one TM system is
used as the input data for the following TM
system.
The Competency Model
• The Competency Model identifies usually three
groups of competencies:
– Core competencies for the entire organization to shape the
organizational capabilities and culture required to achieve
the strategic goals(5 or 6)
– Leadership competencies for the management teams of
various levels for selection, career planning and
development
– Functional (technical)competencies (specific for each job
family)
Developing a Competency Model
Use commonly available “ready to use”
models with small adjustments for your
organization
Develop own competency model with help
of consultants
Behavioral Benchmarking compare superior
performers with other best people in the
organization and in other benchmark
companies
Developing Organization’s Own
Competency Model
 Overview of current tasks and responsibilities
 Come to agreement about what successful “outcome driven”
performance looks like
 Review of competency library and selection of “must haves”
for the position
 Rank top competencies as demonstrated by exemplary
(superior) performers
 Identify of those competencies that align with the vision,
mission and strategic plan of the organization
 Verify the competencies with a larger sample of the
organization
Choosing Competencies
Before choosing competencies in an organization
following requirements must have been completed:
• Establishment of vision, mission, values
• Strategic business goals
• Identification of the tasks, responsibilities and
outcomes expected from each position
• Identification of the superior (exemplary) performers
• Satisfactory competency library
Talent Management
TALENT=COMPETENCE+COMMITMENT+CONTRIBU
TION
• Being competent is not only enough to be a talent
• The competent person should be committed to the causes and goals
of the organization
• And should be able and willing to contribute to the success of the
organization
So, developing your talent is not enough, the organizations need to
take all the measures to motivate, reward their talent pool to gain
their commitment and contribution.
Retention is also essential to gaurantee future alignment of the talent
with the right key positions
Talent Management Model
Talent Management Model
• Expectations for the future. Businesses should identify
– Job roles
– Spesific objectives
– Competencies
• Capabilities to meet the expectations
• Work environment
– Managerial support
– Rewards and recognition
– Removing barriers
• Feedback systems needed to
– Focus
– To keep on track
– Develop
Talent Management Cycle
Organization
Analysis
-Job descriptions
-Job spesifications
Assessing the Emloyees
A B C D
Potential
Candidates
Performance
Evaluation
Buss. Results
Personal
Development
Activities
Career
Committees
Potancial Candidates
and
Succession Lists
Approval
of the
Lists
Analysis
Talent
Development
Programs
January - March April May on......
Assessm
ent Tools
Structure of a Talent Management
Program
• Building Block 1: Identification and assessment of
competencies
• Building Block 2: Performance appraisals
• Building Block 3: Succession and career planning
• Development of talent (coaching, mentoring, training)
• Linking compensation with the program (reward and
motivate)
• Targeting culture as an important driver of TM programs
• Secure senior executives’ commitment to make the talent
management model work
• Evaluate the results of talent management system on a
regular basis
Integrated Functions of TM
• Performance appraisals, assessments of
potential, competency evaluations, career
planning, and replacement planning (the
core elements of talent management) should
be linked to each other.
• Stand alone functions are destined to end
with failure
HR and TM
HUMAN RESOURCES
MANAGEMENT
TALENT MANAGEMENT
o Broad Scope (entire employees)
o Emphasize egalitarianism
oFocus on administrative
functions
oTransactional
oFocus on systems with silo
approach
o Focus on segmentation (key
group of core employees and key
positions)
o Focus on potential people
o Focus on the attraction,
development and retention of
talent
o Focus on integratation of HR
systems
Talent Management

Weitere ähnliche Inhalte

Was ist angesagt?

1. strategic talent management
1. strategic talent management1. strategic talent management
1. strategic talent managementBima Hermastho
 
Competency mapping
Competency mappingCompetency mapping
Competency mappingVaibhav Vyas
 
Introduction to Talent Management
Introduction to Talent ManagementIntroduction to Talent Management
Introduction to Talent ManagementDr Kiran Kakade
 
Competency mapping
Competency mappingCompetency mapping
Competency mappingSwetaSaroha
 
Competency mapping (2)
Competency mapping (2)Competency mapping (2)
Competency mapping (2)Bhumika Garg
 
Talent management
Talent managementTalent management
Talent managementRiTu Karn
 
Competency Mapping and Assessment
Competency Mapping and AssessmentCompetency Mapping and Assessment
Competency Mapping and AssessmentAditi Kirtane
 
Talent Management
Talent ManagementTalent Management
Talent Managementjim
 
Talent - final presentation
Talent  - final presentationTalent  - final presentation
Talent - final presentationvidurastogi
 
Talent Management in an Organization Powerpoint Presentation
Talent Management in an Organization Powerpoint PresentationTalent Management in an Organization Powerpoint Presentation
Talent Management in an Organization Powerpoint PresentationMitch Herrera
 
Recruitment and selection powerpoint presentation
Recruitment and selection powerpoint presentationRecruitment and selection powerpoint presentation
Recruitment and selection powerpoint presentationAndrew Schwartz
 
Hr Competencies Presentation
Hr Competencies PresentationHr Competencies Presentation
Hr Competencies PresentationGeoff Verschoor
 
Talent Management
Talent Management Talent Management
Talent Management Doug Young
 

Was ist angesagt? (20)

Talent management
Talent managementTalent management
Talent management
 
1. strategic talent management
1. strategic talent management1. strategic talent management
1. strategic talent management
 
Succession planning ppt
Succession planning pptSuccession planning ppt
Succession planning ppt
 
Competency mapping
Competency mappingCompetency mapping
Competency mapping
 
Introduction to Talent Management
Introduction to Talent ManagementIntroduction to Talent Management
Introduction to Talent Management
 
Competency mapping
Competency mappingCompetency mapping
Competency mapping
 
Competency mapping (2)
Competency mapping (2)Competency mapping (2)
Competency mapping (2)
 
Talent management
Talent managementTalent management
Talent management
 
Competency Mapping and Assessment
Competency Mapping and AssessmentCompetency Mapping and Assessment
Competency Mapping and Assessment
 
Hr With Business Strategy 1
Hr With Business Strategy 1Hr With Business Strategy 1
Hr With Business Strategy 1
 
Talent Management
Talent ManagementTalent Management
Talent Management
 
Talent - final presentation
Talent  - final presentationTalent  - final presentation
Talent - final presentation
 
Talent management
Talent managementTalent management
Talent management
 
Competency model
Competency modelCompetency model
Competency model
 
Talent management
Talent managementTalent management
Talent management
 
Talent Management in an Organization Powerpoint Presentation
Talent Management in an Organization Powerpoint PresentationTalent Management in an Organization Powerpoint Presentation
Talent Management in an Organization Powerpoint Presentation
 
Recruitment and selection powerpoint presentation
Recruitment and selection powerpoint presentationRecruitment and selection powerpoint presentation
Recruitment and selection powerpoint presentation
 
Performance Management
Performance ManagementPerformance Management
Performance Management
 
Hr Competencies Presentation
Hr Competencies PresentationHr Competencies Presentation
Hr Competencies Presentation
 
Talent Management
Talent Management Talent Management
Talent Management
 

Andere mochten auch

Talent Management Power Point Presentation
Talent Management Power Point PresentationTalent Management Power Point Presentation
Talent Management Power Point PresentationEdwardsBuice
 
The Talent Management Handbook: Chapter 15
The Talent Management Handbook: Chapter 15The Talent Management Handbook: Chapter 15
The Talent Management Handbook: Chapter 15crowelba
 
The War for Talent
The War for TalentThe War for Talent
The War for TalentSnag
 
Leveraging Talent
Leveraging TalentLeveraging Talent
Leveraging Talentcuanswers
 
#worklifeflow: Arbeitsplatzsouveränität als Treiber von Innovationen
#worklifeflow: Arbeitsplatzsouveränität als Treiber von Innovationen#worklifeflow: Arbeitsplatzsouveränität als Treiber von Innovationen
#worklifeflow: Arbeitsplatzsouveränität als Treiber von InnovationenMicrosoft Deutschland GmbH
 
Accelerating New Hire Productivity Through Onboarding
Accelerating New Hire Productivity Through OnboardingAccelerating New Hire Productivity Through Onboarding
Accelerating New Hire Productivity Through OnboardingBambooHR
 
Top 10 ERP Vendors
Top 10 ERP VendorsTop 10 ERP Vendors
Top 10 ERP Vendorsbikram068
 
The Building Blocks Of High Performing Organisations
The Building Blocks Of High Performing OrganisationsThe Building Blocks Of High Performing Organisations
The Building Blocks Of High Performing OrganisationsKenny Ong
 
Onboarding--Employee Socialization
Onboarding--Employee Socialization Onboarding--Employee Socialization
Onboarding--Employee Socialization Maysoun Mohamed
 
Talent management
Talent managementTalent management
Talent managementchitrini13
 
Talent Management Presentation
Talent Management PresentationTalent Management Presentation
Talent Management Presentationrobhill73
 
Onboarding & Orientation - How to on-board new employees. A Manual for HR and...
Onboarding & Orientation - How to on-board new employees. A Manual for HR and...Onboarding & Orientation - How to on-board new employees. A Manual for HR and...
Onboarding & Orientation - How to on-board new employees. A Manual for HR and...HRM Toolshop
 
Five Steps to a world class onboarding program presentation
Five Steps to a world class onboarding program presentationFive Steps to a world class onboarding program presentation
Five Steps to a world class onboarding program presentationEmilyBennington
 

Andere mochten auch (19)

Talent Management Power Point Presentation
Talent Management Power Point PresentationTalent Management Power Point Presentation
Talent Management Power Point Presentation
 
The Talent Management Handbook: Chapter 15
The Talent Management Handbook: Chapter 15The Talent Management Handbook: Chapter 15
The Talent Management Handbook: Chapter 15
 
Users Onboarding
Users OnboardingUsers Onboarding
Users Onboarding
 
The War for Talent
The War for TalentThe War for Talent
The War for Talent
 
Leveraging Talent
Leveraging TalentLeveraging Talent
Leveraging Talent
 
Creating a talent management system by Dr. G C Mohanta, Professor
Creating a talent management system by Dr. G C Mohanta, Professor Creating a talent management system by Dr. G C Mohanta, Professor
Creating a talent management system by Dr. G C Mohanta, Professor
 
#worklifeflow: Arbeitsplatzsouveränität als Treiber von Innovationen
#worklifeflow: Arbeitsplatzsouveränität als Treiber von Innovationen#worklifeflow: Arbeitsplatzsouveränität als Treiber von Innovationen
#worklifeflow: Arbeitsplatzsouveränität als Treiber von Innovationen
 
Building A High Impact Talent Management Organization
Building A High Impact Talent Management OrganizationBuilding A High Impact Talent Management Organization
Building A High Impact Talent Management Organization
 
Accelerating New Hire Productivity Through Onboarding
Accelerating New Hire Productivity Through OnboardingAccelerating New Hire Productivity Through Onboarding
Accelerating New Hire Productivity Through Onboarding
 
Top 10 ERP Vendors
Top 10 ERP VendorsTop 10 ERP Vendors
Top 10 ERP Vendors
 
Talent management
Talent managementTalent management
Talent management
 
The Building Blocks Of High Performing Organisations
The Building Blocks Of High Performing OrganisationsThe Building Blocks Of High Performing Organisations
The Building Blocks Of High Performing Organisations
 
Onboarding--Employee Socialization
Onboarding--Employee Socialization Onboarding--Employee Socialization
Onboarding--Employee Socialization
 
Talent management
Talent managementTalent management
Talent management
 
Talent Management Presentation
Talent Management PresentationTalent Management Presentation
Talent Management Presentation
 
Onboarding & Orientation - How to on-board new employees. A Manual for HR and...
Onboarding & Orientation - How to on-board new employees. A Manual for HR and...Onboarding & Orientation - How to on-board new employees. A Manual for HR and...
Onboarding & Orientation - How to on-board new employees. A Manual for HR and...
 
Five Steps to a world class onboarding program presentation
Five Steps to a world class onboarding program presentationFive Steps to a world class onboarding program presentation
Five Steps to a world class onboarding program presentation
 
Talent Management
Talent ManagementTalent Management
Talent Management
 
Helping Your CEO Understand Talent Management
Helping Your CEO Understand Talent ManagementHelping Your CEO Understand Talent Management
Helping Your CEO Understand Talent Management
 

Ähnlich wie Talent Management

Talent Management2 (1).ppt
Talent Management2 (1).pptTalent Management2 (1).ppt
Talent Management2 (1).pptLanaSami2
 
Talent Management2.ppt
Talent Management2.pptTalent Management2.ppt
Talent Management2.pptLanaSami2
 
Human Resources Planning, Recruitment, Selection, and Placement.pdf
Human Resources Planning, Recruitment, Selection, and Placement.pdfHuman Resources Planning, Recruitment, Selection, and Placement.pdf
Human Resources Planning, Recruitment, Selection, and Placement.pdfAnnPaglangan
 
Difference Between Performance Management & Talent Managmentt
Difference Between Performance Management & Talent ManagmenttDifference Between Performance Management & Talent Managmentt
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
 
Chapter 2 Developing a Competency Model.pptx
Chapter 2 Developing a Competency Model.pptxChapter 2 Developing a Competency Model.pptx
Chapter 2 Developing a Competency Model.pptxJasperAndal
 
Part 2 Succession Planning.pptx
Part 2 Succession Planning.pptxPart 2 Succession Planning.pptx
Part 2 Succession Planning.pptxjo bitonio
 
Competency mapping 1
Competency mapping 1Competency mapping 1
Competency mapping 1bohra88
 
Competency Mapping
Competency MappingCompetency Mapping
Competency Mappingudayb14
 
Competency
CompetencyCompetency
CompetencySindhu .
 
Competency models types and techniques
Competency models types and techniquesCompetency models types and techniques
Competency models types and techniquesThe Blockchain Academy
 
Talent management-assessment-center-best-practices-webinar
Talent management-assessment-center-best-practices-webinarTalent management-assessment-center-best-practices-webinar
Talent management-assessment-center-best-practices-webinarsyah rizan
 
Creating an Integrated Talent Management Practice
Creating an Integrated Talent Management PracticeCreating an Integrated Talent Management Practice
Creating an Integrated Talent Management PracticeMiguel Premoli
 
Winning The War For Talent
Winning The War For TalentWinning The War For Talent
Winning The War For TalentSunil Misar
 
Ob Hrd Performance Mgment And Councling Pratik Negi
Ob Hrd Performance Mgment And Councling   Pratik NegiOb Hrd Performance Mgment And Councling   Pratik Negi
Ob Hrd Performance Mgment And Councling Pratik Negipratik negi
 
Ob Hrd Performance Mgment And Councling Pratik Negi
Ob Hrd Performance Mgment And Councling   Pratik NegiOb Hrd Performance Mgment And Councling   Pratik Negi
Ob Hrd Performance Mgment And Councling Pratik Negipratik negi
 

Ähnlich wie Talent Management (20)

Tm presentations
Tm presentationsTm presentations
Tm presentations
 
Talent Management2 (1).ppt
Talent Management2 (1).pptTalent Management2 (1).ppt
Talent Management2 (1).ppt
 
Talent Management2.ppt
Talent Management2.pptTalent Management2.ppt
Talent Management2.ppt
 
Human Resources Planning, Recruitment, Selection, and Placement.pdf
Human Resources Planning, Recruitment, Selection, and Placement.pdfHuman Resources Planning, Recruitment, Selection, and Placement.pdf
Human Resources Planning, Recruitment, Selection, and Placement.pdf
 
Difference Between Performance Management & Talent Managmentt
Difference Between Performance Management & Talent ManagmenttDifference Between Performance Management & Talent Managmentt
Difference Between Performance Management & Talent Managmentt
 
Chapter 2 Developing a Competency Model.pptx
Chapter 2 Developing a Competency Model.pptxChapter 2 Developing a Competency Model.pptx
Chapter 2 Developing a Competency Model.pptx
 
Institutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent ManagementInstitutional strategies for dealing with Talent Management
Institutional strategies for dealing with Talent Management
 
INTRODUCTION TO SHRM
INTRODUCTION TO SHRMINTRODUCTION TO SHRM
INTRODUCTION TO SHRM
 
Part 2 Succession Planning.pptx
Part 2 Succession Planning.pptxPart 2 Succession Planning.pptx
Part 2 Succession Planning.pptx
 
Competncy management
Competncy managementCompetncy management
Competncy management
 
Competency mapping 1
Competency mapping 1Competency mapping 1
Competency mapping 1
 
Competency Mapping
Competency MappingCompetency Mapping
Competency Mapping
 
Competency
CompetencyCompetency
Competency
 
Competency models types and techniques
Competency models types and techniquesCompetency models types and techniques
Competency models types and techniques
 
Talent management-assessment-center-best-practices-webinar
Talent management-assessment-center-best-practices-webinarTalent management-assessment-center-best-practices-webinar
Talent management-assessment-center-best-practices-webinar
 
Creating an Integrated Talent Management Practice
Creating an Integrated Talent Management PracticeCreating an Integrated Talent Management Practice
Creating an Integrated Talent Management Practice
 
TM-F.ppt
TM-F.pptTM-F.ppt
TM-F.ppt
 
Winning The War For Talent
Winning The War For TalentWinning The War For Talent
Winning The War For Talent
 
Ob Hrd Performance Mgment And Councling Pratik Negi
Ob Hrd Performance Mgment And Councling   Pratik NegiOb Hrd Performance Mgment And Councling   Pratik Negi
Ob Hrd Performance Mgment And Councling Pratik Negi
 
Ob Hrd Performance Mgment And Councling Pratik Negi
Ob Hrd Performance Mgment And Councling   Pratik NegiOb Hrd Performance Mgment And Councling   Pratik Negi
Ob Hrd Performance Mgment And Councling Pratik Negi
 

Mehr von HR at VASHI ELECTRICALS PVT. LTD.

Mobile- ટેક્નોલોજી ની એક અદભૂત ક્રાંતિ
Mobile- ટેક્નોલોજી ની એક અદભૂત ક્રાંતિMobile- ટેક્નોલોજી ની એક અદભૂત ક્રાંતિ
Mobile- ટેક્નોલોજી ની એક અદભૂત ક્રાંતિHR at VASHI ELECTRICALS PVT. LTD.
 
Academic Internship Project on Performance management System
Academic Internship Project on Performance management SystemAcademic Internship Project on Performance management System
Academic Internship Project on Performance management SystemHR at VASHI ELECTRICALS PVT. LTD.
 

Mehr von HR at VASHI ELECTRICALS PVT. LTD. (20)

Socio Economic review Gujarat State 2017-18
Socio Economic review Gujarat State 2017-18Socio Economic review Gujarat State 2017-18
Socio Economic review Gujarat State 2017-18
 
Socio economic review Gujarat State (2015-16)
Socio economic review Gujarat State (2015-16)Socio economic review Gujarat State (2015-16)
Socio economic review Gujarat State (2015-16)
 
Project Report on Stress
Project Report on Stress Project Report on Stress
Project Report on Stress
 
Project report on Health & Safety
Project report on Health & Safety Project report on Health & Safety
Project report on Health & Safety
 
Literature Review on Health & Safety
Literature Review on Health & SafetyLiterature Review on Health & Safety
Literature Review on Health & Safety
 
Performance Management Research Paper
Performance Management Research PaperPerformance Management Research Paper
Performance Management Research Paper
 
Career Management & Career Planning
Career Management & Career PlanningCareer Management & Career Planning
Career Management & Career Planning
 
Material Management & Inventory Management
Material Management & Inventory ManagementMaterial Management & Inventory Management
Material Management & Inventory Management
 
Performance Management
Performance ManagementPerformance Management
Performance Management
 
Banking- ગુજરાતી
Banking- ગુજરાતીBanking- ગુજરાતી
Banking- ગુજરાતી
 
Articles on Employee Branding
Articles on Employee BrandingArticles on Employee Branding
Articles on Employee Branding
 
Mobile- ટેક્નોલોજી ની એક અદભૂત ક્રાંતિ
Mobile- ટેક્નોલોજી ની એક અદભૂત ક્રાંતિMobile- ટેક્નોલોજી ની એક અદભૂત ક્રાંતિ
Mobile- ટેક્નોલોજી ની એક અદભૂત ક્રાંતિ
 
Human Resource Information System - HRIS
Human Resource Information System - HRISHuman Resource Information System - HRIS
Human Resource Information System - HRIS
 
Research Proposal on Employee Branding
Research Proposal on Employee BrandingResearch Proposal on Employee Branding
Research Proposal on Employee Branding
 
Project Proposal on Stress Management
Project Proposal on Stress ManagementProject Proposal on Stress Management
Project Proposal on Stress Management
 
Research Proposal on Talent Management
Research Proposal on Talent ManagementResearch Proposal on Talent Management
Research Proposal on Talent Management
 
Academic Internship Project on Performance management System
Academic Internship Project on Performance management SystemAcademic Internship Project on Performance management System
Academic Internship Project on Performance management System
 
Companies Act, 2013 - ICSI
Companies Act, 2013 - ICSICompanies Act, 2013 - ICSI
Companies Act, 2013 - ICSI
 
Questionnaire on Performance Management System
Questionnaire on Performance Management SystemQuestionnaire on Performance Management System
Questionnaire on Performance Management System
 
Maruti Suzuki-Marketing Strategy
Maruti Suzuki-Marketing StrategyMaruti Suzuki-Marketing Strategy
Maruti Suzuki-Marketing Strategy
 

Kürzlich hochgeladen

Salient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functionsSalient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functionsKarakKing
 
How to Manage Global Discount in Odoo 17 POS
How to Manage Global Discount in Odoo 17 POSHow to Manage Global Discount in Odoo 17 POS
How to Manage Global Discount in Odoo 17 POSCeline George
 
How to Add New Custom Addons Path in Odoo 17
How to Add New Custom Addons Path in Odoo 17How to Add New Custom Addons Path in Odoo 17
How to Add New Custom Addons Path in Odoo 17Celine George
 
Interdisciplinary_Insights_Data_Collection_Methods.pptx
Interdisciplinary_Insights_Data_Collection_Methods.pptxInterdisciplinary_Insights_Data_Collection_Methods.pptx
Interdisciplinary_Insights_Data_Collection_Methods.pptxPooja Bhuva
 
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptxHMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptxmarlenawright1
 
Graduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - EnglishGraduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - Englishneillewis46
 
2024-NATIONAL-LEARNING-CAMP-AND-OTHER.pptx
2024-NATIONAL-LEARNING-CAMP-AND-OTHER.pptx2024-NATIONAL-LEARNING-CAMP-AND-OTHER.pptx
2024-NATIONAL-LEARNING-CAMP-AND-OTHER.pptxMaritesTamaniVerdade
 
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds  in the ClassroomFostering Friendships - Enhancing Social Bonds  in the Classroom
Fostering Friendships - Enhancing Social Bonds in the ClassroomPooky Knightsmith
 
Google Gemini An AI Revolution in Education.pptx
Google Gemini An AI Revolution in Education.pptxGoogle Gemini An AI Revolution in Education.pptx
Google Gemini An AI Revolution in Education.pptxDr. Sarita Anand
 
The basics of sentences session 3pptx.pptx
The basics of sentences session 3pptx.pptxThe basics of sentences session 3pptx.pptx
The basics of sentences session 3pptx.pptxheathfieldcps1
 
Basic Civil Engineering first year Notes- Chapter 4 Building.pptx
Basic Civil Engineering first year Notes- Chapter 4 Building.pptxBasic Civil Engineering first year Notes- Chapter 4 Building.pptx
Basic Civil Engineering first year Notes- Chapter 4 Building.pptxDenish Jangid
 
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...Amil baba
 
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet  PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...Kodo Millet  PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...pradhanghanshyam7136
 
Micro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdfMicro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdfPoh-Sun Goh
 
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptxHMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptxEsquimalt MFRC
 
Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)Jisc
 
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...Nguyen Thanh Tu Collection
 
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...Nguyen Thanh Tu Collection
 
ICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxAreebaZafar22
 

Kürzlich hochgeladen (20)

Salient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functionsSalient Features of India constitution especially power and functions
Salient Features of India constitution especially power and functions
 
How to Manage Global Discount in Odoo 17 POS
How to Manage Global Discount in Odoo 17 POSHow to Manage Global Discount in Odoo 17 POS
How to Manage Global Discount in Odoo 17 POS
 
How to Add New Custom Addons Path in Odoo 17
How to Add New Custom Addons Path in Odoo 17How to Add New Custom Addons Path in Odoo 17
How to Add New Custom Addons Path in Odoo 17
 
Interdisciplinary_Insights_Data_Collection_Methods.pptx
Interdisciplinary_Insights_Data_Collection_Methods.pptxInterdisciplinary_Insights_Data_Collection_Methods.pptx
Interdisciplinary_Insights_Data_Collection_Methods.pptx
 
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptxHMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
 
Graduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - EnglishGraduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - English
 
2024-NATIONAL-LEARNING-CAMP-AND-OTHER.pptx
2024-NATIONAL-LEARNING-CAMP-AND-OTHER.pptx2024-NATIONAL-LEARNING-CAMP-AND-OTHER.pptx
2024-NATIONAL-LEARNING-CAMP-AND-OTHER.pptx
 
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds  in the ClassroomFostering Friendships - Enhancing Social Bonds  in the Classroom
Fostering Friendships - Enhancing Social Bonds in the Classroom
 
Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University Newsletter Vol-X, Issue-I, 2024Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University Newsletter Vol-X, Issue-I, 2024
 
Google Gemini An AI Revolution in Education.pptx
Google Gemini An AI Revolution in Education.pptxGoogle Gemini An AI Revolution in Education.pptx
Google Gemini An AI Revolution in Education.pptx
 
The basics of sentences session 3pptx.pptx
The basics of sentences session 3pptx.pptxThe basics of sentences session 3pptx.pptx
The basics of sentences session 3pptx.pptx
 
Basic Civil Engineering first year Notes- Chapter 4 Building.pptx
Basic Civil Engineering first year Notes- Chapter 4 Building.pptxBasic Civil Engineering first year Notes- Chapter 4 Building.pptx
Basic Civil Engineering first year Notes- Chapter 4 Building.pptx
 
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
 
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet  PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...Kodo Millet  PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
 
Micro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdfMicro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdf
 
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptxHMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
 
Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)Accessible Digital Futures project (20/03/2024)
Accessible Digital Futures project (20/03/2024)
 
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
 
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
 
ICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptx
 

Talent Management

  • 1. TALENTTALENT MANAGEMENTMANAGEMENT Mr. Sem Shaikh Department of Commerce & Business Management MASTER OF COMMERCE The M.S. University of Baroda
  • 2. What is Talent Management? The purpose of TM is to ensure that the right supply of talented workforce is ready to realize the strategic goals of the organization both today and in the future. Organization’s efforts to attract, select, develop, and retain key talented employees in key strategic positions. Talent management includes a series of integrated systems of  recruiting,  performance management,  maximizing employee potential, managing their strengths and developing  retaining people with desired skills and aptitude
  • 3. Talent Management • TM introduced by Mc Kinsey consultants, late 1990’s • TM is identified as the critical success factor in corporate world • TM focuses on – differentiated performance: A, B, C players influencing company performance and success – identifying key positions in the organization !!! Surveys show that firms recognize the importance of talent management but they lack the competence required to manage it effectively
  • 4. What is Talent? According to McKinsey; talent is the sum of • a person’s abilities, • his or her intrinsic gifts, • skills, knowledge, experience , • intelligence, • judgment, attitude, character, drive, • his or her ability to learn and grow.
  • 5. Who are Talented People? • They regularly demonstrate exceptional ability and achievement over a range of activities • They have transferable high competence • They are high impact people who can deal with complexity (Robertson, Abbey 2003)
  • 6. Why Organizations Need Talent Development? • To compete effectively in a complex and dynamic environment to achieve sustainable growth • To develop leaders for tomorrow from within an organization • To maximize employee performance as a unique source of competitive advantage • To empower employees: Cut down on high turnover rates Reduce the cost of constantly hiring new people to train
  • 7. Talent Management Model • There are different approaches to talent management in organizations • A successful TM model has to link 1. TM creed (culture, values, expectations) with 2. TM strategy and 3. TM system. (Lance and Dorothy Berger, 2011) The values, expectations and elements of – the desired culture and – the business excellence should be embedded in HR systems as selection criteria, competency definitions, performance and promotion criteria and development processes.
  • 8. The Talent Creed • “A TM creed is the set of core principles, values and mutual expectations that guide the behavior of an institution and its people” • It describes in general terms what types of people are expected to work in the organization and what type of a culture is desired to achieve success
  • 9. The Talent Strategy Describes what type of people the organization will invest in and how it will be done Besides the specific elements of their creed, the talent strategy of all high performing organizations should have these directives: 1) Identify key positions in the organization (not more than 20, 30 %) 2) Assess your employees and identify the high performers (classify according to their current and future potential) 3) Retain key position backups 4) Make appropriate investments (select, train, develop, reward)
  • 10. Assessing the Employees Superkeepers- greatly exceed expectations (3-5%) Keepers – exceed expectations (20 %) Solid citizens- meet expectations (75 %) Misfits- below expectations (2-3 %) (Berger and Berger, 2011)
  • 11. Allocating Investments in People Superkeepers- receive about 5 % of all the resouces; need very high recognition, compensate much more than the pay market, promote very rapidly Keepers –receive about 25 % of all the resources, need high recognition, compensate more than the pay market, promote rapidly Solid citizens- receive about 68 % of all the resources, need recognition, compensate at the market level or just above Misfits- receive about 2 % of all the resources for some, compensate at below market average (Berger and Berger, 2011)
  • 12. Talent Management System Implementation program of the talent strategy which has a set of processes and procedures (1) assessment tools (2) multi-rater assessment (3) diagnostic tools (4) monitoring processes If the management is not willing to use assessment in their organizations they can’t do talent management
  • 13. Assessment Tools for TM The five assessment tools should be linked to ensure that each assessment is consistent with the four other evaluations • Competency Assessment • Performance Appraisal • Potential Forecast • Succession Planning • Career Planning
  • 14. Multi-Rater Assessment • Employee. The owner of the career plan that is aligned with the succession plan • Boss. The primary assessor • Boss’s boss. The key link in the vertical succession and career plan • Boss’s peer group. Source of potential new assignments in the same or other function
  • 15. Diagnostic Tools SuperkeeperTM reservoir. SuperkeepersTM are employees whose performance greatly exceeds expectations, who inspire others to greatly exceed expectations, and who embody institutional competencies. Keeper Key position backups. The “insurance policies” that ensure organization continuity. Every key position should have at least one backup at the “Keeper” (exceed job expectations) level. Surpluses. Positions with more than one replacement for an incumbent. While ostensibly a positive result of the talent management process, it can be a potential source of turnover and morale problems if the replacements are blocked by a non-promotable incumbent and/or there is no realistic way most of the promotable replacements can advance. Voids. Positions without a qualified backup. Determine whether it will transfer someone from the surplus pool, develop alternative candidates, or recruit externally. Blockages. Non-promotable incumbents standing in the path of one or more high-potential or promotable employees. Problem employees. Those not meeting job expectations (measured achievement or competency proficiency). Give opportunity to improve, receive remedial action, or be terminated. The time frame should be no longer than six months. (Lance and Dorothy Berger, 2011)
  • 16. Monitoring Processes Evaluate the results of talent management system on a regular basis for • quality, • timeliness and • credibility
  • 17. What is competency? CCompetenciesompetencies are the core elements of talentare the core elements of talent management practicesmanagement practices They are the demonstrableemonstrable and measurable knowledge, skills, behaviors, personal characteristics that are associated with or predictive of excellentexcellent job performance. Examples – Adaptability, teamwork, decision making, customer orientation, leadership, innovation etc.
  • 18. Competencies and Definitions Action Orientation Targets and achieve results,overcomes obstacles, accepts responsibility, creates a results-oriented environment..... Interpersonal Skill Effectively and productively engages with others and establishes trust, credibility, and confidence with them Creativity/Innovation Generates novel ideas and develops or improves existing and new systems that challenge the status quo, takes risks, and encourage innovation Teamwork Knows when and how to attract, develop, reward, be part of, and utilize teams to optimize results. Acts to build trust, inspire enthusiasm, encourage others, and help resolve conflicts and develop consensus in supporting higperformance teams (Berger and Berger, 2011)
  • 19. Why Competencies? The challenge is to identify which competencies the organization expects to see in their people The starting point of the model is the creed (values, principles, expectations) and the business strategies  Through a competency model the organization sends a consistent message to the workforce about “what it takes” to be successful in the job  Helps employees understand what helps drive successful performance  The Competency Model approach focuses on the “How” of the job.  Competency model is behavioral rather than functional, focuses on the people rather than jobs  Competency models are outcome driven rather than activities (Job descriptions focus on activities, competencies focus on outcomes)  Integrates HR strategy with business strategy –both focus on outcomes
  • 20. Why Competencies? The competency model serves as the foundation upon which all workforce processes are built. Competencies promote alignment of talent management systems by creating a common language that enables these systems to talk with each other! That is, results of one TM system is used as the input data for the following TM system.
  • 21. The Competency Model • The Competency Model identifies usually three groups of competencies: – Core competencies for the entire organization to shape the organizational capabilities and culture required to achieve the strategic goals(5 or 6) – Leadership competencies for the management teams of various levels for selection, career planning and development – Functional (technical)competencies (specific for each job family)
  • 22. Developing a Competency Model Use commonly available “ready to use” models with small adjustments for your organization Develop own competency model with help of consultants Behavioral Benchmarking compare superior performers with other best people in the organization and in other benchmark companies
  • 23. Developing Organization’s Own Competency Model  Overview of current tasks and responsibilities  Come to agreement about what successful “outcome driven” performance looks like  Review of competency library and selection of “must haves” for the position  Rank top competencies as demonstrated by exemplary (superior) performers  Identify of those competencies that align with the vision, mission and strategic plan of the organization  Verify the competencies with a larger sample of the organization
  • 24. Choosing Competencies Before choosing competencies in an organization following requirements must have been completed: • Establishment of vision, mission, values • Strategic business goals • Identification of the tasks, responsibilities and outcomes expected from each position • Identification of the superior (exemplary) performers • Satisfactory competency library
  • 25. Talent Management TALENT=COMPETENCE+COMMITMENT+CONTRIBU TION • Being competent is not only enough to be a talent • The competent person should be committed to the causes and goals of the organization • And should be able and willing to contribute to the success of the organization So, developing your talent is not enough, the organizations need to take all the measures to motivate, reward their talent pool to gain their commitment and contribution. Retention is also essential to gaurantee future alignment of the talent with the right key positions
  • 27. Talent Management Model • Expectations for the future. Businesses should identify – Job roles – Spesific objectives – Competencies • Capabilities to meet the expectations • Work environment – Managerial support – Rewards and recognition – Removing barriers • Feedback systems needed to – Focus – To keep on track – Develop
  • 29. Organization Analysis -Job descriptions -Job spesifications Assessing the Emloyees A B C D Potential Candidates Performance Evaluation Buss. Results Personal Development Activities Career Committees Potancial Candidates and Succession Lists Approval of the Lists Analysis Talent Development Programs January - March April May on...... Assessm ent Tools
  • 30. Structure of a Talent Management Program • Building Block 1: Identification and assessment of competencies • Building Block 2: Performance appraisals • Building Block 3: Succession and career planning • Development of talent (coaching, mentoring, training) • Linking compensation with the program (reward and motivate) • Targeting culture as an important driver of TM programs • Secure senior executives’ commitment to make the talent management model work • Evaluate the results of talent management system on a regular basis
  • 31. Integrated Functions of TM • Performance appraisals, assessments of potential, competency evaluations, career planning, and replacement planning (the core elements of talent management) should be linked to each other. • Stand alone functions are destined to end with failure
  • 32. HR and TM HUMAN RESOURCES MANAGEMENT TALENT MANAGEMENT o Broad Scope (entire employees) o Emphasize egalitarianism oFocus on administrative functions oTransactional oFocus on systems with silo approach o Focus on segmentation (key group of core employees and key positions) o Focus on potential people o Focus on the attraction, development and retention of talent o Focus on integratation of HR systems