4. My background Business Consultant – Beekmans Consultancy (national and local government, banking, hospitality, healthcare, chemical logistics) HR Project Manager – Hospital Group NL HR Manager – Bosch Automotive HR Director & Acting Site Director – Sitel Netherlands Currently: BD Director – Centranum Systems Ltd. Talent Management New Zealand on LinkedIn.com
5. What is Talent Management? Are we as HR professionals on the same page?
6. What is talent management? Lots of confusion: different definitions and perceptions. In NZ most commonly claimed by the recruitment industry. Or a (set of) measure(s) to retain top performers/top talents. Otherwise associated with Learning and development
7. What is TM according to… HR Managers on LinkedIn Talent Management Groups: “… development of potential by facilitating, directing and optimizing of the individual learning process”. “… to recognise, acknowledge and utilise talents in the organisation”. “… identifying and developing of top talent”. US Society of Human Rescources: “… to align human capital and business strategies to support organisational and financial goals, resulting in positive impact on shareholder value”.
8. Global Research Dr. Nicky Dries, University of Brussels points out that the limited academic literature on Talent Management reveals three distinct theoretical perspectives: talent management as acollection of HRM practices; talent management as apipeline process; talent management as a general focus on talent in any organisation or function. Peter Cappelli, Harvard Business 2008: Talent management is the process through which employers anticipate and meet their needs for human capital. Getting the right people with the right skills into the right jobs”
9. Aberdeen Research Group, Dec-’09 “The key to organic organizational growth in 2010 will be the proper alignment of the workforce with a company's near- and longer-term goals. As a result, 2010 will be a year in which nearly three-quarters of organizations will increase emphasis on talent management. To achieve this desired alignment, organizations are integrating formerly disparate talent management processes, systems, and data. While our research shows the vast majority of organizations have only achieved integration across two elements of talent management, those that have are reporting superior performance gains.”
10. So what is it? Commonalities! Sourcing strategy is dominant: Make or buy TM gets it direction from the business strategy. Be prepared for today And tomorrow! TM is a process of HR activities, rather than a disparate singular activity, and it incorporates HR processes for sourcing, deployment, development and retention. It has the feel of doing HRM in a smart way.
11. Working definition Talent Management Strategically aligned and integrated people processes and activities targeted at attracting, recruiting, deploying, developing and retaining skills and talents for current and future business needs. This is a very big challenge!!! What does this mean? Where do we start?
15. Hey, wait a minute!! Is that not just what you are doing right now???? Yes and no. Separate processes usually are in place, however they are rarely linked. Mostly forms / paper based. Information is hard to ‘transport’ to a next stage. Therefore qualitative management information needed to direct and adjust TM strategy is not being generated.
16. Where do we start? A couple of simple principles have to be in place: Invest in strong expectation management Understanding of your outside and inside employment market. Convert separate HR processes to one overall TM process Collect performance and development data in a way that you can consolidate it later on. Information is the key component for aligning your TM efforts
17. TM is not complicated! Simple principles; but a lot of work. Overall goal is creating bench strength Integrate the ingredients (HR tools and processes) you already have! Fast pay off (better 1st line management skills, more engaged staff, faster response times in changing environments, less attrition, less replacement costs)
18. 1. Create a solid base for TM Define expectations in detail: ♦Job description♦Capability profile♦ Values ♦ ♦(Technical) competencies♦Objectives♦
19. 2. Map individual capabilities Map actual capabilities in personal portfolios ♦Education ♦ Training ♦ Certification ♦ ♦Experience ♦ Competency ♦ Knowledge ♦ ♦Attributes ♦ Perceptual ♦ Physical ♦ Etc. ♦
20. 3. Assessment of performance Track performance throughout the year. It is an ongoing discussion.Have formal performance processes in place. Performance management has three distinct purposes: ♦Performance♦Development ♦Talent identification♦
21. 4. L&D Strategies L&D has a strategic impact. It is directed from the need for bench strength for particular positions. ♦Training needs analysis♦Learning Management♦♦ Development Planning ♦ Training effectiveness Evaluation ♦
22. 5. Develop towards succession Starting from a make or buy strategy, you create bench strength:♦Talent pool management♦Career planning♦Succession planning♦
23. 6. Generate Talent Intelligence ♦ Integrate TM process through database ♦ ♦ No business improvement without information ♦ ♦ Regularly review in-, through- and output information to evaluate effectiveness of TM strategy and its individual tools ♦
33. That’s all folks!! Want to continue the discussion? Interested in hand-outs for this presentation? maik.beekmans@centranum.com 027 668 0012 www.centranum.com
Hinweis der Redaktion
TM strategy is directed by the availability of specific skills in the market place.Skill surplus Recruitment is Talent ManagerSkill shortage L&D is Talent ManagerMost companies deal with a mix of skill shortages and surpluses, therefore differentiated TM strategy is needed.
The entire TM process is aimed at creating bench strengthThe power of integration is that it increases the effectiveness of people management.
Also marketing / commercial plan, ICT infrastructure, financial plan, market distribution plan
