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Workshop on talent management

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Overview of how talent is managed in organizations

Veröffentlicht in: Leadership & Management
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Workshop on talent management

  1. 1. Workshop on Talent management AY 2015-16
  2. 2. What is talent? • In sport? • In Entertainment? • In Business? • In Politics?
  3. 3. • Why do people work for organizations? What does it mean for employees to work “ here”
  4. 4. Part I •SOME STATISTICS
  5. 5. Today’s Employees--- • Want a voice • Want to balance life and work • Are opportunity seeking • Are averse to transactional work activities • Want to know what is going on • Want freedom of choice
  6. 6. New realities in today’s workforce • 25% global workforce looking for their next work • 45% talking to recruiters for their next job • 12% actively looking for a job • 13%casually looking a few times a week • 15 % talking to their networks • In India- 42% actively searching for new jobs.
  7. 7. Satisfaction levels • 27% of employees are very satisfied • 45% are somewhat satisfied • 14% are neutral • 10% are somewhat dissatisfied • 4% are very dissatisfied • Is satisfaction a guarantee of loyalty??
  8. 8. Most important factors in seeking or considering a job • Greater opportunities for advancement • Better compensation and benefits • More challenging work • Better fit for skill sets • More learning opportunities
  9. 9. Other important factors • Improved job title • Better office location • Equation with current team • Relationship with manager • Personal reasons
  10. 10. Factors influencing choice of company • Company has a reputation as a great place to work in • Reputation for great products and services • Reputation for great people • Reputation for being prestigious
  11. 11. An engaged employee--- • Is passionate about what he does • Constantly learns and grows at work • Comfortable promoting himself and his ideas at work • Very career focused • Actively seeks information that helps him fit better at his job.
  12. 12. Top professionals---- • Engage in professional networking • Research ways to update skills and improve career path • Research new career opportunities • Apply for new job with current employer • consider starting new business/ venture
  13. 13. Implications for HR team • Active engagement with prospective / current employees • Invest in strengthening talent brand • Take local attitudes into account • Don’t get complacent about current employees • Don’t sell a position on compensation and title alone • Don’t get put off by passive candidates
  14. 14. Source- Linkedin Global workforce survey 2014
  15. 15. PART II •TALENT MANAGEMENT INPERATIVES
  16. 16. Systems Thinking Mental Models Personal mastery Team learning Shared Vision The Five Disciplines of a Learning Organization Peter Senge’s “ The Fifth Discipline”
  17. 17. SYSTEMS OVERVIEW • BUSINESS STRATEGY • HR STRATEGY ALIGNED WITH BUSINESS STRATEGY • INTEGRATED BUSINESS AND HUMAN RESOURCES PLANNING • MANPOWER GAPS AND NEEDS • STRATEGY ADOPTED TO CURRENT GAPS AND NEEDS • FUTURE NEEDS • MANPOWER PLANNING TO MEET FUTURE NEEDS • SUCCESSION MANAGEMENT
  18. 18. WHAT ARE THE CHARACTERISTICS OF A TALENTED WORKFORCE? Is talent upwardly mobile? Why?
  19. 19. Categories of employees • Super keeper • Keeper • Solid citizen • Misfit
  20. 20. Talent management • Organizations commitment to recruit, retain and develop the most talented and superior employees in the job market • The development and integration of HR processes that attract, develop, engage and retain the knowledge, skills and abilities of employees that will meet current and future business needs business needs.
  21. 21. Building Blocks Of Talent management • Block #1- Competencies • Block #2- Performance management • Block #3- Evaluating Employee Potential • Block #4- Recruiting Superkeepers
  22. 22. #1 COMPETENCIES
  23. 23. Competency- what is it? • A job competency is an underlying characteristic of a person, in that it may be a motive, a trait, a skill, an aspect of one’s self- image or social role, or a body of knowledge which he or she uses- Boyatzis 1982
  24. 24. Competency Titles • Action orientation • Leadership • Communications • Creativity/ innovation • Critical judgment • Customer orientation • Planning and organizing • decision making • Influencing • Managing relationships
  25. 25. Competency attributes • Action orientation- targets and achieves results, overcomes obstacles, accepts responsibility, establishes standards, creates a result oriented environment and follows through on actions. • Planning and organizing- achieves results through detailed planning and organization of people and resources to meet goals, targets and objectives within agreed time scales.
  26. 26. Competency framework • Collection of clusters across levels, which include competencies and behavioral indicators- may be detailed or generic
  27. 27. Competency cluster • Collection of closely related competencies, usually three to five per cluster. These competencies relate to • Thinking • Acting • interacting
  28. 28. Competency cluster- working with people Managing relationships • L1- builds relationships internally • L2- Builds relationships externally • L3- maintains external networks
  29. 29. CC- working with people Teamwork • L1- is a team member • L2- Supports team members • L3- provides direction to the team
  30. 30. Org culture sourcing attracting selecting onboarding integrating developing engaging retaining promoting Talent management cycle
  31. 31. Stages of the Talent management Process ENTRY • Recruitment • Selection • Orientation • Placement RETENTION Culture Immediate manager Involvement Person- environment fit
  32. 32. DEVELOPMENT • Competency Assessment • Development Opportunities • Mentoring • Challenges PERFORMANCE • Role Clarity • Performance Agreement • Feedback • Recognition and Reward
  33. 33. Entry • Anticipation of future workforce needs • Efficient recruitment programmes using various media/ sources • Testing systems • Employee referral • Orientation and onboarding
  34. 34. Four Steps to the Talent management process Step 1- Develop assessment tools and scales • Competency definition and measurement scale • Performance appraisal definition and measurement scale • Talent potential forecast and measurement scale • Apply measurement scale to each job Step 2- Develop Training and Development Application Tools • Coaching Guide • Assemble directory of best training programmes , top books
  35. 35. Step 3- Evaluate each employee using assessment tools Step 4- Prepare action reports • Create bench strength summary • Create Individual talent competency development forms
  36. 36. List of Competencies • Action Orientation • Communication • Creativity/ Innovation • Critical Judgment • Customer Orientation • Interpersonal Skill • Leadership • Teamwork • Technical/ Functional Expertise
  37. 37. Talent management Strategies • Coaching for retention • Outsourcing and outsourcers • Succession planning • Developing leadership through competencies • Employment branding strategies
  38. 38. Challenges in Talent management • Plateaued Careers • Glass ceilings • Retirement/ Transition Planning • Outplacement Programmes
  39. 39. Selection and Hiring
  40. 40. What Appeals and Engages • Autonomy • Entrepreneurial opportunities • Creative opportunities • Stimulating Tasks • Fair predictable rewards • Concrete compensations/benefits/retirement packages • Stability • Structure and routine • Opportunities to gain competence • Flexibility • Freedom of choice • Recognition
  41. 41. Identify--- • STRATEGICALLY IMPORTANT A POSITIONS • SUPPORTING B POSITIONS • SURPLUS C POSITIONS
  42. 42. FOCUS ON--- • IDENTIFYING A PLAYERS TO FILL A POSITIONS • MAINTAINING B POSITIONS • OUTSOURCING OR ELIMINATING C POSITIONS
  43. 43. MANAGING A POSITIONS • ESTABLISH STRATEGIC SIGNIFICANCE OF THE POSITIONS • VARIABILITY OF THE PERFORMANCE OF PEOPLE CURRENTLY IN THE JOB. • ESTABLISH HOW MUCH VALUE A POSITION CREATES FOR THE COMPANY • DISPROPORTIONATE LEVEL OF INVESTMENT IN THE POSITION • MANAGE B AND C POSITIONS SIMULTANEOUSLY
  44. 44. Succession planning • No reservations about succession • Integration with company’s MDPs • Importance of immersion • Integrate succession planning with company’s talent development • Leadership development is a line and board responsibility. • Expose future leaders to the full range of company operations • Stakeholder buy- in for leadership programmes

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