Half day open training event held in Toronto, Canada.

1. Managing talent effectively in 2013
by Toronto Training and HR
January 2013

2. 3-4 Introduction to Toronto Training and HR
5-6 Definitions
Contents 7-8
9-10
A typical distribution
The talent matrix
11-12 Strategic perspectives on talent management
13-14 Key focus areas
15-16 Principal processes
17-19 Specific recommendations
20-21 Non-financial reward
22-23 Drill A
24-25 What does the ideal system contain?
26-27 Balanced model of human capability
28-29 Considerations of talent management
30-33 Examining the organizational culture
34-35 Establishing the organization’s values
36-37 Drill B
38-40 Questions for HR
41-42 The talent lifecycle
43-44 Developing and executing integrated talent
management
45-46 Basics of every talent management process
47-48 Challenges ahead
49 Case studies
50-51 Conclusion and questions

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Definitions
Page 5

6. Definitions
 Talent
 Talent management
 Integrated talent management
Page 6

7. A typical distribution
Page 7

8. A typical distribution
Page 8

9. The talent matrix
Page 9

10. The talent matrix
Page 6

11. Strategic perspectives on
talent management
Page 11

12. Strategic perspectives on talent
management
Process
Change Mgt Cultural
Talent
Management
HR Planning Competitive
Developmental
Page 12

13. Key focus areas
Page 13

14. Key focus areas
 Defining talent
 Developing talent
 Structures and systems
Page 14

15. Principal processes
Page 15

16. Principal processes
 Attraction
 Developing
 Motivating
 Performance review
 Retention
Page 16

17. Specific recommendations
Page 17

18. Specific recommendations 1 of 2
 Align talent management
strategy to specific business
requirements
 What perspective is most
relevant?
 Use operational dimensions to
shape
 Develop a talent culture
 Talent management can
complement diversity initiatives
by ensuring equality of
opportunity and transparency
of selection criteria

19. Specific recommendations 2 of 2
 Consider the culture of your
organization and attitude to
risk
 Offer differentiated and
tailored development routes-
helps engagement
 Consider how you are going to
measure ROI?
 Central ownership is important-
align with strategic objectives
 Integrate with HRM processes
Page 19

20. Non-financial reward
Page 20

21. Non-financial reward
 Flexible working
 Recognition
 Taking a break
Page 21

22. Drill A
Page 22

23. Drill A
Page 23

24. What does the ideal
system contain?
Page 24

25. What does the ideal system
contain?
 Clarity in employee roles
 Continual assessment of
capability and potential
 A structure whereby an
employee could be transferred
laterally to positions in which
he or she could be better
suited
 Viable plans for succession
Page 25

26. Balanced model of human
capability
Page 26

27. Balanced model of human
capability
 Skills and knowledge
 Attitude and motivation
 Temperament
 Cognitive capacity
Page 27

28. Considerations for talent
management
Page 28

29. Considerations for talent
management
 Drivers
 Opportunities
 Constraints
 Enablers
 Actions
Page 29

30. Examining the
organizational culture
Page 30

31. Examining the organizational
culture 1 of 3
 How often and from whom does
the President or CEO receive
open, honest and direct feedback?
 Are people encouraged to be
really honest when giving
feedback around here?
 What happens to people who give
constructive feedback to their
manager?
 Does the performance review
process encourage a two-way
feedback?
Page 31

32. Examining the organizational
culture 2 of 3
 Where do the senior management
team get information regarding
their effectiveness?
 Is peer to peer feedback
encouraged? Does it happen?
 How much informal feedback do
people get from each other?
 Do we regularly collect both
qualitative and quantitative
feedback from our customers,
clients or people who use our
products or services?
Page 32

33. Examining the organizational
culture 3 of 3
 What do we do with such
feedback when we get it?
 What training and support do our
managers receive when they
become managers (especially
giving feedback)?
 Does our culture support ‘upward
challenge’?
 What forums exist for people to
share their thoughts and views on
how the senior team and/or
organization are performing?
Page 33

34. Establishing the
organization’s values
Page 34

35. Establishing the organization’s
values
 Review or refresh of the
current vision, mission
statement and strategy
 Conduct workshops, focus
groups, interviews and surveys
to gather views and data from
employees
 Questions to ask
Page 35

36. Drill B
Page 36

37. Drill B
Page 37

38. Questions for HR
Page 38

39. Questions for HR 1 of 2
 How do we re-engage our
employees?
 What talent do we need as the
organization improves? How is
that different from now?
 What are the current and
future talent gaps?
 Which positions should we
grow from within?
Page 39

40. Questions for HR 2 of 2
 Is our talent properly deployed
now?
 How do we keep the best and
the brightest growing with us?
 Are we prepared for planned
and unplanned leadership
needs and changes?
Page 40

41. The talent lifecycle
Page 41

42. The talent lifecycle
Page 42

43. Developing and executing
integrated talent
management
Page 43

44. Developing and executing
integrated talent management
 Philosophy
 Strategy
 Measurement
 Process
 Technology
 Implementation
 Sustainability
Page 44

45. Basics of every talent
management process
Page 45

46. Basics of every talent management
process
 Ability to explain to a person
what he or she needs to do
 Ability to make him or her
collaborate
 Ability to show a clear career
path
 Ability to encourage them to
engage better
Page 46

47. Challenges ahead
Page 47

48. Challenges ahead
 During a downturn
 During an upturn
Page 48

49. Case studies
Page 49

50. Conclusion and questions
Page 50

51. Conclusion and questions
Summary
Videos
Questions
Page 51