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Basics of Talent Management.pptx

  1. Basics of Talent Management NISHANT CHATURVEDI, DipTD MBA, UGC-NET (Management), FDP (IIM- Indore) Accredited Management Teacher-HR (AIMA) Image source: case-for-talent-management/
  2. Introduction to Talent Management Talent management is the full scope of HR processes to attract, onboard, develop, motivate, and retain high-performing employees. Talent management is aimed at improving business performance through practices that make employees more productive. The key components of talent management are attracting, developing, and retaining high-performing employees. The process starts with selecting the right people, giving them all- the-tools, they need to be successful, and retaining them for the long term.
  3. Recruitment v/s Talent Acquisition Recruitment and talent acquisition are comparable to short-term and long-term— quick fixes versus long-term planning. Both approaches may be used depending on the circumstances, but one tends to be tactical in nature and the other, strategic. Recruitment is about filling vacancies. Talent acquisition is an ongoing strategy to find specialists, leaders, or future executives for your company. Talent acquisition tends to focus on long-term human resources planning and finding appropriate candidates for positions that require a very specific skillset. Sharon Koifman, Founder and CEO of DistantJob, a recruiting firm specializing in placing virtual employees, and an expert in global recruitment, agrees. “With the rapid advancement of technology and the rise of highly specialized technology-related jobs, it’s safe to say that the IT and tech fields are in much greater need of a strong talent acquisition strategy than other fields.”
  4. About Digital Talent As per a survey done by Capgemini, in association with LinkedIn, all organisations most organisations agreed to the fact that the digital divide was increasing. Going by geography, the US had the highest gap (70 per cent), followed by India (64 per cent) and the UK (57 per cent). In industry terms, banking had the highest talent gap, 62 per cent; consumer products and retail 60 per cent each; and insurance, 58 per cent. The Capgemini survey says the five top digital roles would be information security/privacy consultant, chief digital officer, data architect, digital project manager, and data engineer. The survey found 42 per cent of employees felt their organizations' training as ‘useless and boring’ and 52 per cent of employees were looking at massive open online courses, commonly known as MOOC, to upskill.
  5. Benefits of Talent Management 1. Right Person in the right Job: Through a proper ascertainment of people skills and strengths, people decisions gain a strategic agenda. The skill or competency mapping allows you to take stock of skill inventories lying with the organization. This is especially important both from the perspective of the organization as well as the employee because the right person is deployed in the right position and employee productivity is increased. Also since there is a better alignment between an individual’s interests and his job profile the job satisfaction is increased. 2. Retaining the top talent: Despite changes in the global economy, attrition remains a major concern of organizations. Retaining top talent is important to leadership and growth in the marketplace. Organisations that fail to retain their top talent are at the risk of losing out to competitors. The focus is now on charting employee retention programs and strategies to recruit, develop, retain and engage quality people. Employee growth in a career has to be taken care of, while succession planning is being performed those who are on the radar need to be kept in loop so that they know their performance is being rewarded.
  6. Benefits continued 3. Better Hiring: The quality of an organization is the quality of workforce it possesses. The best way to have talent at the top is have talent at the bottom. No wonder then talent management programs and trainings, hiring assessments have become an integral aspect of HR processes nowadays. 4. Understanding Employees Better: Employee assessments give deep insights to the management about their employees. Their development needs, career aspirations, strengths and weaknesses, abilities, likes and dislikes. It is easier therefore to determine what motivates whom and this helps a lot Job enrichment process. 5. Better professional development decisions: When an organization gets to know who its high potential is, it becomes easier to invest in their professional development. Since development calls for investment decisions towards learning, training and development of the individual either for growth, succession planning, performance management etc, an organization remains bothered where to make this investment and talent management just make this easier for them.
  7. Pillars of Talent Management 1. Talent Acquisition: All organizations today want the sun and the moon and the stars but often land up only reaching the tree tops. Business firms are looking for employees who have excellent functional skills, social skills and strategic skills but, it is almost impossible to find one candidate who has best of all skills. Hence organizations make do with what they get. Identifying and acquiring talented workforce is one of the most important stages of talent management as they say, “Well begun is half well completed.” A recruitment strategy focuses on recruitment channels, recruitment content such as the brand promise, employee value proposition and brand image while the selection decisions harbour around which selection techniques should be used in which order and what weightages should be given to which methods. Jim Collins, in his book, Good to Great talks about the importance of getting the right people on the bus. Identifying the right talent depends on employer branding activities, employer value proposition, the sourcing mix used by the company and acquiring the right talent depends on the selection criteria and selection process deployed.
  8. Pillars of Talent Management 2. Talent Development: Once you have hired the right set of employees into the organization, it is imperative to develop them in the areas that are important to the organization. Some competencies are stable whereas some are dynamic competencies. The stable competencies include the enduring characteristics of individuals which remain more, or less the same over time and the dynamic competencies include knowledge and skills that are continuously changing. Talent development primarily aims to develop the dynamic competencies of individuals through interventions such as formal training programmes, coaching and mentoring by senior leaders of the organization, job rotations, on the job learning, special assignments, action learning, committee work, stretch assignments, developmental assignments, job shadowing, etc. There is a myth that training programmes are the most popularly used methods for developing skills of employees. On the contrary, only about 10-15% of learning happens through formal training programmes and the rest happens through methods such as those mentioned above.
  9. Pillars of Talent Management 3. Talent Engagement: Hiring and developing talent does not ensure that we have engaged employees. Having employees who go out of their way to help others, having employees who do not restrict their work tasks to their job descriptions and having employees who are more willing to work on holidays or extra time is a blessing in today’s competitive environment. These things will happen only and only if the employees are truly engaged with the organization. Having engaged employees is truly an asset to the company and a success story towards talent management. With organizational citizenship, behaviour is often used as a parameter to gauge employee engagement, what is often overlooked as a factor has increased engagement in mentoring the employees. Mentoring is when senior and more experienced individuals in the organization take keen interest in the personal and professional development of junior and less experienced individuals in the same organization. These senior leaders act as a friend, philosopher and guide to fresh recruits who get roped into the organization culture and systems very strongly through these informal channels. Apart from mentoring relationships, what all helps organizations to engage talent is managing and measuring performance and potential of employees. Managing performance is way beyond just performance reviews or performance appraisals.
  10. Pillars of Talent Management 4. Talent Retention: Hiring the right talent, investing in further developing them and engaging them is a futile effort if it does not lead to talent retention. All the hard work and efforts of the HR team go in vain when employees want to exit early from the organization. Not all exits are bad but when employees want a separation without having contributed enough, is where the problem lies. Some companies especially in the Information Technology sector are trying to remedy this situation by asking employees to sign a bond. A bond that is a contract between the employer and the employee that makes them agree to terms and conditions stating that they will not leave the organization for a minimum period of xyz years as decided by the company. In case they violate this clause of the Memorandum of Understanding, there is a huge monetary fine associated with the same. IT companies try to justify this by saying that they spend a lot on the college pass outs and they have every right to recover that cost. This is a never ending debate. Let us go back to the original discussion on talent retention. Organizations can maximize the possibility of low employee attrition by optimal reward management and by ensuring they provide a work environment which is enabling, open, collaborative, trusting, proactive and encouraging.
  11. Principles of Talent Management Principle 1 - Avoid Mismatch Costs In planning for future manpower requirements, most of the HR professionals candidates or manpower inventory. Many of the people who remain in this other options and move when they are not raised to a certain position and better to keep the bench strength low and hire from outside from time to means only to hire from outside, which leads to a skill deficit and affects the Such decisions can be taken by thinking about the ‘Make or Buy’ decision. accurate is the demand forecast? How long is the talent required? Can we to these questions can better help the talent management to decide on
  12. Principles continued Principle 2 - Reduce the Risk of Being Wrong In manpower anticipations for future an organization can ill afford to be demands for future business needs because of the uncertainty involved. It is attune the career plans with the business plans. A 5-year career plan looks year business plan. Further, long term development and succession plans may end up as a futile lacks a firm retention strategy. Principle 3 - Balancing Employee Interests How much authority should the employees’ haves over their own models that have been adopted by various corporations globally. There is the flipside in this is that talented employees search for options. internal mobility programs which are a regular feature of almost all the top
  13. Principles continued Principle 4 - Recoup Talent Investments Developing talent internally pays in the longer run. The best way to recover talent management is to reduce upfront costs by finding alternative and options. Organizations also require a rethink on their talent retention retention. Another way that has emerged of late in many organizations is sharing employees. Many of TATA companies for example sponsor their employees’ Similarly, lots of organizations use ‘promote then develop’ programs for cost of training and development is shared between the two. One important investments is spotting the talent early, this reduces the risk. More people needs to be given opportunities before they get it elsewhere.
  14. Talent Acquisition Operational Workflow Requisition Process Sourcing Application Process Screening and Interviewing Notification of Non-selection Employment Offers
  15. Major reference: Talent Management: A Contemporary Perspective by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021 (Chapter author: Amitabh Deo Kodwani) THANK YOU !!!
  16. The People Value Chain management-the-people-value-chain The concept of the "value chain," introduced by Michael Porter in 1985, can be applied to talent in the form of the following "people value chain": talent attraction, targeted recruiting, high-accuracy hiring, proactive "on-boarding," talent identification, performance enhancement, career acceleration and succession management. Leadership that really "gets it" takes a strategic, long-term, patient and disciplined approach to creating and maximizing the people value chain. People are a fundamental resource for any enterprise. Unless top leadership can harness this asset, an organization risks being eclipsed in the so-called war for talent. Executive leadership must be strategic about talent because the most important levers for extending competitive advantage are all related to people.
  17. Attracting and Hiringthe Right Talent There are only two tactics that will deliver on that score: one, having a strategically grounded "culture brand" for attracting andrecruitingthebest fits; andtwo, being ableto carryout high-accuracyhiring. The foundation of a strategically grounded culture brand requires crystal clarity about the organization’s reason for being (mission), itsidealized futurestate(vision) and itsfundamentalculturalprinciples (core values). High-accuracyhiringinvolves knowing how toprecisely screenin andscreen out, 1. analyzeyour major job categoriesand identify theircrucialcompetencies. 2. build asetof tools thatcanmeasure thedesired traitsandcapabilities for a given candidate. 3. methodically prepare hiringteams to gaugetheanswersto threequestions aboutevery candidate: •Canhe/shedo thisjob? (Education, experience andacquired skill sets) •Will he/shedo thisjob? (Vocationalinterests,motivation, work ethicand drive) •Will he/shefit here? (Values,sociability, independence, team orientationandleadership/followership styles)
  18. Proactive Onboarding It is a leap of logic to assume that high-accuracy hiring will protect against misalignment between the new hire and the organization’s culture, its people and all their customs. Failing to consider all the possible hazards that can threaten even the most able new executive’s tenure is a glaring oversight that leads to the shortening of tenures as executives fail to sustain. Key objectives of onboarding coaching include aligning the executive with the corporate culture, developing the areas that bear closely on job success, facilitating positive communication and ensuring positive relationships with his orherteamandotherstakeholders. The new hire and coach are partners in developing strategies to integrate the executive into his or her new role, culture and company. Together, they create an early warning system for identifying emerging problems and initiate thestepsnecessarytotaketheexecutive’sskill setstothenextlevel.
  19. Identify and Develop Your ExistingTalent Your mission, vision, core values and "strategy execution blueprint" will guide your talent identification and development system. Once you understand how they translate into cultural, leadership and talent management requirements, you can make the case for talent management throughout the organization, align all levels of management with the requirements and hold them accountable for delivery. That delivery depends on the accurate use of a powerful weapon: a leadership competency model that captures the essence of your mission, strategic imperativesandtalentrequirements. Keep Them in the Pipeline Any talent management approach must synchronize with the organization’s strategy. Reverse-engineer your succession management to the organization’s human resources strategy, which, in turn, is reverse-engineered to the overall business strategy. Then, turn the organizational culture into a meritocracy where managers are held accountable, recognizedandpromotedforbeing successful talentscoutsanddevelopers.
  20. SIX KEY ELEMENTS OF TALENT MANAGEMENT VALUE CHAIN •1. Define principles & strategic objectives: What are the overall principles and strategic objectives for HR management? •What mix of staff should be employed? •How should the skill base be developed? •2. Plan: What talent segments will be needed and by when? •To what extent will the talent needs be met internally and to what extent will they need to be met through external recruitment? •What is the expected rate of talent attrition? •3. Attract: What is the value proposition as an employer? •What external recruiting pools should the company target? •What recruiting processes should be in place to attract, filter and screen the best available talent? •How should offers be converted into acceptances?
  21. SIX KEY ELEMENTS continued… •4. Train & Develop: What training programs should be in place at the different levels? •How should the success of these training programs be measured? •5. Assess & Promote: How should internal talent be evaluated? •Who should do the evaluations? •What career paths should be defined within the company? •How can departing staff be assisted in external job placements? • 6. Engage & Affiliate: How can the company drive engagement and commitment to the organization? •How can the company maintain affiliation with alumni?
  22. The Process of TalentManagement *TalentManagement–AContemporary Perspective byMohapatraandDhir, SageTexts,Edition-2021
  23. The Process contd…*
  24. Steps in the SelectionProcess*
  25. Sources of Recruitment
  26. Major reference: Talent Management: A Contemporary Perspective by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021 (Chapter author: Amitabh Deo Kodwani) THANK YOU !!!
  27. ONBOARDING 1) The final stage of talent acquisition is termed as Onboarding. 2) Organisations tend to remain stuck at the orientation level. 3) After orientation, the employees may be heralded to meet their new team. 4) However, a transition into a new job may need handholding and support. This makes the difference between ‘making’ or ‘breaking’ the performance. 5) Informally, sink-or-swim approach may be adopted; while some organisation go for formal approach by structuring the onboarding in a 30-60-90-day action plan.
  28. ONBOARDING (Obg.) V/S ORIENTATION (Otn.) A. Purpose: Obg. involves integrating a new hire into the organisation and make them a fully productive individual; while Otn. aims to introduce the person to the culture, values of the organisation and some tolls and techniques that may needed for working. B. Length of time: Obg. may take up to 1 year with 30-60-90-day check in; while Otn. is of short duration from 1 day to 2 weeks. C. Nature: Obg. is strategic; while Otn. is tactical. D. Style of communication: Obg. is selling; while Otn. is telling.
  29. ONBOARDING (Obg.) V/S ORIENTATION (Otn.) A. Purpose: Obg. involves integrating a new hire into the organisation and make them a fully productive individual; while Otn. aims to introduce the person to the culture, values of the organisation and some tolls and techniques that may needed for working. B. Length of time: Obg. may take up to 1 year with30-60-90-day check in; while Otn. is of short duration from 1 day to 2 weeks. C. Nature: Obg. is strategic; while Otn. is tactical. D. Style of communication: Obg. is selling; while Otn. is telling.
  30. Ink Blot Test
  31. Thematic Apperception Test
  32. MBTI Test 1. Are you outwardly or inwardly focussed? (E/I) 2. How do you prefer to take an information? (S/N) 3. How do you prefer to make decisions? (T/F) 4. How do you prefer to live your outer life? (J/P)
  33. DISC Test
  34. Interpretations (example)
  35. Interpretations (example)
  36. Interpretations (example)
  37. Challenges in Talent Management 1. Recruiting Talent The recent economic downturn saw job cuts globally. Those who were most important to organizations in their understanding were retained, other were sacked. Similarly huge shuffles happened at the top leadership positions. They were seen as crisis managers unlike those who were deemed responsible for throwing organizations into troubled waters. It is the jurisdiction of talent management to get such people on onboard, who are enterprising but ensure that an organization does not suffer for the same. 2. Training and Developing Talent The downturn also opened the eyes of organizations to newer models of employment - part time or temporary workers. This is a new challenge to talent management, training and developing people who work on a contractual or project basis. What’s more big a challenge is increasing the stake of these people in their work.
  38. Challenges contd… 3. Retaining Talent While organizations focus on reducing employee overheads and sacking those who are unessential in the shorter run, it also spreads a wave of de motivation among those who are retained. An uncertainty about the firing axe looms in their mind. It is essential to maintain a psychological contract with employees those who have been fired as well as those who have been retained. Investing on people development in crisis is the best thing an organization can do to retain its top talent. 4. Developing Leadership Talent Leadership in action means an ability to take out of crisis situation, extract certainty out of uncertainty, set goals and driving change to ensure that the momentum is not lost. Identifying people from within the organization who should be invested upon is a critical talent management challenge. 5. Creating Talented Ethical Culture Setting standards for ethical behavior, increasing transparency, reducing complexities and developing a culture of reward and appreciation are still more challenges and opportunities for talent management.
  39. Current Trends in Talent Management 1. Talent War: Finding and retaining the best talent is the most difficult aspect of HR management. HR survey consultancies are one in their view that organizations globally are facing a dearth of talented employees and it’s often more difficult to retain them. Further research has also shown that there is clear link between talent issues and overall productivity. 2. Technology and Talent Management: Technology is increasingly getting introduced into people development. Online employee portals have become common place in organizations to offer easy access to employees to various benefits and schemes. In addition, employees can also manage their careers through these portals, and it also helps organizations understand their employees better. 3. Promoting Talent Internally: An individual is hired, when there is a fit between his abilities or skills and the requirements of the organization. The next step is enabling learning and development of the same so that he/she stays with the organization. This is employee retention. An enabled or empowered means an empowered organization. It is also of interest to organizations to know their skills inventories and then develop the right individual for succession planning internally.
  40. Trends contd… 4. Population Worries Globally and Inclusion: World populations are either young or aging. For example, stats have it that by 2050 60% of Europe’s working population will be over 60! On the other hand, a country like India can boast of a young population in the coming and present times. Population demographics are thus a disturbing factor for people managers. Moreover, the organisations are more open to hire irrespective of the cultural backgrounds 5. Talent Management to rescue HR: HR has been compelled to focus on qualitative aspects equally and even more than quantitative aspects like the head count etc. Through talent management more effort is now being laid on designing and maintaining employee scorecards and employee surveys for ensuring that talent is nurtured and grown perpetually. 6. Increase in Employer of Choice Initiatives: An organization’s perceived value as an employer as helps improve its brand value in the eyes of its consumer. Most importantly it helps it attract the right talent.
  41. Contemporary Practices in Talent Management
  42. Major references: Talent Management: A Contemporary Perspective by Mamta Mohapatra and Swati Dhir ; Sage Texts; edition 2021 THANK YOU !!!
  43. ONBOARDING 1) The final stage of talent acquisition is termed as Onboarding. 2) Organisations tend to remain stuck at the orientation level. 3) After orientation, the employees may be heralded to meet their new team. 4) However, a transition into a new job may need handholding and support. This makes the difference between ‘making’ or ‘breaking’ the performance. 5) Informally, sink-or-swim approach may be adopted; while some organisation go for formal approach by structuring the onboarding in a 30-60-90-day action plan.
  44. ONBOARDING (Obg.) V/S ORIENTATION (Otn.) A. Purpose: Obg. involves integrating a new hire into the organisation and make them a fully productive individual; while Otn. aims to introduce the person to the culture, values of the organisation and some tolls and techniques that may needed for working. B. Length of time: Obg. may take up to 1 year with 30-60-90-day check in; while Otn. is of short duration from 1 day to 2 weeks. C. Nature: Obg. is strategic; while Otn. is tactical. D. Style of communication: Obg. is selling; while Otn. is telling.
  45. Importance of Onboarding I. Reducing attrition: In the crucial days, it is not only the employee being watched but the first impression that the employee creates about the company. In a survey of software professionals done by Jobvite (a recruitment firm), 30% of job seekers have left the job within 90 days of starting as their day-to-day role was not what they had expected, while others reported having a bad experience. II. Reducing time to productivity: Watkins points out in The First 90 Days, represented metaphorically below. Referring to point II, the figure illustrates how organisation invests in the employee, this is followed by the beginning of employee-efforts that start generating results, and finally, the employee is skilled enough to start generating high-level outcomes that may add to his value and beneficial to the organisation concerned.
  46. Importance contd… C. Increasing employee engagement: Effectively onboarding employees during their first year of service increases employee engagement. It is in this context that creating energy during the first day and maintaining it through the first week become important. E.g.: Some team building games; sharing stories of what makes your products different, how the organisation’s products and services have changed the lives of their appreciative clients. In some organisations, pre-onboarding may prelude to their orientation and onboarding programmes.
  47. Twitter’s Onboarding
  48. 4 C’s of Effective Onboarding 1. Compliance: Most organisations inform the new hires of the rules, regulations and procedures to be followed. Filling up of forms and providing information are part of eliciting compliance. 2. Clarification: It refers to the information that a new hire needs about their role in the organisation, expectations from their job, information about their team and so on. 3. Culture: Information about the cultural norms, values and enabling integration into the culture of the organisation is facilitated here. 4. Connections: Integration is complete only when an employee is able to form connections in the organisation with peers, subordinates, customers, vendors and so on.
  49. Another Onboarding Example Integration is faster in relational approach relative to informational approach as they fasten and foster the spirit of organisational socialisation.
  50. The Role of Workforce Segmentation on Onboarding  Segmenting workforce on the basis of demographics and generational cohorts can help increase the effectiveness of an onboarding programme.  A one-size-fits-all strategy may not work for all joiners.  For a baby boomer, this may not be the first job and they may have fair idea of compliance and rules. They may also not be comfortable with technology. The traditional face-to-face interaction may work better for them. Their preferred style of working may be asked for.  Gen Xers are individualistic, technologically adept, flexible and value work- life balance. Mentorships and peer groups can work very well for them by taking care of their need for independence and at the same time providing encouragement and support wherever necessary.  In case of millennials, who are digital natives and have been born into a world of cellphones and laptops, traditional orientations and onboarding programmes may not be exciting. Gamification, use of sociable experiences and allocation of a buddy can work well with this generation.
  51. Successful or Unsuccessful Onboarding
  52. Major references: Talent Management: A Contemporary Perspective by Mamta Mohapatra and Swati Dhir ; Sage Texts; edition 2021 (Chapter author: Mousumi Padhi) THANK YOU !!!
  53. Developing Competencies Competencies are the core of all talent and leadership development initiatives. The following can be identified: 1) What is it that employees in an organisation would need to succeed? 2) What is it that employees in a given role/level in that organisation need to succeed? 3) How are employees assessed for the potential to succeed in future roles? 4) How are employees developed/prepared for their next possible role? 5) How does one assess whether the employees fit in given roles? 6) How could an organisation identify possible successors to future roles? The answer to all the above questions lies in a single word, i.e., COMPETENCIES.
  54. Components of Competencies KNOWLEDGE: It refers to the information and facts acquired by a person through experience or education. Hence, knowledge regarding an identified focus area can be gained by learning from books, classroom, listening and so on. SKILLS: This is the ability to use the knowledge gained by applying it practically in a given situation or context and doing it well to reach a level of expertise. BEHAVIOURS: It is an individual’s physical reaction or verbal statement in response to a stimulus. Hence, behaviours are:  Observable through actions or heard through statements or reactions  Always seen in the context of situations and not in isolation  Repeatable and, hence, observed over a period of time
  55. Venn Diagram Ability stock illustration. Illustration of competence - 47893627 (
  56. Assessing Competencies Critical Incidents  They provide rich inputs to carry out a fair assessment of an individual’s performance as well as potential. These incidents should not be dated.  A recommended timeline for a fair assessment is critical incidents captured within the last 18 months. This is because people change with time; hence, it would not be fair to assess an individual today on the basis of the potential he/she had shown two years ago.  Critical incidents are preferably written in a standard format. Some of these are as follows:  STAR: Situation, task, action, result  CAR: Challenge, action, result  SAO: Situation, action, outcome
  57. Sample-Critical Incident Diary (CID)
  58. Critical Incident Sample (by SHRM) Setting – A bank teller was processing a cash deposit for a customer. When settling her drawer for the day, she was $2k short. After investigating, it appears as if a customer wrote $4k on his deposit slip, but only $2k made it into the teller drawer. Behavior – The teller said she did not notice that the amount on deposit slip was $2k more than what the member actually gave her. She posted the deposit for $2k too much and balanced short for the day. When questioned, the customer stated that what the teller posted is what he gave her. Result – The teller lost her job due to the outage. It was never determined if she took the money or made a math/reading error. Manager is Identifying KSAOs as Positive or Negative Critical incident: Negative
  59. Critical Incident Sample (by SHRM)…contd. Job-related Details KSAOs Teller didn’t read the deposit slip well enough Knowledge: How to use the deposit slip/follow instructions Teller missed a math processing error Skills: Math, reading, cash handling Teller may have acted unethically Abilities: Attention to detail, integrity Teller mishandled the cash
  60. My Development Programme (MDP) An employee is the CEO of their own career! MDP brings a sense of ownership in an employee. MDP should ideally be a single integrated document with inputs from various sources focused on enabling the individual not only to succeed in their current role but also to develop them for the next possible role. Hence, every MDP should have a clear purpose defined. This purpose could be to:  Develop the individual to excel in their current role  Develop an individual for the next possible role  Develop an individual for a functional shift on the basis of their career aspiration and need of the organisation
  61. MDP Format: Date Basic demographic data Career aspirations Succession plan Potential data Performance data Competencies required to succeed at next possible role Proficiency level as assessed by manager for each competency (strength: S/development: D) Areas of development Areas of strength Identified focus areas (recommend not more than 2-3 areas at one time including one strength area) Actionable/Timelines/Milestones/Impact (Tangible/Intangible) Review of progress Assessment of movement of proficiency in identified areas Sign off by stakeholders (Manager | Employee | HR)
  62. Philosophy of 70-20-10 70% 20% 10% Andragogy Philosophy Experience Exposure Education
  63. Elucidation on the previous slide 1. Experiences (70%) a) Live projects: Individually or more preferably in teams or cross-functional teams. The project team is mentored by leader or expert, and it should have a project plan with accountabilities and timelines clearly defined; This involves learning through each other. b) Assignments: They can be focused on learning through research and recommendations. They may not always have business impact. However, they may prove to be useful when either the focus is on individual development, or it involves research and recommendations. c) Secondments: These are opportunities when an individual is temporarily, but for a fixed duration, moved to another role with the focus on giving the individual experiences that they not had in the past or are essential for them to develop for their next possible role. After completion of the secondment, the individual moves back to their original role. d) Standing-in: It is a technique used wherein an individual is given an opportunity to perform the role of manager, i.e., stand-in. this can be done when the manager is on long leave and can designate the individual concerned. This way, the individual concerned is tested by the manager and the organisation for his/her opportunity in the next possible role, and accordingly manager can make the individual’s succession decision.
  64. Elucidation continued 2. Exposure (20%) a) Coaching: It is a process wherein an individual is supported by a certified and trained coach to enable their development. The coach asks the right questions and allows the individual to explore the answers on their own. However, the coach is not expected answer his own questions. b) Mentoring: It is a process wherein a mentor who has ‘been there and done that’ guides an individual by sharing their own experiences, thereby enabling the individual’s development. The mentor may be expected to give answers to the individual’s challenges and help them learn. c) Study missions: It is learning from peer organisations or cross-industry organisations. In this process, the individuals identify the target organisation where there are some best practices already implemented. Based on these, the individuals evaluate what works in their organisation’s context and accordingly make recommendations. d) Shadowing: Here, an individual shadows another individual who has the identified development area as a strength or has developed a high level of competence through experience and exposures. The former observes the latter for a specified period that should be complemented with discussions for the former’s holistic understanding of the focus-area.
  65. Elucidation continued 3. Education (10%) a) Classroom training programmes: These are the traditional mode of delivering learning where a trainer designs and delivers a learning intervention for identified individuals in a classroom. These programmes have also evolved to involve more of experiences (learning through activities) compared to education (lecturing). b) E-learning: Learning modules through online mode (asynchronous) as in the case of MOOCs (SWAYAM, Coursera, Udemy and so on) and/or synchronous, i.e., learning through videoconferencing facilitated by the teacher/trailer. c) Self-study: Individual learns through his own interest and efforts. Reading a book, a journal or a magazine relevant to the area of development. Updating oneself on research in the identified area through secondary research.
  66. The 5-Level Competency Model Competencies | careerframework-new ( For each of the competencies, a level of proficiency is defined based on the position within a specific Career Ladder. There are five levels of proficiencies: •Being Developed: The individual demonstrates a minimal use of the competency and is currently developing it •Basic: The individual demonstrates limited use of a competency and requires additional training to apply without assistance or frequent supervision •Intermediate: The individual demonstrates a working or functional proficiency level which enables the competency to be exercised effectively (has working or functional command of the competency) •Advanced: The individual demonstrates in depth proficiency level; is able to assist, consult or lead others in the application of a competency •Expert: The individual demonstrates broad, in-depth proficiency; is recognized as an authority or master performer in exercising the competency
  67. Major references: Talent Management: A Contemporary Perspective by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021 (Chapter author: Premjeet Furtado) THANK YOU !!!
  68. Opening Vignette
  69. What is Career? Many people consider career to be an important aspect of a successful life. A career can be defined as a sequence of various paid and unpaid occupations undertaken in a person’s lifetime (Patton, 2008). Moreover, the term, ‘career’ means the unfolding sequence of a person’s work experiences over time. When we talk about career, it can not only encompass professional roles buy may also include other things such as lifestyle, volunteer work and activities with friends.
  70. Job v/s Career What Is the Difference Between a Job and a Career? | A job is work you perform to earn money to support your basic needs. It can be full-time or part-time and may be short-term. You might earn an hourly wage or a set paycheck rather than a salary with benefits. You might need to learn certain skills connected with that role, but not all jobs require a specialized degree or advanced training. A career is a long-term professional journey you may determine based on your passions. It is the path you embark upon to fulfill your professional goals and ambitions. You may require a certain level of education or training to achieve these goals. Individuals pursuing careers often have set salaries with benefits such as stock options, retirement plans, pensions and bonuses. They also gain benefits beyond money, such as personal pride, work satisfaction and self-worth.
  71. Career and Success Many individuals have an objective to excel in a career and achieve success. Career success is one of the most desirable and positive life outcomes for an employed individual, which may involve real or perceived achievements that accumulate as a result of work experience (Singh et al., 2019). There are two types of career success (Spurk et al., 2019):  Objective – This includes promotion, income level, salary increase and designation.  Subjective – This includes job satisfaction, new skill acquisition, work-life balance, healthy relationships with peers and pride in work. The attributes of objective career success may change across industries, but subjective career success is largely affected by the emotional aspects of an employee in some organisation.
  72. Career Management (CM) CM is a lifelong process of investing resources to accomplish future career goals and adapt to the changing demands of dynamic economies. The CM process embraces various concepts including self-awareness, career development/career exploration, networking and lifelong learning. From the employer’s perspective, CM refers to the activities that companies carry out to sustain their employees career development (Baruch & Peiperl, 2000), helping them obtain promotions ad pay rises, and assisting their transition into leadership position (Vinkenburg & Weber, 2012). It is a process through which one becomes aware of one’s interests, strengths, weaknesses, desires from which to obtain information; formulates career goals; designs action plans needed to achieve those goals.
  73. Career Planning (CP) In today’s dynamic world, nothing is certain , and things are constantly being changed due to technological advancement and the rise of new demands. It has become very difficult to choose the right path, stick to it and succeed in professional life. The only thing which can help people in this is proper CP and execution (Jiang et al., 2019). CP is a continuous process of discovery in which an individual gradually develops his occupational concept as a result of skills or abilities, needs, motivations and aspirations of his value system (Bharti & Rangnekar, 2019). Therefore, career management (CM) helps people to understand what they want, what they are capable of and how they can achieve the desired goal in the selected career.
  74. Importance of CP  To set a goal: The articulation of goals should be logical and based on the interests and abilities that one possesses.  To choose the right career path: It is important to compare different CP paths and select one suitable for one’s personality.  To align the goal: It is crucial to audit each step one has taken towards achieving the goal and not deviate from the right path.  To be prepared for uncertainties: One’s career does not depend only on his/her capabilities and willingness to do things but also on market conditions which are affected by external factors like economic cycle, political scenario, pandemic effect and so on.  To identify useful training programmes: Understanding working towards equipping oneself with the new techniques through training to withstand the competitive scenario in dynamic environment.  To achieve sustainable growth and a secure future: CP is vital in equipping individuals with all necessary skills and competencies to perform, sustain and have a secure future (Donald et al., 2019).
  75. Challenges in CP from an Employer’s Perspective 1. Ineffective HR Practices: Many organisations do not have fair recruitment and performance appraisal systems and are also deficient in providing sufficient opportunities to employees. 2. Funding issues for training: This is also a problem for many organisations operating at low level due to scarcity of funds, and this impeaches on providing adequate training to their employees. 3. Lack of mentors: This is difficult because experts in their respective domains often may not want to devote their time mentoring as it may not be recognized during their performance appraisal. 4. High attrition rates: People are difficult to retail as they may leave their organisation for perceived better opportunity. Therefore, investments made on them gets sunk. 5. Informal system: This type of system may deprive an employee from getting clear about his/her key performance indicators (KPIs).
  76. Challenges in CP from an Employee’s Perspective 1. Lack of knowledge: Sometimes, it’s the paucity, and sometimes, people’s unawareness about the different options available in professional life which causes a big problem in making decisions on goals. 2. Not being proactive: Usually, people who are not proactive and rather, reactive ones may be too relaxed to not take goals seriously. This type of behaviour does not allow them to be an effective planner. 3. Absence of work-life balance: An interface of balance between personal and professional life is weak, it may be very difficult to plan an appropriate career and execute it. 4. Lack of patience: Instead of being patient by delivering efforts for timely rewards, people end up taking hasty decisions to achieve early success and may opt for shortcuts in life (Tsien, 2017). Millennials frequently change their career plans and will not necessarily wait for the ‘right time’ (Papadatou, 2019).
  77. Major Steps in Effective CP Planning
  78. Elucidation on previous slide 1. Identify interest and ability: One should develop a clear understanding of what he/she is passionate about in life, which motivates them work hard in that direction only. 2. Choose a suitable career: Identifying the related career fields. For instance, one with strong analytical ability may go for areas like HR analytics or a similar profile. 3. Set goals and objectives: Going step-by-step to fulfill the goal, i.e., to progressively work up to make a competent profile. 4. Focus on utilizing strengths and overcoming weaknesses: Firstly, accepting the areas of improvement to work on them and at the same time, capitalizing on the areas of competence. 5. Be Aware of the latest trends and market updates: Latest technological updates and styles of working.
  79. Elucidation contd… 6. Gap analysis between current and expected positions: If the gap is narrow, then CP is effective, and a minor adjustment is required. In case of broader gap, ineffective are needed to be identified and fixed. 7. Acquire knowledge and skills (through training programmes): Identifying areas of learning and choosing suitable sources to gain knowledge and develop skills. 8. Multitasking behaviour: It may not be a sign of productivity but reflects one’s ability to manage different people and assignments together. 9. Readiness to take opportunities: One’s career growth resides in getting the number of opportunities and approaching them with grace and boldness. 10. Review and assessment on completion of objectives: The assessment helps to understand how much ‘journey’ has been covered as per the career plan and how much remains. 11. Goal achievement: Last but not the least, the desired goal in a professional career and recognising and understanding when one has ‘arrived’. It combines all the above steps and gives a sense of achievement when a set goal is achieved by a person.
  80. Industry Insight About us ( McKinsey & Company is a global management consulting firm. We are the trusted advisor to the world's leading businesses, governments, and institutions. We work with leading organizations across the private, public and social sectors. Our scale, scope, and knowledge allow us to address problems that no one else can. We have deep functional and industry expertise as well as breadth of geographical reach. We are passionate about taking on immense challenges that matter to our clients and, often, to the world. McKinsey invests heavily in training of all its employees, for example, the EMBARK introductory training and learning; workshops on business essentials, team management and client relationship; and experienced-hire workshops. These training programmes are designed to provide employees at McKinsey with the right tools and opportunities to succeed and grow.
  81. Succession Planning Nowadays, many organisations have become more flexible in their approaches towards employees and started considering human resources as human capital (Boon et al., 2018) Succession Planning refers to the employer’s view of career planning for employees and reflects a proactive approach for HR planning as per the requirement. Organisations look for hiring the best candidates, coach them through appropriate training and try to retain them by focusing on their well-being. Succession planning is one of the best ways to maintain employee turnover through proper planning and leadership development (Carter et al., 2019).
  82. Industry Insight
  83. Barriers in Succession Planning 1. Selecting the wrong candidate: Inability of many companies to pick good candidates due to poor selection processes leads to their experiencing of low-commitment and poor productivity issues. Hence, appropriate tests are procedures are required. 2. Unfair promotion policies: These are demotivating for employees as it leads to creation of distrust in the system, which may prevent employees from performing well. Organisational justice is inevitably important. 3. Weakness in forecasting: It is required to predict future uncertainties and planning well in advance. Attrition, employee turnover, technological change, etc. disrupt employee demand and supply and undermine overall HR planning. Some calculations may be required at times. 4. Poor strategy (sluggish approach): Some organisations conduct a delayed approach of not making proper planning and strategy. These types of organisations are not proactive and are more likely to respond to occurred events. If an organisation is planning to diversify, effective manpower is crucial (proactively).
  84. Major references: Talent Management: A Contemporary Perspective by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021 (Chapter authors: Nishant Singh, Umesh Bamel and Peter Stokes) THANK YOU !!!
  85. Organisational Justice Organisational justice, first postulated by Greenberg in 1987, refers to an employee’s perception of their organisation’s behaviours, decisions and actions and how these influence the employee’s own attitudes and behaviours at work. The term is closely connected to the concept of fairness; employees are sensitive to decisions made on a day-to-day basis by their employers, both on the small and large scale, and will judge these decisions as unfair or fair. These judgements influence an individual’s behaviour and can, in cases where the actions have a personal effect on the employee and are judged as unfair, lead to workplace deviance. Organisational justice is concerned with all matters of workplace behaviour, from treatment by superiors to pay, access to training and gender equality. It is originally derived from equity theory, which suggests individuals make judgements on fairness based on the amount they give (input) compared to the amount they get back (output).
  86. Organisational Justice
  87. Ethical Perspective to Talent Management Talent Management is viewed as a neutral and normative activity free of biases, where those with the most promises will get the best chances to rise to the top. Prior research on appraisals has shown that any assessment of performance has biasing effects. Biasing effects in appraisal include the rater’s involvement in previous appointment decisions, impression management, interpersonal regard or liking for the employee and inflating ratings in the best interest of individual and unit performance to avoid confrontation (Swailes, 2013). The promotion system that is an essential component of TM suffers from fairness and exclusion problems. Further, individuals who have received past promotions or perceive that they have opportunities for advancement are more likely to consider the promotion system fair than those whose past and anticipated options are minimal (Slan-Jerusalim & Hausdorf, 2007).
  88. Types of Organisational Justice  Distributive justice occurs when employees believe that outcomes are equitable (Colquitt et al., 2013). These outcomes are either tangible, such as pay, or intangible, such as positive feedback. When employees believe that they are being paid or treated equally, then this results in distributive justice (Adams, 1965).  Distributive justice focuses on outcomes, procedural justice focuses on the fairness of the decision-making or process that leads to these outcomes. Employees perceive procedural justice when they feel they can voice their opinion regarding the process. Employees also believe procedures are fair when they are consistent, accurate, ethical, and lack bias (Colquitt et al., 2013).  Interactional justice focuses on the way in which an individual is treated when decisions are made; individuals feel they are being treated fairly when employers provide explanations for decisions and treat employees with dignity, respect, and sensitivity (Colquitt et al., 2013). Interactional justice can also be broken down into two types – interpersonal and informational justice.
  89. Benefits of Organisational Justice Organizational justice is an important construct because it affects outcomes at the individual, team and organizational level. Research has shown that organizational justice is linked to positive outcomes such as •trust, •job performance and satisfaction, •organizational commitment, and •organizational citizenship behaviors (Colquitt et al., 2013). Organizational justice is also linked to negative outcomes such as counterproductive work behaviors, turnover and burnout, such that employees who perceive fairness in outcomes and processes tend to engage less in these negative behaviors (Colquitt et al., 2013). It is important for organizations to ensure that they treat their employees fairly through ensuring that both outcomes and processes are equitable and just. Organizations can ensure that organizational practices are transparent and equitable so that employees remain committed to the goals of the organization.
  90. Responsible Talent Management Swailes has recently released a set of guiding principles for responsible TM with the implications for practice (Swailes, 2020). These are: 1. There is no reasonable ground to believe that some employees are substantially more talented than others and, therefore, can be deployed in key positions. Senior leaders need to explicitly articulate why and how they have arrived at this judgement based on their prior experience. Multiple criteria will enhance the talent pool’s quantity and quality and allow the organisation to create a diverse talent pool. It will increase developmental opportunities for employees who qualify under the multiple criteria outlined, rather than a single measure like appraisal ratings. This will eliminate the disproportionate impacts and lead to distributive justice. 2. Organisations should produce descriptions of Talent that are realistic, aspirational, and non-discriminatory that match the various roles and responsibilities that they are likely to take on within the organisation. Explicit role descriptions will enhance procedural justice perceptions.
  91. Responsible TM contd… 3. Talent identification processes should be inclusive to the extent that all those assessed to be at or above an agreed talent threshold and who want to be included in development programmes are included. This inclusive approach to TM ensures outcome justice and provides access and opportunity to all the employees who aspire for positions/roles within the organisation. 4. The last principle stems from an implementation perspective. Line managers and the HR department must ‘assess the nature, the sources and the scale of adverse impacts that their assessment is likely to have on participants who are not considered as talent.’ Keeping in consideration, the progress and wellbeing of the talent pool participants periodically, immediate feedback must be provided by the leaders to those employees who have not been identified as talents. Leaders should create an open and safe space for dialogues so that both procedural and informational justice perceptions of the employees can be strengthened.
  92. Case of Mahindra Group
  93. Emerging Ethical Challenges in TM 1. Gig economy worker, the one who demonstrates high potential and is valuable for organisation, should be considered in the TM process by an organisation with an inclusive TM strategy? Suppose the organisation has an exclusive and elite TM process; what is likely to be the justice perceptions of workers who are not a part of the Tm process who see the gig economy worker being provided opportunities? 2. The use of artificial intelligence (AI) in TM decisions has received a great deal of attention in recent times. Using data captured through digital technologies, AI identifies patterns unseen by the human eye. Problematically, women and minority groups are under-represented in the TM process, the training data set of high performers has members mostly from majority groups. Recent experiences of using AI for hiring decisions reveal that the algorithms reinforce gender biases (Dastin, 2018). If the training set, the data or both are biased, and algorithms are not sufficiently audited, AI can exacerbate bias in hiring and reinforce homogeneity in organisations (Chamorro-Premuzic et al., 2019).
  94. Major reference: Talent Management: A Contemporary Perspective by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021 (Chapter author: Vasanthi Srinivasan) THANK YOU !!!
  95. Employee Engagement (EE) EE is an important aspect of any organisation. It facilitates maximum productivity and competitive advantages through discretionary efforts made by the employees. EE is used when an employee feels an emotional connection between them and the organisation, thus influencing their behaviours and level of effort they put in work. It is a methodology of creating an environment in the organisation where employees care for what they do and are cared for what they do. In short, employees feel engaged. Organisation need to consider the fact that EE is a process variable rather than an outcome variable. Hence, employers need to make sure that employees enjoy their work so that they are not only physically present in the workplace but also contribute to the growth of their organisations through their engaged efforts at the workplace. Therefore, EE is one of the means to encourage better performance in various roles of employees in the organisation (Dhir and Shukla, 2019).
  96. Categories of (EE) Every business or organization inextricably wants to have higher retention rate, productivity, and reduced absenteeism. Hence, it seeks continuous employee engagement. Employee engagement can be broadly divided into three categories (as per Gallup) − •Actively Engaged − Employees belonging to this category are highly motivated and work with great passion and feel a profound connection to their organization. They are used to work towards the vision of the organization and contribute their ideas towards innovation and creativity for the success of the organization. They are passionate, innovative, and constructive in their work to the organization. They perform consistently at high level. •Actively Disengaged − Employees belonging to this category aren’t just unhappy at work; they are also busy exhibiting their unhappiness. They disperse negative energy into the organization, causing severe damage to the organization. However, they are likely to serve the organization for a longer time but will always try to undermine what their engaged coworkers accomplish. •Not Engaged − A considerable percentage of employees in an organization belong to this category. They lack passion and drive and are seldom concerned for the betterment of the organization. They are used to focus on the task rather than goal or vision of the company. They do the work what is told or according to the instruction. They won’t contribute ideas, creativity, or innovation. They might be positive or negative. They are not proactive.
  97. Gallup’s Measure of EE Gallup’s Q12 can be used to understand the level of engagement (Harter et al., 2002) 1.I know what is expected of me at work. 2.I have the materials and equipment I need to do my work right. 3.At work, I have the opportunity to do what I do best every day. 4.In the last seven days, I have received recognition or praise for doing good work. 5.My supervisor, or someone at work, seems to care about me as a person. 6.There is someone at work who encourages my development. 7.At work, my opinions seem to count. 8.The mission or purpose of my company makes me feel my job is important. 9.My associates or fellow employees are committed to doing quality work. 10.I have a best friend at work. 11.In the last six months, someone at work has talked to me about my progress. 12.This last year, I have had opportunities at work to learn and grow.
  98. EE during Employee Life Cycle
  99. Talent Management (TM) through EE Talent management means selecting the right people, developing their potential and fueling their enthusiasm, building their commitment, and supporting them through periods of change. Employee Engagement: the individual’s investment of her/his time, energy, skills, knowledge, and creativity in the efforts and directions set by the organization. Simply stated: Talent management acquires and supports higher levels skills and knowledge; employee engagement increases the value application of the skills and knowledge. Talent generates revenue and reduces expenses; engagement lets them do that more, do that better. Businesses now aim to give more attention and action to both talent management and employee engagement. That attention needs to be well-directed; those actions need to be well-developed.
  100. Linkage between TM and EE 1. Better Onboarding Link A powerful onboarding program introduces talented candidates to the business’ engagement culture immediately. The individual can actually engage in onboarding activities — rather than sitting at a desk and thumbing through a binder. A strong program demonstrates employee engagement as the business lifestyle. Engagement is proven to attract active talent. Opportunities to engage from the start heighten talent’s appreciation…and engagement. 2. Competitive Advantage Link Competition for talent is fierce because talent is a leading factor in a company’s competitive advantage. Recruiting, developing and retaining talent are are the tools that build competitive advantage. Talent management starts with recruiting. Stronger recruiting efforts contribute to greater talent acquisition. Employee engagement adds to developing and retaining talent. It demonstrates the company’s appreciation of their value to the company — as it builds their value to the company.
  101. Linkage between TM and EE 3. Performance Improvement Link Talent joins a company appreciating the company and its product. As talent engages more fully in company operations, assignments, projects, that appreciation grows. The greater the appreciation, the greater one’s commitment to performing with quality. An employee — especially a “talent employee” — who who has the opportunity to perform in ways which she/he sees as valuable consistently seeks to improve that performance. 4. Customer Satisfaction Link Customers naturally prefer to experience quality product and quality service. Research says it is the people with whom customers interact that determine the customer’s opinion of that quality. Talent management looks for quality candidates. Employee engagement turns up that quality. Successful attraction and recruitment combine for the first step. Once talent is hired, employee engagement strategies increase communication and commitment. These are critical characteristics that satisfy customers.
  102. Linkage between TM and EE 5. Reduced Turnover, Increased Retention Link If intense effort is made to hire talent, equally intense effort should be expended to retain talent. Employee engagement is a specific element of talent management insofar as it boosts a company’s ability to hold on to talented employees. People stay with companies they value. The more an employee is allowed and encouraged to engage in job, team, and company company efforts, the more she sees the value. People stay with managers they trust. The more managers and employees engage in continuous communication about expectation, the more trust develops in their relationship. People stay with companies that offer opportunities for personal, even professional growth. The more your company provides such such opportunities — training, mentoring/coaching, community involvement — the more growth the employee witnesses.
  103. Possible Ways (considerable ideas) of EE 1. Create an engaging onboarding experience. 2. Spice up the work environment. 3. Celebrate people (not just their work). 4. Do a strengths assessment. 5. Be a motivating coach, not a managing boss. 6. Create feedback traditions. 7. Ask employees for advice. 8. Encourage individuality. 9. Make sure they're not overworking. 10. Get out of the office and have fun!
  104. Crowdsourcing for EE Crowdsourcing is the practice of engaging ‘crowd’ or group for a common goal – often innovation, problem-solving or efficiency. In easier words, this model takes the ideas, suggestions, votes and so on from a large crowd of employees, taking into consideration their contribution towards a common goal to bring about increased efficiency in results. To cultivate a healthy crowdsourcing environment for our employees, a company must consider a few points: 1. Crowdsourcing programmes should be more interactive than holding a mere competition to see who comes up with better idea. It should be a dialogue between the employee and employer, leading to productive outcomes. 2. There should be space for the ideas to evolve. The initial ideas cannot be presented in a boardroom, but letting that evolve through critical feedback, getting more insight from a few other opinions and iterating from version to version will bring a valuable plan to the table. 3. To be effective, a crowdsourcing programme requires proper communication to the parties involved, not just the employees. There should be multiple sources to every individual involved regarding the role they are supposed to play.
  105. inFeedo’s Amber (HR Analytics and AI-powered Chatbot)
  106. Major reference: Talent Management: A Contemporary Perspective by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021 (Chapter authors: Swati Dhir and Archana Shukla) THANK YOU !!!
  107. Talent Retention Talent retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Every organization invests time and money to groom a new joinee, make him a corporate ready material and bring him at par with the existing employees. The organization is completely at loss when the employees leave their job once they are fully trained. Employee retention takes into account the various measures taken so that an individual stays in an organization for the maximum period of time. Why do Employees Leave ? Research says that most of the employees leave an organization out of frustration and constant friction with their superiors or other team members. In some cases low salary, lack of growth prospects and motivation compel an employee to look for a change. The management must try its level best to retain those employees who are really important for the system and are known to be effective contributors.
  108. Illustration Misha was a talented employee who delivered her best and completed all her work within the desired time frame. Her work lacked errors and was always found to be innovative and thought provoking. She never interfered in anybody else’s work and stayed away from unnecessary gossips and rumours. She avoided loitering around at the workplace, was serious about her work and no doubts her performance was always appreciable. Greg, her immediate boss never really liked Misha and considered her as his biggest threat at the workplace. He left no stone unturned to insult and demotivate Misha. Soon, Misha got fed up with Greg and decided to move on. Situation 1 - The HR did not make any efforts to retain Misha and accepted her resignation. Situation 2 - The HR immediately intervened and discussed the several issues which prompted Misha to think for a change. They tried their level best to convince Misha and even appointed a new boss to make the things better for her.
  109. Importance of Talent Retention §Hiring is not an easy process: The HR Professional shortlists few individuals from a large pool of talent, conducts preliminary interviews and eventually forwards it to the respective line managers who further grill them to judge whether they are fit for the organization or not. Recruiting the right candidate is a time-consuming process. §An organization invests time and money in grooming an individual and make him ready to work and understand the corporate culture: A new joinee is completely raw, and the management really has to work hard to train him for his overall development. It is a complete wastage of time and money when an individual leaves an organization all of a sudden. The HR has to start the recruitment process all over again for the same vacancy; a mere duplication of work. Finding a right employee for an organization is a tedious job and all efforts simply go waste when the employee leaves. §When an individual resigns from his present organization, it is more likely that he would join the competitors: In such cases, employees tend to take all the strategies, policies from the current organization to the new one. Individuals take all the important data, information and statistics to their new organization and in some cases even leak the secrets of the previous organization. To avoid such cases, it is essential that the new joinee is made to sign a document which stops him from passing on any information even if he leaves the organization. Strict policy should be made which prevents the employees to join the competitors. This is an effective way to retain the employees.
  110. Importance contd… §The employees working for a longer period of time are more familiar with the company’s policies, guidelines and thus they adjust better: They perform better than individuals who change jobs frequently. Employees who spend a considerable time in an organization know the organization in and out and thus are in a position to contribute effectively. §Every individual needs time to adjust with others: One needs time to know his team members well, be friendly with them and eventually trust them. Organizations are always benefited when the employees are compatible with each other and discuss things among themselves to come out with something beneficial for all. When a new individual replaces an existing employee, adjustment problems crop up. Individuals find it really difficult to establish a comfort level with the other person. After striking a rapport with an existing employee, it is a challenge for the employees to adjust with someone new and most importantly trust him. It is a human tendency to compare a new joinee with the previous employees and always find faults in him. §It is essential for the organization to retain the valuable employees showing potential: Every organization needs hardworking and talented employees who can really come out with something creative and different. No organization can survive if all the top performers quit. It is essential for the organization to retain those employees who really work hard and are indispensable for the system.
  111. Talent Retention in 2022 Enhance your onboarding process Your onboarding process should: •Set employees up for success •Clarify expectations •Outline company culture and norms •Explain policies and procedures. Employees should be introduced to others outside of their team and be given an outlet to ask questions when they arise. This process can take up to a year to ensure your employees are fully immersed and comfortable with the organization. But a strong onboarding plan can help employees feel connected faster—which decreases their likelihood to second guess their decision to join your organization. Prioritize DE&I Diversity, equity, and inclusion has become an expectation in the workplace. Leaders should always be thinking of ways to make the workplace more inclusive by eliminating bias and barriers to diversity. Leaders need to view employees on an individual level and create a work environment that supports everyone’s unique needs. Constant communication around DE&I, with each employee, will help you understand where your efforts are lacking. And when you take action to promote inclusion, employee well-being improves and innovative business results come to the surface. As employees feel seen and included, they’ll have more initiative to stay.
  112. Talent Retention in 2022 Invest in your employees and their growth. It’s no secret that keeping your skills sharp and continuing education in your field is crucial in any industry — especially with the ever-changing advances in technology. If your employees know that you’re investing in them and their climb up the corporate ladder (i.e., course offerings, financial support surrounding education, mentorship programs, etc.), their satisfaction is likely to increase. Encourage heart-led management tactics. Poor relationships between employees and the managers they’re reporting to never lead to success. Your company’s performance reviews should always include a review of management skills and feedback from the team that directly reports to them. A heart-led leader shows vulnerability, humility, transparency and empathy — qualities that make an exceptional leader. Offer fair and competitive compensation. This one seems like a no-brainer, but it’s important to reassess your employee wages based on industry standards to prevent them from looking for a better option. Be clear and transparent about your pay structure, and don’t shy away from bonuses and wage increases if your employee has demonstrated that their value is deserving of it. Prioritize employee wellness and a healthy work-life balance. This is more than just offering a hybrid remote work environment and unlimited PTO. You should be regularly checking in with your team to gauge their workload and overall happiness at the company. Scheduling team meetings that are just check-ins that have nothing to do with work is another tactic I’ve found successful in creating a great company culture.
  113. References: strategies.htm retention loyee-retention-strategies-to-implement-in-2022/?sh=4a0776f94421 THANK YOU !!!