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Demystifying Talent Management
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Demystifying Talent Management

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  • 1. Demystifying Talent Management & Succession Planning to Gain C-Level Involvement
  • 2.
    • Loss of Key Leadership Talent
    • Business Growth
    • Business Complexity
    • Preservation of Company Culture
    Importance Why the CEO Cares About Talent Management and Succession Planning:
  • 3.
    • It Becomes an “HR Process”
    • Alignment with company strategy non-existent or unclear
    • C-Level is Not Actively Engaged
    • Employees Do Not See the Value
    • Inconsistent and Not Measured
    Barriers Why Talent Management Fails:
  • 4.
    • Integrate it with your Corporate Strategy
    • Make it a Core Business Process
    • Make it Measurable and Consistent
    • Engage the C-Level (and all employees!)
    Outcomes Learn to:
  • 5. Key to Success Engagement Consistent & Measurable Make Talent Management a Core Business Function Integration & Alignment with Corporate Strategy
  • 6. Key to Success Engagement Make Talent Management A Core Business Function Consistent & Measurable Integration with Strategy
  • 7. Organizational Needs 2. Organizational Leadership Development Plan Development Programs Integration Individual Development Plans Individual Development Plans Individual Development Plans Individual Development Plans
  • 8. 1.
    • Stretch Job Assignments
    • Expand/Modify Current Job
    • On the Job Activities
    • Training
    • Coaching
    • Self-Directed Development
    Development Programs Organizational Leadership Development Plan Individual Leadership Development Plan Recruitment & Selection Job Design Performance Management Retention Succession Planning
    • 360-degree
    • Individual Performance
    • Assessment Center
    • Organizational Capacity
    • Cultural Diversity
    • Organizational Performance
    • Competitive Edge
    • Employee Engagement
    Individual Assessments Leadership Competencies RESULTS Integration Strategy Talent Management Organizational Assessments
  • 9.
    • Create a structure tied to other business processes
    • Utilize a blended approach operating within the context of the business.
    Make it a Core Business Process
  • 10. Succession Planning Calendar
    • April –
    • Talent Management Review
    • Evaluate progress
    • Identify new HiPos
    • Forecast future needs
    • Calibrate plan
    • Report to Sr. Mgmt.
    • July –
    • Business Review
    • Evaluate progress
    • Report to Sr. Mgmt.
    • January –
    • Evaluate
    • Self-assessment
    • Manager assessment
    • One-up review
    • May -
    • Business Review
    • Follow-up on action items
    December November Business Review October Talent Management Review September August July Development Update June May Business Review April Talent Management Review March Evaluations Complete February January Begin Evaluations
  • 11. Blended Approach
    • Cross-Functional Assignments
    • Line to Staff
    • Big Jump in Scope
    • Start-Up; Turnaround
    New, “Stretch” Job Assignments Expanding/Modifying Current Job On-The-Job Activities 2.
    • Responsibility for Related Areas
    • Increased Span of Control
    • Structure, Roles
    • High Impact, Cross-Functional Projects and Task Forces
    • Team Leadership Activities
    • Visibility to Senior Management
    • Internal Programs
    • Action Learning
    • Executive MBA
    • Assessment Center
    • 360 Degree Feedback
    • Executive Coaching
    • Mentoring
    • Books 24/7
    • E-Learning
    • Customer Visits
    Training/Education Feedback & Coaching Self-Directed Development
  • 12.
    • Competency Model
    • 360 Degree Feedback
    • Assessment Center
    • Job Analysis
    • Curriculums
    Standardized
  • 13.
    • Managerial Bench Strength
    • Succession Hit Rate
    • Forecasting Accuracy
    • Internal Placement
    • HiPo Churn
    • Mentor Prevalence
    Measurable
  • 14.