Talent management
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This document discusses talent identification and management. It defines talent management as systematically attracting, identifying, developing, engaging, and deploying high-value individuals. It identifies different types of talent an organization may focus on, such as top performers, executives, and future leaders. It also discusses tools and techniques for managing talent, including competency mapping, performance analysis, and succession planning. The importance of talent management is discussed in the current business scenario.
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Talent management
- 2. Systematic attraction Identification Development, Engagement or Retention Deployment of those individual who are particular value of organization.
- 3. TALENT MANAGEMENT it is about the management of high- worth individuals or "the talented" For others it is about how talent is managed generally Different for different organization
- 4. •Top 10% of high-performers, whatever their role or level. •Executives with potential for board-level appointments •High-potential individuals who are identified as the leaders of tomorrow. •An end-to-end view of newly appointed graduates to top leadership. •Every employee should be included in talent management activities. WHO IS OUR “TALENT”
- 7. Does organisation need Talent Management? “succession planning is growing in importance as recruitment budgets are squeezed” “60 % of all employees state that when the recession ends they are going to look for a new job” “67% of companies have problems recruiting people where specialist skills are necessary” “Average cost to recruit a new employee is Rs.4000.. To recruit a senior Manager it is rs.10 000” “50% of organisations state that the recession has had a negative effect on their recruitment budget”
- 8. •Appraisal Process for all employees •Performance Against Objectives •Career Discussion- Short term and long term goals •Personal Development Plan and Training Plan •Half Yearly review to check on track •Succession Planning for Senior and Critical Roles •Annual Development Boards •All Senior Managers their direct reports and Critical Roles fill in „CV Template‟ MANAGING TALENT MANAGEMENT
- 9. Competency mapping Role analysis Hr audit and HRIS Strategic planning Performance analysis TOOLS & TECHNIQUES
- 10. INDIRECT IMPLIMENTATION OF TALENT MANAGEMENT IN NASIK WORKS LTD Performance Appraisal Career planning Successio n planning Training & Development
- 11. Defining Team management Implementing TM Benefits of Implementation IMPORTANCE OF TALENT IN RECENT SCENARIO
- 12. Role of talent in Job designing The process of job design has been defined as, “Specification of the contents, methods, and relationships ASPECTS OF JOB DESIGNING Job Structuring Location/ Scheduling Work Organization
- 13. IMPROPER DELIGATION OF WORK LACK OF HUMAN RESOURCE FUNCTIONS LACK OF RESOURCES PROPER JOB STRUCTURING WELL DEFINED ROLES OF HUMAN RESOURCE HIGH TECHNOLOGY UNDERSTANDING OF HUMAN PSYCHOLOGY POST PERIOD CURRENT SCENARIO TALENT POST VS PRE PERIOD
- 15. PERSONALITY GROOMING BY GD & PRSENTATIONS GROUP DISCUSSION UNDERSTANDING THE MANAGERIAL SKILLS GROUP HAD AMPLE TO DISCUSS ON WORTH OF THIS CAMPAIGN AND TO GAIN KNOWLEDGE ON NATIONAL & SOCIAL ACIVIST ANNA HAZARE
- 16. ROLES AND RESPONSIBILITIES OF HR DEPARTMENT Recruitment & selection Employee relation & Appraisals To maintain and develop HR policies. Manage a team of staff. Responsible for mentoring, guiding and developing them Prepare information and input for the salary budgets Ensure appropriate communication at all staff levels.
- 17. LEARNING BY PRODUCT KNOWLEDGE SESSION
- 18. •Build an attractive culture through open communication •Respect the diversity of your talent pool •Recognize talent in ways that build loyalty •Recognition must be either monitory or non monitory HOW TO RETAIN TOP TALENT
- 19. •Coaching is about helping talented people to recognize and release their potential •Coaching is the central performance for all performance •Coaching is core to most key aspects of talent management •Helping management to develop talent Identifying, recognizing and releasing the talent COACHING FOR TALENT MANAGEMENT
- 20. Everyone has talent. What is rare is the courage to follow the talent to the dark place where it leads.
Editor's Notes
- Talent consist of those ind. Who make special contribution in org and make difference in organizational perf. Either in immediate contributn or by longer term gvng benefits to org.
- The term "talent management" means different things to different organizations. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberate
- While the facts and figures may apply to most organisations, remember that it is important to understand your organisation’s environment, it’s strategic approach and relevant labour markets before can consider how talent management may help your organisation.Different orgs have different ideas of who their talent is
- . Workforce Planning: Integrated with the business plan, this process establishes workforce plans, hiring plans, compensation budgets, and hiring targets for the year. 2. Recruiting: Through an integrated process of recruiting, assessment, evaluation, and hiring the business brings people into the organization. 3. Onboarding: The organization must train and enable employees to become productive and integrated into the company more quickly. 4. Performance Management: by using the business plan, the organization establishes processes to measure and manage employees. This is a complex process in itself, which we describe in detail in our new research Performance Management 2006. 5. Training and Performance Support: of course this is a critically important function. Here we provide learning and development programs to all levels of the organization. As we describe in the Death of the Corporate University, this function itself is evolving into a continuous support function. 6. Succession Planning: as the organization evolves and changes, there is a continuous need to move people into new positions. Succession planning, a very important function, enables managers and individuals to identify the right candidates for a position. . Compensation and Benefits: clearly this is an integral part of people management. Here organizations try to tie the compensation plan directly to performance management so that compensation, incentives, and benefits align with business goals and business execution. 8. Critical Skills Gap Analysis: this is a process we identify as an important, often overlooked function in many industries and organizations. While often done on a project basis, it can be "business-critical." For example, today industries like the Federal Government, Utilities, Telecommunications, and Energy are facing large populations which are retiring.
- Appraisal Process- Annually over a 2 month period- all employees should have a PDR where performance against last years objectives measured, career discussion and training plan and set new objectives for the year ahead. All appraisals should then be collated so can see if people are planning to leave, getting bored, require specific training etc and a training plan produced, costed, signed off and communicated.Succession planning is critical for if you get one of your key people announcing they are going to leave- also if bidding for long term contracts with organisations esp. local government etc. they will often ask to see evidence of succession planning for key roles.
- Competency mapping is a process through which one assesses and determines one’s strengths as an individual worker and in some casesEgleadersh, decision making etc
- “TM is the systemic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to an organization.” 4
- To maintain and develop HR policies, ensuring compliance and to contribute the development of corporate HR policiesfor:10. To facilitate / support the development of the Team members11. To facilitate development of staff with special focus on Line Management12. To recommend and ensure implementation of Strategic directions for people development within the organization.13. Ensure a motivational climate in the organization, including adequate opportunities for career growth and development.14. Administer all employee benefit programs with conjunction with the Finance and Administration department.