Your SlideShare is downloading. ×

Talent management

788

Published on

Talent Identification and Management in Organization. …

Talent Identification and Management in Organization.

Its Process, Implementation

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
788
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
67
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • 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.
  • Transcript

    • 1. TALENT IDENTIFICATIONANDMANAGEMENT
    • 2. Systematic attractionIdentificationDevelopment, Engagement or RetentionDeployment of those individual who are particular value oforganization.
    • 3. TALENTMANAGEMENTit is about themanagementof high-worthindividuals or"thetalented"For others itis about howtalent ismanagedgenerallyDifferent fordifferentorganization
    • 4. •Top 10% of high-performers, whatever their role orlevel.•Executives with potential for board-levelappointments•High-potential individuals who are identified asthe leaders of tomorrow.•An end-to-end view of newly appointed graduatesto top leadership.•Every employee should be included in talentmanagement activities.WHO IS OUR “TALENT”
    • 5. Does organisation need Talent Management?“succession planningis growing inimportance asrecruitment budgetsare squeezed”“60 % of all employeesstate that when therecession ends they aregoing to look for a newjob”“67% of companies haveproblems recruiting peoplewhere specialist skills arenecessary”“Average cost torecruit a new employeeis Rs.4000.. To recruita senior Manager it isrs.10 000”“50% of organisations statethat the recession has had anegative effect on theirrecruitment budget”
    • 6. •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 „CVTemplate‟MANAGING TALENTMANAGEMENT
    • 7. Competency mappingRole analysisHr audit and HRISStrategic planningPerformance analysisTOOLS & TECHNIQUES
    • 8. INDIRECT IMPLIMENTATION OF TALENTMANAGEMENT IN NASIK WORKS LTDPerformanceAppraisalCareerplanningSuccessionplanningTraining &Development
    • 9. Defining Team managementImplementing TMBenefits of ImplementationIMPORTANCE OF TALENT INRECENT SCENARIO
    • 10. Role of talent in Job designingThe process of job design has been defined as, “Specification ofthe contents, methods, and relationshipsASPECTS OF JOB DESIGNINGJobStructuringLocation/SchedulingWorkOrganization
    • 11. IMPROPER DELIGATION OFWORKLACK OF HUMAN RESOURCEFUNCTIONSLACK OF RESOURCESPROPER JOB STRUCTURINGWELL DEFINED ROLES OFHUMAN RESOURCEHIGH TECHNOLOGYUNDERSTANDING OF HUMANPSYCHOLOGYPOST PERIOD CURRENT SCENARIOTALENTPOST VS PRE PERIOD
    • 12. GROOMING TALENTINRETAIL SECTOR
    • 13. PERSONALITY GROOMING BY GD & PRSENTATIONSGROUPDISCUSSIONUNDERSTANDINGTHE MANAGERIALSKILLSGROUP HAD AMPLE TO DISCUSSON WORTH OF THIS CAMPAIGN ANDTO GAIN KNOWLEDGE ON NATIONAL& SOCIAL ACIVIST ANNA HAZARE
    • 14. ROLES AND RESPONSIBILITIES OF HRDEPARTMENTRecruitment & selectionEmployee relation & AppraisalsTo maintain and develop HR policies.Manage a team of staff. Responsible for mentoring, guiding and developingthemPrepare information and input for the salary budgetsEnsure appropriate communication at all staff levels.
    • 15. LEARNING BY PRODUCT KNOWLEDGESESSION
    • 16. •Build an attractive culture through opencommunication•Respect the diversity of your talent pool•Recognize talent in ways that build loyalty•Recognition must be either monitory or nonmonitoryHOW TO RETAIN TOP TALENT
    • 17. •Coaching is about helping talented people to recognizeand release their potential•Coaching is the central performance for allperformance•Coaching is core to most key aspects of talentmanagement•Helping management to develop talentIdentifying, recognizing and releasing the talentCOACHING FOR TALENTMANAGEMENT
    • 18. Everyone has talent. What is rare is the courageto follow the talent to the dark place where itleads.

    ×