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Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
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Talent Management American Baking Association Presentation

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This presentation outlines the most essential elements to have an effective talent management function. The author outlines best practices for the reader.

This presentation outlines the most essential elements to have an effective talent management function. The author outlines best practices for the reader.

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  • 1. Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 12/14/2013 Talent Management Workshop ABA HR and Labor Conference February 18, 2013 David Brookmire, President Corporate Performance Strategies
  • 2. Agenda • Objectives • Business case for Talent Management • Critical success factors • HR Systems • Panel Discussion • Wrap-up Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 22/14/2013
  • 3. Objectives • Increase your understanding of how to build an effective Talent Management strategy • Gain a better understanding of HR’s role when implementing an effective Talent Management strategy • Develop or refine your Talent Management strategy • Learn from your peers by sharing best practices Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 32/14/2013
  • 4. Talent Management Report Card Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 42/14/2013
  • 5. Top 10 Hardest Jobs to Fill in 2012 • Engineers • Technicians • Sales Representatives • Accounting & Finance Staff • Drivers • Mechanics • Production Operators • Machinist/Machine Operators • IT Staff • Laborers Manpower Research, 2012 Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 52/14/2013
  • 6. Talent Management Elements 1. Business Strategy Development 2. Current and Future Leadership Needs 3. Critical Roles 4. Leadership Development Strategy 5. Talent Acquisition Strategy 6. HR Systems Design 7. Measuring Success Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 62/14/2013
  • 7. Talent Management Elements 1. Business Strategy Linkage 2. Current and Future Leadership Needs 3. Critical Roles 4. Leadership Development Strategy 5. Talent Acquisition Strategy 6. HR Systems Design 7. Measuring Success Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 72/14/2013
  • 8. Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 82/14/2013 Business Strategy Implications For Talent Management
  • 9. Pre-Work Questions • What are the key aspects of your company’s strategy that impact human capital? • What are the critical success factors (drivers of success) to implement the strategy (See explanation below)? • What is the role of human capital in implementing the strategy? What do leaders and employees need to possess and do to ensure success? • What are the top 3-4 gaps with respect to human capital that may prevent the company from being successful in the next 3-5 years? Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 92/14/2013
  • 10. Vision Become the #1 Brand around the globe for specialty products. Strategy Improve brand recognition and execution. Look for acquisitions in areas to help diversify our products. Implement continuous improvement in our manufacturing facilities. Upgrade our talent and build sufficient bench strength. Eliminate our long- term debt requirements. Invest in the infrastructure to support planned growth. Leadership Strategy Leaders need to develop M&A core competencies Must create a culture of continuous improvement Accelerate the acquisition and development of talent for key roles Greater collaboration among leaders to bring new initiatives to market faster Need culture change to innovative vs. risk averse. HR Initiatives Linking HR with the Business Strategic Succession plans, integrated talent programs Tactical Workforce planning and restructuring, performance management, training Foundation Introduce new technology platform, US policies on talent movement, hire CLO 102/14/2013 Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved.
  • 11. Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 112/14/2013 Current and Future Needs
  • 12. Current and Future Needs 12 Leadership Strategy Quantity of Leaders Needed Qualities Desired in Selection Competencies Needed to Implement the Business Strategy and Create the Desired Culture Collective Leadership Capabilities Desired Leadership Culture 2/14/2013 Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved.
  • 13. Competency Example Accountability • Defines objectives and strategies to meet customer requirements and organizational goals and objectives. • Manages performance to achieve expected results. • Keeps informed of performance through face- to-face meetings, written communications, analytical reports, and performance measures. • Keeps supervisor informed of progress, issues, and potential problems. • Maintains a cost/effective balance of controls and risk-taking to ensure effective and efficient operation within budget. • Identifies and addresses areas of weakness that may affect organizational performance. • Takes full responsibility for results. 13Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved.2/14/2013
  • 14. Peer Discussion • What do you want to share to get feedback and suggestions? • What do you want to learn more about? • What are your key takeaways from the discussion? Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 142/14/2013
  • 15. Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 15 HR Systems Design 2/14/2013
  • 16. HR Systems Design 16 Competencies Selection Appraisal CompensationTraining Succession Planning Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved.2/14/2013
  • 17. Peer Discussion • What do you want to share to get feedback and suggestions? • What do you want to learn more about? • What are your key takeaways from the discussion? Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 172/14/2013
  • 18. Wrap-up • Let you experience the key elements for developing a talent management strategy • Opportunity to share and learn with your peers • Keep up the networking after the session Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 182/14/2013
  • 19. Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 192/14/2013 Panel Discussion
  • 20. Please provide feedback, suggestions, and questions. Dave Brookmire, Ph.D. 404-593-5001 dbrookmire@cpstrat.com Copyright © 2013 Corporate Performance Strategies, Inc. All rights reserved. 202/14/2013

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