NHRDN Virtual Learning Session on Talent Management


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Speaker: Judhajit Das, Chief Human Resource Officer, ICICI Prudential Life Insurance

Published in: Business, Technology
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  • Can't agree more to what the cherished HR leadership has to say on domain practices in ICICI Prudential. A great employer with multitude of open and transparent policies. Kudos for such a resilient performance even in time of crisis in BFSI space. Way to Go :)
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NHRDN Virtual Learning Session on Talent Management

  1. 1. 1 Talent Management
  2. 2. 2
  3. 3. 3 Defining talent…  Delivers consistent performance in changing circumstances is a gate criteria  Performance is not equal to Potential  Potential is about doing next level complex job  Is visible and hence, credible  Is relative and defined in context of current & future business requirements  Comes in all shapes & sizes and with angularities
  4. 4. 4 Talent Management Talent Management is a frameworkof reviewing high performing employees on leadership competencies and integrating the feedback with development interventions. It aims at :  Ring fencing of top talent  Future proofing – Creating a sustainable leadership pipeline
  5. 5. 5 The concept of flow… When an individuals capability matches the challenges they face, they perform to their best; they are in ‘Flow’. Understanding potential helps us match capability to challenge overtime. Challenge Capability Stress Anxiety Underperformance Boredom Anxiety Underperformance Flow
  6. 6. 6 TM@ ICICI Prudential Achieving performance for today Building potential for tomorrow Get the right People in.... Ensure we select the right people for the job Build and nurture performance Building skills / Capability to deliver in current role Grow a strong Talent Pipeline Make sure we have the right people in the right numbers at the right time Develop an organization that works Make sure that we have the right structure and climate, and the capability to manage change well Talent Management
  7. 7. 7 Talent Management Process •Job Rotation •Challenging assignments •Differentiated training interventions •Coaching & Mentoring Talent Management Process Talent Management Process Talent Assessment Talent Assessment Sharing of • 360 degree feedback • Talent feedback& IDP • Who is talent • Who is eligible forthe talent management process • Potential assessment of talent • Categorization of talent – Talent listing Talent Identification Talent Identification FeedbackFeedback Talent Development Talent Development IDP– Individual development plan
  8. 8. 8 Assessing & developing talent…  Talent is assessed through talent council discussions (O ur le ade rs hip te am co nstitute s the tale nt co uncils)  Assessment of employees on leadership competencies – based on critical incidents  Assignment of talent listing*  Providing feedbackon strengths and development areas  Role expansion orjob moves that provide critical experiences  360 Degree Feedback  Differentiated training interventions - LMP  Networking opportunities – Thought leaders  Self directed learning: Updating self on domain /process knowledge, soft skills, etc.  Challenging assignments  Coaching & Mentoring Assessment Development *Tale nt Listing de scribe s the re adine ss / po te ntialo f an e m plo ye e to ass um e succe s sive le ade rship po s itio ns
  9. 9. 9 Roles Employee  Provides the access & infrastructure to support employee development  Gives ‘candid & constructive’ feedback  Reviews & provides necessary development support  Has the onus of development  Seeks feedback& development support  Leverages support extended  Facilitates growth & development through systems, processes and policies Organization HR Manager
  10. 10. 10  Meritocracy…critical  Not an HRagenda… line managerinvolvement is crucial  It’s not just about managing the middle…it’s about identifying the A players, then investing and taking risks on them  “60% preparedness”  Real life - “on the job” experiences – stretch roles  Along with identification…development is critical  Believing in the powerof youth to make a difference Ourlearnings
  11. 11. 11 In conclusion  Inspirational and successful leaders tend to be role models forothers  Nothing wrong in emulating as long as tendency to ape is avoided  “At best leaders are inspirational”  There are hundreds of types of successful leaders! Talent management is more than something to do, It is something to aspireto be
  12. 12. 12 Continually adapt the people strategies to stay ahead of the curve With changing environment Leadership is an adaptive challenge In a rapidly changing world continually adapt to stay ahead of the curve
  13. 13. 13 Thankyou