Strategic People Management & Talent Acquisition.         Talent Management UnbundledThese Slides are best viewed in Power...
The following material                   on the subject of Talent Management                  is entirely original and is ...
CAVEATThe meanings of terms - a persistent problem in the context of Talent Management   It is essential to clarify the sp...
What does the term “Talent Management” mean? (1)It is widely believed that to maintain and strengthen organisational compe...
Underpinning essentials within any Talent Management Framework           • Identifying and Understanding “Key Roles”      ...
“Key Roles” A central aspect of Talent Management is that, given finite resources, the organisation has to decide which pe...
Coming to a view on an individual’s “Talent” and “Potential”Overleaf is an overview diagram showing the various elements i...
Coming to a view on an individual’s “Talent” and “Potential”                                              (i.e. their pote...
What does the term “Talent Management” mean? (2)  The terms              • “Talent Management”              • “Talent Mana...
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF                                         INTER-RELATED “POLICY & PRACT...
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF                   INTER-RELATED “POLICY & PRACTICES CLUSTERS”Clusters...
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF                                    INTER-RELATED “POLICY & PRACTICES ...
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF                   INTER-RELATED “POLICY & PRACTICES CLUSTERS”Clusters...
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF                                       INTER-RELATED “POLICY & PRACTIC...
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF                   INTER-RELATED “POLICY & PRACTICES CLUSTERS”Clusters...
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF                                       INTER-RELATED “POLICY & PRACTIC...
A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF                              INTER-RELATED “POLICY & PRACTICES CLUSTE...
SOME COMPANIES CHOOSE TO VIEW ONLY SOME OF THESE CLUSTERS AS FALLING        WITHIN THE SCOPE OF THEIR OWN PARTICULAR TALEN...
But, while Company X’s Talent Management Framework may have“only” have 3 elements, these also require the “underpinning” c...
Strategic People Management & Talent Acquisition.Founding Partners:                       John Gemmill, MBA, MA (Hons)    ...
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Insight Driven - Talent Management Unbundled

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Insight Driven's overview of Talent Management.

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Insight Driven - Talent Management Unbundled

  1. 1. Strategic People Management & Talent Acquisition. Talent Management UnbundledThese Slides are best viewed in PowerPoint slideshow mode. If you are viewing this in Slideshow mode,please use the “up” and “down” arrows on your keyboard, or left-clicks using your mouse, to proceed through this material. Press “Esc” at any time to exit. 1
  2. 2. The following material on the subject of Talent Management is entirely original and is our own work.It is based on our own practical experience as practitioners and consultants. Strategic People Management & Talent Acquisition. 2
  3. 3. CAVEATThe meanings of terms - a persistent problem in the context of Talent Management It is essential to clarify the specific meanings being given to a number of frequently used and important terms when they are being used in the context of Talent Management. This is because some of the key terms employed in the context of Talent Management also get used frequently within “common parlance”. e.g. “potential”, “high-potential”, “talent”, “capabilities”, “key people”, “key roles”. Furthermore, sometimes when being used in “common parlance”, some of these words can stimulate quite strong emotions, deriving from personal values and beliefs around human capability and equality, inclusion /exclusion, “elites” etc. In the context of Talent Management, however, such terms are given specific “technical” meanings that are different from their “common parlance” meanings. Unfortunately, there is no universal, common view on what these specific “technical” meanings are. Instead, each individual organisation or (thinker in the field) has to clarify (and reach agreement on) the meanings being given to the terms being used within their specific approach to Talent Management. Strategic People Management & Talent Acquisition.
  4. 4. What does the term “Talent Management” mean? (1)It is widely believed that to maintain and strengthen organisational competitiveness/effectivenessand to enable the delivery of any new activities/growth/change envisaged within strategic plans,organisations have to try to employ capable, high-performing people in all areas.Talent Management however, is usually more focused than this.It is about trying to ensure the continual availability of a population of appropriately talentedand motivated people able to undertake and perform well in an organisation’s Key Roles.This may include roles that do not presently exist, but which the organisation will need to createin order to meet future challenges. Strategic People Management & Talent Acquisition.
  5. 5. Underpinning essentials within any Talent Management Framework • Identifying and Understanding “Key Roles” • Identifying and Understanding Individuals’ “Talent” • Making judgments about Individuals’ “Potential” (in terms of Key Roles / Organisational Levels) • Creating & implementing Personal Development Plans for people in the “Key Talent” population (and/or “Retention Plans”). Strategic People Management & Talent Acquisition.
  6. 6. “Key Roles” A central aspect of Talent Management is that, given finite resources, the organisation has to decide which people in particular it should focus its efforts (and investment) on - in terms of attracting, developing and retaining them.To enable it to make such decisions, the organisation needs to identify the set of “Key Roles” whichare critical to its ability to maintain & strengthen competitiveness and to deliver its strategic goals.It needs then to understand the demands of these roles and the skills and other characteristics neededby effective incumbents.The driving logic is that the organisation should focus its efforts (and investment) on attracting,developing and retaining people who can perform these “Key Roles” effectively now, or who canreasonably be expected to be able to perform them in the near, mid, or long-term future. “Key Roles” are: • senior leadership roles • other “very high-impact” technical/specialist roles. Strategic People Management & Talent Acquisition.
  7. 7. Coming to a view on an individual’s “Talent” and “Potential”Overleaf is an overview diagram showing the various elements involved in: a) reaching a sensible and ethical view about the capabilities and characteristics a person has (referred to as their “talent”) …. and based on this: b) reaching a sensible and ethical judgment about the probability of that person becoming capable of successfully undertaking “Key Roles” within the organisation at some given point in the future (referred to as their “potential”). Strategic People Management & Talent Acquisition.
  8. 8. Coming to a view on an individual’s “Talent” and “Potential” (i.e. their potential future contribution to the organisation) Person’s Person’s goals Person’s “Talent” & preferences “Potential” Expressed in the form Judgment made of a hypothesis “Inherent” Present about individual’s characteristics capacity for and + technical / professional + Preferences + Aspirations developing specific capabilities capabilities other capabilities and of performing “if…………… well in future senior then…………” leadership or other very “high-impact”- “Temperament” roles – given certain (Achievement Drive, development opportunities Resilience) & activities. This hypothesis may or- “Intellect” may not include statements (Problem Analysis, about possible future roles. Creative Thinking, May be summarised Judgement)- “Emotional Intelligence” in a “Potential Rating” (Adaptive Influence, Empathy Personal Insight)- “Learning Drive” Note: Judgment on likelihood of suitable “Key Roles” or “Development Roles” becoming available takes place within Succession Planning process Strategic People Management & Talent Acquisition.
  9. 9. What does the term “Talent Management” mean? (2) The terms • “Talent Management” • “Talent Management Framework” • “Talent Management System” are also given to the set of “policy and practices clusters” that companies develop and utilise in order to identify, attract, retain and develop capable, high-performing people for their Key Roles.It is now regarded as “good practice” for organisations to develop a Talent Management Framework.The policy and practices clusters which can constitute a Talent Management Framework are discussedfurther below. Strategic People Management & Talent Acquisition.
  10. 10. A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS” Clusters’ Clusters’ goals goals Senior To attract & select Leadership key talent people to maintain To have a highly skilled& strengthen competitiveness Development (world class?) andand delivery of strategic goals policies & collaborative senior practices leadership cadre To maximise the likelihood Internal Internal that staff in the key talentTo have identified those people within the organisation Talent Talent population will learn and develop who are to be included Identification Development as needed in order to in the key talent population policies & policies & continue to perform well and to fulfill their practices practices (hypothesised) potential To have continual cover for senior leadership roles To attract & retain To have continual cover key talent people to maintain Compensation Succession for “very high-impact”& strengthen competitiveness & Benefits Planning technical/specialist rolesand delivery of strategic goals policies & practices policies & practices To have cost effective To manage the availability employment of appropriate roles for key contracts talent people as part of their development and as an aid to their retention.
  11. 11. A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”Clusters’ Clusters’ goals goals External Senior Talent Leadership Resourcing Development policies & policies & practices practices Internal Internal Talent Talent Identification Development policies & policies & practices practices Underpins all Compensation Succession & Benefits Planning policies & practices policies & practices Key Roles Analysis policies & often involves practices Competencies frameworks
  12. 12. A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS” Clusters’ Clusters’ goals goals External Senior Talent Leadership Resourcing Development policies & policies & practices practices Internal Internal Talent Talent Identification Development policies & policies & practices practices Compensation Succession & Benefits Planning policies & practices policies & practicesTo provide information on Key Rolesthe demands and challenges Analysisand on the relative sizes policies &of the organisation’s practiceskey roles.
  13. 13. A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”Clusters’ Clusters’ goals goals External Senior Talent Leadership Resourcing Development policies & policies & practices practices Internal Internal Talent Talent Identification Development policies & policies & practices practices Performance Management policies & practices Compensation Succession & Benefits Planning policies & practices policies & practices
  14. 14. A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS” Clusters’ Clusters’ goals goals External Senior Talent Leadership Resourcing Development policies & policies & practices practices Internal Internal Talent Talent Identification Development policies & policies & practices practicesTo provide information on the Performancecontribution being made bystaff and on their Managementdevelopmental progress, policies &and to signify fairness and practicesobjectivity in assessingcontribution & performance Compensation Succession & Benefits Planning policies & practices policies & practices
  15. 15. A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS”Clusters’ Clusters’ goals goals External Senior Talent Leadership Resourcing Development policies & policies & practices practices Assessment policies & practices Internal Internal Talent Talent Identification Development policies & policies & practices practices Compensation Succession & Benefits Planning policies & practices policies & practices
  16. 16. A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS” Clusters’ Clusters’ gals goals External Senior Talent Leadership Resourcing Development policies & policies & practices practicesTo provide objective data Assessmenton the capabilities, policies &characteristics, aspirations,preferences and potential practices(organisational) of Internal Internalindividuals. Talent Talent Identification Development policies & policies & practices practices Compensation Succession & Benefits Planning policies & practices policies & practices
  17. 17. A “TALENT MANAGEMENT” FRAMEWORK CONSISTS OF A SET OF INTER-RELATED “POLICY & PRACTICES CLUSTERS” External Senior Talent Leadership Resourcing Development policies & policies & practices practices Assessment policies & practices Internal Internal Talent Talent Identification Development policies & policies & practices practices the continual availability of a population of appropriately skilled and Performance motivated people to be able to fill Management policies & and perform well in “very high-impact” practices (or “business critical”) roles. Compensation Succession & Benefits Planningpolicies & practices policies & practices Underpins Key Roles Underpins all all Analysis policies & practices
  18. 18. SOME COMPANIES CHOOSE TO VIEW ONLY SOME OF THESE CLUSTERS AS FALLING WITHIN THE SCOPE OF THEIR OWN PARTICULAR TALENT MANAGEMENT FRAMEWORK.e.g. Company X sees it’s own Talent Management Framework as consistingof 3 key elements. And, it chooses not to see Compensation & Benefitsas an integrated part of its Talent Management Framework. Senior Leadership Development policies & practices Element 2. External Talent “Optimisation Resourcing of Leadership policies & Performance” practicesElement 1. Internal“Identification Talentof Leadership Development policies &Talent” practices Internal Talent Identification policies & practices Succession Element 3. Planning “Succession policies & practices Management”
  19. 19. But, while Company X’s Talent Management Framework may have“only” have 3 elements, these also require the “underpinning” clustersshown in the centre in this graphic. Senior Leadership Development policies & practices Element 2. Assessment “Optimisation policies & of Leadership practices Performance” External Internal Talent Talent Resourcing Development policies & policies & practicesElement 1. practices“Identificationof Leadership Performance ManagementTalent” policies & Internal practices Talent Succession Element 3. Identification Planning “Succession policies & policies & practices Management” practices Underpins Key Roles Underpins all all Analysis policies & practices
  20. 20. Strategic People Management & Talent Acquisition.Founding Partners: John Gemmill, MBA, MA (Hons) Managing Director Mobile: 07983 526378 john.gemmill@insightdriven.co.uk Richard Palmer, MA Director Mobile: 07714 188233 richard.palmer@insightdriven.co.uk www.insightdriven.co.uk
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