Talent Management Swsm07
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Talent Management Swsm07

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this is one of my earlier work...

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Talent Management Swsm07 Talent Management Swsm07 Presentation Transcript

  • Talent Management Career Development & Succession Planning (CDSP)
  • Swati Smita
  • Integrated Approach Recruitment & Selection Career Performance Development Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent & Management Management Development Senior Succession Management Planning Development Swati Smita
  • Aim • Foster a process of building leadership capability across the lines of business / support functions • The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction • Identify the key leadership success factors Swati Smita
  • Outcomes • Retention and development of high potential employees • Builds internal staff capabilities (bench strength) for the emerging organizational demands • Maps various succession options • Facilitates developmental moves across the organization • Establishes a professionally managed organization with the systems in place to ensure that it will have effective leaders going forward Swati Smita
  • Contemporary Issues: Changing Nature of Work & Organization • Demographics (net-generation, diversity) • Globalization • Technology • Redefined concept of ‘Loyalty’ • Challenges in differentiating high performers from poor performers • Wanted Rapid career progression Swati Smita
  • New Nomenclatures • Traditional Career Stable Dynamic • Boundary less Career (DeFillippi & Arthur, 1994) • Intelligent Career (Arthur et al, 1995) • Post Corporate Career (Peiperl & Baruch 1997) • Web-Career (Fisher, 1997) • Protean Career (Hall, 1976, 1996, 2004) Swati Smita Baruch, 2006
  • Intelligent Career know why (values attitudes, internal needs, identity and lifestyle); know how (career competencies, skills, expertise, capabilities, tacit, and explicit knowledge); know whom (networking, relationships how to find right people) know what (opportunities, threats & requirements), know where (entering, training and advancing) and know when (timing of choices and requirements) Swati Smita
  • Web - Career Work today is about expanding your web by making more connections (knowing more people) spinning stronger strands (gaining more experience and skills) A Web is flexible, expandable and you can always tear it down and build a new one elsewhere Swati Smita
  • Protean Career The career of the 21st century will be protean A career that is driven by the person, not the organization, and that will be reinvented by the person from time to time, as the person and the environment change Characteristics •Focus of psychological success rather than vertical success •Life long series of identity changes and continuous learning •Career age counts, not chronological age •Job security replaced by goal of employability •Sources of developments are work challenges and relationships Swati Smita
  • Talent Management: Career Management Recruitment & Selection Career Development Performance Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent & Management Management Development Senior Succession Management Planning Development
  • Early Models of CD Walker, 1973 Swati Smita
  • Early Models of CD (Cont.) Reif & Newstro, 1974 Swati Smita
  • Career Active System Triad (CAST) Baruch (2004) Level Individual Organization Values Aspirations Philosophy / Strategy Approaches Attitudes Policies Behaviors Actions Practices Serve as the framework for the discussion and for providing the Swati Smita balanced view point
  • Elements of Career Management 1. Individual (Self) Assessment of Abilities, Interests, career need and goals 2. Organizational Assessment of employee abilities and potential 3. Communication of information concerning career opportunities with the organization 4. Career Counseling to set realistic goals and plan for their attainment Swati Smita
  • Talent Management: Succession Planning Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent & Management Management Development Senior Management Succession Development Planning
  • Succession Planning -Definition Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004) Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (St-Onge, Mercer) A structured process involving the identification and preparation of potential successors to assume a new roles Swati Smita
  • WHAT IS SP? •Constant change planning •An organizational journey, not a project •Ensuring continuity of leadership •Identifying gaps in existing talent pool •Identifying and nurturing future leaders Why SP? Organization supersede Individuals – visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward Swati Smita
  • Results 1. Talent Driven culture 2. Accelerated Development 3. Vision for future Education advancement and Training Self Development Accountability Measurability Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan CEO/ Leadership Commitment & Involvement Swati Smita Succession Planning Model Ref: Troopiano, 2004
  • Challenges in SP Swati Smita
  • Benefits of SP Source: Aberdeen Group, September 2006 Tells about the extent to which leadership job openings can be filled from the internal pool the av. no. of qualified candidates for each leadership position the number of positions with two or more ‘ready now’ candidates Swati Smita the attrition rate from the succession pool
  • Swati Smita Garman & Gllawe, 2004
  • Top level succession planning different Swati Smita Garman & Gllawe, 2004
  • Remember Succession plan may be expected practice – its absence is more a curse than its presence a blessing Succession program should limit their focus to linch- pin positions – those considered most critical to the organization’s need. Swati Smita