A systems model to Talent Management, Staff Retention and Bench Strength


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Numerous attempts to formalize the talent management as a strategic practice by the corporate have been mostly focused on corporate framework, policies and overall organization model and systems to drive talent management and succession planning. Mostly talent management has been presented from a HR manager’s perspective. Major issue with such approaches is that it does not provide simple to use toolset to the direct manager to manage the talent, succession planning and bench strength. The practical approach to talent management starts with right pre-hiring process, on-boarding, performance evaluation and review of long-term potential. This paper presents a practical model with a set of processes and activities a direct manager need to perform to ensure management of key talent, ensure systematic development of succession plan and developing bench strength. This paper deals with practical aspect of talent management and succession planning from a direct supervisor perspective rather than from a HR manager’s perspective. A simplistic tested model has been presented to equip present day busy management professionals with the ability to align hiring, on-boarding, performance review and talent review practices with talent management goals.

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A systems model to Talent Management, Staff Retention and Bench Strength

  1. 1. R. Attri Training and Learning Management Series, Paper No. 6, July 2009Copyright © 2010 Raman K. Attri  1A systems model to Talent Management, Staff Retention andBench StrengthRAMAN K. ATTRIInternational Learning and Training ConsultantAbstract: Numerous attempts to formalize the talent management as a strategic practice by the corporate have beenmostly focused on corporate framework, policies and overall organization model and systems to drive talent managementand succession planning. Mostly talent management has been presented from a HR manager’s perspective. Major issue withsuch approaches is that it does not provide simple to use toolset to the direct manager to manage the talent, successionplanning and bench strength. The practical approach to talent management starts with right pre-hiring process, on-boarding, performance evaluation and review of long-term potential. This paper presents a practical model with a set ofprocesses and activities a direct manager need to perform to ensure management of key talent, ensure systematicdevelopment of succession plan and developing bench strength. This paper deals with practical aspect of talentmanagement and succession planning from a direct supervisor perspective rather than from a HR manager’s perspective. Asimplistic tested model has been presented to equip present day busy management professionals with the ability to alignhiring, on-boarding, performance review and talent review practices with talent management goals.1. IntroductionTalent management for developing staff Retention andcreating bench strength is a critical area in human resource(Lockwood, 2006). Although the staff retention, benchstrength, succession planning and overall talent managementcomes under the human resource management and in oneway assumed to be duty of a human resource manager(Handfield-Jones et al 2007). Practically it is not that true.When it comes to retaining the staff, it falls under theresponsibility of the direct manager. If direct manager fails tomanage the talent reporting to him and make bench strength,company faces the consequences. So it is very important fordirect managers to understand the underlying concepts andpractices of talent management.Although there are number of talent models, however, thereis need for a practical model for use by the direct managersrather than an HR practice (Luthans & Peterson, 2002). Thispaper is targeted to corporate managers who are not full timehuman resource mangers, but are directly managing the mostimportant assets of the company – the human talent. Thepaper presents a practical, systematic and scientific model tolong term talent management which any manager can use inhis routine managerial job with little adaptation.2. BackgroundMcKinsey (1997) study coined the term: war for talent. Now inthe new millennium, we find ourselves in the talent age.During the agricultural age, the economy was based on land,a truly physical and very tangible asset. The industrial agefollowed with a manufacturing-driven economy. Higherbusiness performance was derived through the most effectiveuse of factories and distribution networks. The knowledge agemoved the basis of economic value to information assetsthrough integrated communications and computertechnology. Now the competitive battlefront is for the bestpeople because they are the true creators of value (TaleoResearch, 2009).Talent management has become the part of the job of everyleader. The talent management brings its own challengesduring the downturns and tough toughs. The averagecorporations suffer from a systematic approach to talentmanagement. Usual and traditional approach to talentmanagement have been taken in past is typical HR approachof hiring and rewarding talent. The issue spring up whentalent management and retention are confused together(Anonymous, 2006). Both the terms, even if falling in the samedomain, the spectrum of impact is different. Talentmanagement is a process and a strategy where as the staffretention is an absolute necessity (Tucker et al, 2005).Berk (2004) cited a practical data driven approach in value ofhuman capital by translating the value of human talent indollars and emphasized the importance of talentmanagement with right use of talent.Over the years number of talent management models hasbeen floated to structure the talent management practices inthe corporate. The focus has been on a systematic model ofTalent evaluation and development. An early work byScheweyer (2004) elaborates best practices in Talentmanagement systems and emphasized the importance oftechnology solutions for the same. One of the early works onsystematic talent and succession planning is cited by JacksonLeadership Systems (2005). 9-box grid looks talentmanagement from the perspective of mapping the talentwhereas it plots potential and performance on different axisto spot out the talent that should be ‘retained’ or ‘developed’.Morrison (2008) and Lamoureux (2009b) advocate use of 9-box grids for talent management and calibration. The 9 boxmatrix is a good tool to evaluate performane plus forsuccession planning, it helps managers to create developmentpaths and plan for succession in the roles. It is a good tool toevaluate retention risk as well.In its report, Oracles Inc (2008) explained a systematic processdriven system for creating a database on Talent Managementcame in international HR with Oracle’s comprehensive suiteon integrated talent management. An integrated approachwas introduced for the forward-thinking organizationexpanding its talent management scope or for anorganization exploring talent management for the first time.This is a holistic view of talent management enables HR toaddress urgent problems in the context of a roadmap whereall aspects of talent management fit together long term. Withthis, a database approach to integrated talent managementsystem broke down the traditional silos in HR.Taleo Research (2009) introduced a model which emphasizesthe mandate of strategic talent management to respond to
  2. 2. R. Attri Training and Learning Management Series, Paper No. 6, July 2009Copyright © 2010 Raman K. Attri  2business goals and consequently be the driver of businessperformance. Talent management is depicted as a circular setof activities in 4 process areas: Acquire Develop, Align andAssess. This research looked at business performance as afunction of efficiency of the talent management infrastructure.Lore Management Institute (Doherty et al, 2006) presented aTalent Management Audit which is next milestone in an effortto standardize industry talent management practices andprocesses. In line with CMM, this Talent maturity model isbased on nine attributes and it introduced the concept ofTalent Maturity Audit. This established a framework ofintegrated processes on Acquisition, Integration, PerformanceManagement, Mobility, Retention and Exit. This established aframework to assess the talent management practices andprocesses deployed in various companies to increase thefocus on integrated process of talent management. On thesimilar lines, Bersin & Associates (Lamoureux, 2009) presenteda Succession Planning Maturity model which outlined variousmaturity levels seen in corporate in the succession planningpractices.Chugh & Bhatnagar (2006) stressed the strategic importanceof talent management to HR strategy as well as to corporate.They postulated talent management as high performancework practice which gives a strategic edge to HR practices.Bersin (2007) conducted a research on market best practices,trends and market situation on talent development andrevealed top 10 biggest talent management problems facedby the companies at that tomes. The study presented asTalent Management Framework for developing talentmanagement strategies.There have a numerous advances in Talent management,however, either those are too focused on processes or toofocused on the organizational level implementation. One ofthe issue with models referred in the literature are that it doesnot give a simplistic practical approach from a hiringmanager’s perspective what could be a workable technique(Powell & Lubitsh, 2007). Although HR and hiring managerneeds to work hands-to-hand in talent development,succession planning and building bench strength, theultimate execution responsibility lies with the direct manager(Baumruk et al 2006).In this paper we have addressed the needs of directsupervising managers to provide a tested and practical modelon integrated but systematic approach to talent management,succession planning and building bench strength. The effortshave been done to highlight how the practical approaches ata direct manager’s level can be fit into mainstream hiring, on-board, performance evaluation processes already establishedin the company.3. New model for talent managementThe model starts with right approach to hiring and managingthe career progression through out in form a system ofelements. Four essential elements of proposed Talentmanagement model are:-1. Pre-Hire Talent Profiling2. On-board Motivator Profiling3. Critical Performance Appraisal4. Systematic Talent Review frameworkThe new model is depicted in Fig [1] which shows integratedsystems Talent Management as function of Talent, Motivation,Performance and Development.Fig [1]: Systems Talent Management Framework spread across Talent,Motivation, and Performance and Development domains. The modelis built around 4 core processes a direct supervisor or hiring managerhandles: Hiring, On-boarding, Performance Review and Talent Review.3.1. Pre-hire talent profiling3.1.1 Issues with traditional hiring approachThe very purpose of staff retention and long term benchstrength starts with correct hiring model. One of the issuewith current interview models is a basic question – “how doesyour experience or background relate to this position?” or“how would you add value to this position?” The basic issuewith most of the interviews is that an insight about the jobwhich is given to new candidates during interview is notenough for correct mapping of candidate with the jobrequirements. But mostly, however, this description or insightis too generic and high level overview at first place that ithardly gives any useful operational information to thecandidate unless candidate has performed exactly same jobearlier. On the other hand, the biggest issue of modern dayinterviews is the “catch factor” where applicants tends to“zoom in” the specific relevant experience related to job, attime overshadowing their rest of the passions. In such“skewed” profiles, the important aspects of candidate’saspirations, achievements, drives and experience get over-looked which may NOT be in line with the current position(Martin et al, 2009). What does it result in? It results in aconstant thrives in the applicant to pursue his natural passionand use the current position as the stepping stone to marchforward (Hirsch, 2006). So it is very important that all roundexploratory assessment is done about the candidate’spersonality and professional behavior, achievements andaspirations. It is important to understand what motivated himin past at various points rather than manager re-learning himafter joining what could potentially motivate him (Glen, 2006).3.1.2 Proposed hiring model: Pre-hire talent profilingWe propose a proven practical model which direct hiringmanagers can apply fairly well without having to become as aHR manager.As traditional approach, to pre-screen and assess thesuitability of a candidate, hiring managers use a range of
  3. 3. R. Attri Training and Learning Management Series, Paper No. 6, July 2009Copyright © 2010 Raman K. Attri  1methods in short listing and systematic selection procedures,written tests, technical interviews, behavioral interviews,personal interviews or otherwise as appropriate methods forthe positions. These traditional methods have deep rooted incorporate cultures and in many cases the various elements ofselection process becomes a trademark of a company inregards to acquiring new talents (Martel, 2003).We propose to add pre-offer round of discussions whichcalled “Exploratory Interview” after decision of hiring has beenmade based on standard set of selection procedures. This is apowerful intervention and typically looks informal but istreated to understand the candidate as a “professional”. Manycompanies have been using this kind of interviews to dig intodetails and approaches of the person to understand how hehas handled projects in the past and how he has tackledproblems in the previous employers. However, this kind ofinterviews suffers from a very obvious bias to gig into relevantdetails to “assess” the candidate’s background experience inrelation to current job.Here is the important piece of this approach whenimplemented correctly. Using traditional approaches ofselection decision of hiring has already been made. Thisexploratory interview essentially is platform to prepare aninventory of Talent Profile which is the most essential elementof long-term talent management.A typical Talent Inventory is shown in Fig [2]. This pertains todiscrete events, achievements, facts and information on newhire’s past achievements, honors, drives, digging in detail hispast experience, drives behind why he took a specific courses.My experience with new hires is that they start revealing “keymarketable” information towards later part of their careerwhen they are on the edge of transition to new role orcompany. Many of them expressed that they did mentiontheir skills and qualifications and many other achievements ontheir resume which got over-looked in the light of manager’stendencies to “look” for relevant experience only.One point worth noting is a; “relevant” or “irrelevant” jobexperiences. This is a difficult paradigm shift. Most of themanagers prefer to stick to what is required by job underquestion, assess the candidates against those standards, ifmeets that’s enough. However, there is a need to go one stepfurther to spend additional energy on profiling the talent ofthis candidate. After all he is what he is because of his allrelevant and irrelevant experiences.At no point this interview should be used to draw out“conclusions” rather this is a pre-employment database to beused for long-term talent management. Before a managerformally hires the candidate, he needs to make sure whatrange of talent candidate comes with. This approach is theanswer.It is very important to keep this kind of interview too informalbe conducted by a gentle and friendly person in non-interview room environment. The findings are documented ina pre-defined format and usually keep scope for free flowinginformation which may not fit into specified categories.Usually no point systems or ranking or scoring is done. Theemphasis is on the information supported with facts andevents. At any point, the outcome of such interview shouldnot affect the hiring decision, if already made. One importantelement of this model is that this information documented inthe system is made available to hiring manager well before acandidate joins the company.Fig [2]: A typical pre-hire talent profiling tool- talent Inventory. Typically includes past achievements, roles, positions, achievements, failures,learning, awards, professional activities, relevant and non-relevant qualification and training.
  4. 4. R. Attri Training and Learning Management Series, Paper No. 6, July 20092 | P a g e     Copyright © 2009 Raman K. Attri 3.2. On-board motivator profiling3.2.1 Issues with traditional on-board processTraditionally, all companies have some kind of orientation andinduction training for new hires. After having gone throughthe rigorous interviews, selection process and finally comingon-board, applicant very much have the feel of what behaviorand attitude is expected of him and at times applicants doover-exhibits those just ending up misleading the supervisorshow passionate and enthusiastic they are about the newpositions. This actually may not be a long term truth. Animportant piece is missing here the “alignment of personalgoals of new hire with the professional goals as specified bythe job” (Reese, 2005). The traditional approach is usuallyaligning the person to the company goals and during theprocess manager miss out the inherent passions andintentions of the candidates. Ultimately, if the job profile isnot in line with personal passions and goals of the candidatesand if he feels not getting his full potential used in the job,chances are some day this guy will walk into manager’s cabinand hand-over the resignation. The big surprise happens tothese managers when all the way, while talking to these guys,all they find using their traditional management techniques isthat new hire is so much interested and aligned with the newjob (Martin & Lombard, 2009). While the truth may be littleotherwise, it is usually not understood till end and managersend up pondering upon shocking revelation of “misalignedpersonal vs given career goals” during exit interviews(Falcone, 2006). Real issue here is that a systems approach totalent management, long term alignment, developing theskills for career progression and alignment in terms ofpersonal and professional goals is missing (Cappelli, 2000).3.2.2 Proposed model: Motivator profilingThe proposed model essentially builds upon the Talent Profiledatabase gather during the pre-hire round. That data is madeavailable to hiring manager. Hiring manager can get a overallperception of the past achievements, success stories andsome special attributes of candidate’s talents. This essential isa close-to-facts case file. Now it is critical to build a databasethat what are his motivator which made him perform orachieve those successes. Thus builds a motivator profiledatabase which complements the talent profile database.Essentially it is an exploration but structured one tofind what could be most important aspects of his personalitywhich Second purpose is to dive into passions, aspirations,motivations of the applicants- this will pay in long run fortalent management. In the proposed model, the stress ondeveloping a “live” talent inventory for the new hire. Thedirect managers need to let the new hire through the usualorientation and induction programme. However, at this stageit is very important when to start giving the assignments tonew hire. A very important piece is to sit with new hire onregular basis for first few days and develop a database on histalent.This does not necessarily mean a psychologicalinterview. It is pretty much common sense in understandingthe drives of the person. Special attention is to be paid incareer or profession change made by applicant in his career.Equally important are his achievements he is excited about. Atypical framework for Motivator Profiling is shown in figure[3].However, this may not be a one-time sitting. This may beaccomplished on daily basis touching different aspects ofcandidates’ professional career, achievements and activities.Care should be taken not to note down any thing explicitly,otherwise candidate may think it as some kind of interview. Itshould be a building stone to develop rapport between themanager and the employee.As a corollary to this model, the regular 1-to-1 andother project interactions may reveal more about thepersonality, motives and some additional pre-existing skills orrecently acquired skills, the talent profiling and motivatorprofile database should be updated.One point worth emphasizing here is that not onlythe performance, but talent and motivation also need to berecorded. The later two databases will help in long term talentmanagement, succession planning whereas performancerecoding is base of selection the candidates for successionplanning.3.3. Performance appraisal: truly critical appraisal3.3.1 Issues with traditional performance appraisalHow many of the managers believe that performanceappraisal which is usually also termed as ‘critical appraisal’ istruly done in ‘mission-critical’ manner? Probably it isconsidered as the part and parcel of the job rather than careerprogression and motivational tool (Tansley et al, 2007). Oneimportant aspect of performance appraisal is not the‘motivation and control’ by providing insights into past year’sperformance as viewed by management. Another piece whichis usually left addressed is “thorough insights of achievementsand misses”. Major limitation with traditional performance isthe “documentary” approach followed by 1-to-1 review withthe supervisor. Other version of performance appraisal thatexists is 360 degree feedback method which takes inputs frompeers, supervisors and subordinates. Author’s survey indicatesthat most of the hires are particularly unhappy with‘documentary’ nature of critical appraisal and missing ‘touchof thoroughness’.3.3.2 Proposed model: truly critical appraisalModel proposed here is to develop a session on verbalappraisal to complement the written performance appraisal.Supervisor, manager of the supervisor and some senior stakeholders (like project managers, programme managers,divisional head) under who said employee performed somepart of his duties. The care is taken to involve only those stakeholders who have vertical relationship with the employee onsome or all projects.The stake holders and participants meets in a congenialenvironment with the employee and employee’s supervisorchair the session. Without revealing his ranking, grading andother data, discussions flows to keep the focus on activities’performed by the employee, various stake holders giving theirrealistic inputs on how did they perceive the activities andachievements, bringing out some of the best actions taken byhim, how he added the value, where he made the mark. This ismost motivational inputs by various segments of the peoplefor this individual and whole new experience. He is free to addhis points and approaches to the extent supervisor allowcontrolling the defensive approaches. Another importantadvantage of this model is the inputs are constructivecriticism in the presence of stake holders and establishing thevalue of contribution this employee has made.
  5. 5. R. Attri Training and Learning Management Series, Paper No. 6, July 20093 | P a g e     Copyright © 2009 Raman K. Attri Fig [3]: A typical framework for Motivator Profile includes achievements, personal preferences, aspirations & motivators and professionalpreferences.On the flip side, this provides a ground for employees fallingunder “need improvement” to set the direction andexpectations of stake holders which get defined as the actionplan of improvement of this individual. In general, variousaspects of past years’ activities are brought out in limelightfor this particular employee with a focus on achievements,values, contributions, specific outcomes, out of way efforts,specific qualities, specific skills, results, approaches and lessonlearnt, mistakes and misses. This way critical appraisal is usedas introspection as well as motivational tool.One important aspect of successful deployment of this modelis that the inputs from stake holders and such discussionshould not come as surprise to the candidate; rather it shouldbe a regular affair in the management style.The success of this model lies in long term staff retention.Efforts must be made to document the proceeds of thediscussions to capture the achievements, skills, learning andother contributions of the individual to update the “live”talent profiling database.3.4. Systematic talent review frameworkOne thing to remember is that talent may not be in-born. Attimes in big or small corporate companies, it is learnt andacquired and then used for other domains to produce results.This underlines the basis of proposed model of long termtalent management and staff retention. In the proposedmodel, a quarterly talent review is conducted for all theemployees. The proposed model is shown in the Fig [4].3.4.1 Inputs to Quarterly Talent ReviewThere are two major inputs to the quarterly review:-a) Quarterly Forced Ranking- Middle managers preparea quarterly forced raking for the employees reporting tothem. Essentially various job attributes, attitudes, values arerated for all the employees to fit into a forced ranking. Togood extent such rating is objective; however, at timesubjective information is also used to drive such forcedranking (Grote 2005). The output of these sheets is a uniqueranking position of each of the employee in the team relativeto each other. Such ratings include job performance andattitude aspects affecting the on-job behavior and results. Atypical Forced ranking looks like Fig [5].b) Last Year’s performance rating- This is importantobjective information which forms many of the managerialdecision. IN standard practice the quarterly forced rankingincludes the performance rating of last year as one of theparameter too. However, the performance rating for the lastyear in itself provides vital information of consistency ofperformance.These forced rakings are presented in quarterly talent reviewmeetings. Essentially these reviews are conducted by topmanagement in association with senior and middlemanagement. During the review, the downstream employeesare rated on criticality to the company and their futurepotential.3.4.2 Output rating from Talent ReviewBoth technical and leadership potential is rated. The outcomeof talent review is flagged and non-flagged employees. Theoutput to Talent Review meetings are as under:-a) Criticality Rating- A matrix where criticality on 1 to 3scales is assigned based on how critical an employeeis for current and future success of the company. Thecritical employees must be engaged suitably andshould be given suitable long-term benefits.b) Single Point Failure/ High Risk of Attrition rating-Rating is assigned to each employee to identify if aparticular employee is a single-point failure or hashigh chance of leaving the company based on hisreactions and feedbacks. A back-up plan and bench-strength plan is needed immediately to cover suchemployees.
  6. 6. R. Attri Training and Learning Management Series, Paper No. 6, July 20092 | P a g e     Copyright © 2009 Raman K. Attri c) Potential Ratings- this rating deal with identify theemployees who have long term potential in technicalor leadership domain. Technical and leadershippotential is assessed separately and is given separateratings. A career development & progression plan isneeded for employees with high technical potential,whereas employees with high leadership potentialare the candidates as successors for next level roles.The candidates with high technical as well asleadership potential are the business leaders and areslated for developing succession plan for them.A typical sample worksheet for assigning ratings and definingthe appropriate talent management plan is given in the Fig[6].3.4.3 Talent Management Plans from Review ratingsThese output matrixes are used to develop a set ofdevelopment and engagement plans based on the ratings.Here are some of the talent management plans those aredeveloped.• Engagement Plan for the employees who are markedas currently critical to company success. This ensuresthat the employees who are vital for current successshould be engaged meaningfully. The correctengagement lies in direct manager’s hands. This isimport to curb such employees to look out for otheravenues due to lack of suitable engagement. As anexample in previous figure, the employee GHI scoreshigh on critical scale, even though he is rated low onother scales, since he is currently critical to business,he should be engaged suitably to avoid anyhumping around the role from such employee.• Career Development Plan for Technical Potentials: Asan another example, employee DEF scores very highon technical competence and a technology companywould want to manage such highly talentedemployees by making a suitable career progression/development plan for him.• Leadership Development / Succession Plan for HighLeadership Potentials: As an example, the employeeABC, even though has low technical potential, scoreshigh on criticality rating and leadership potential. Heis an ideal caudate for a long-term leadership planand may be successor to next level promotion.• Cross-Training/ Bench strength building back-upplan for the employees marked as high risk toattrition or single point failure. As an example inprevious figure, employee KLM is such a candidatewhich may pose substantial risk to operations in theeven he leaves. Engagement plan though helps a lothere to retain him for a longer time, but to preparefor eventualities, a back-up bench strength need tobe built for this role.On the other hand the employee NOP scores high oncriticality rating as well as risk to leave. Such kind ofemployees would need to have right engagement so thatcompany keep them engaged and at the same timecreate a back-up bench strength plan for the same.3.4.4 Talent Management and Retention StrategiesThis structured approach to Talent Review leads to a veryscientific base to further development plan. The type andrange of development plan and mechanism can vary fromorganization to organization.Based on the rating, various retention/ talent managementand career development strategies have been shown in Fig[7]. This is a Talent Management Model developed as part ofthe existing research. The matrix plots criticality vs potentialto define various talent management plans such as retentionplan, career development, succession plan and riskmanagement plan. The advantage of this talent managementmatrix is that it also integrated usual operational plans likedeployment plan, leadership plan and job enrichment/enlargement plan under the same umbrella.The whole success to talent management lies in aligningthese three elements together.a) Long term talent management strategy as definedfrom Talent Review Matrixb) Reward, recognition and monetary aspect of thecompensationc) Career Aspiration of the employee as seen from theTalent Profile databasea) Above plans, in an integrated manner forms thelong-term talent management and retention plan for all levelof employees. Some of the talent management strategies areas under:• Critical Employee: Engagement plan, projectassignments• Technical Potential: Team leadership assignments,project leadership• Leadership Potential: people management, businessdevelopment, strategic roles• Single Point Failure: Tactical operations, mentorshipfor other employees,b) Above ratings governs the compensation elementsto retain the talent for the long time in the company such as:-• Project involvement bonus• Stocks and RSUs• Increments and annual bonus• Promotion/ Job grade change• Overseas assignments• Spot bonus• Awards and recognitionc) Some companies do have a separate developmentplan system for developing a personal goals charter for theemployee to help track and fulfill his personal andprofessional goals along with his job.4. ConclusionThe Talent Management Framework discussed in this paperand Talent Management Matrix (Criticality vs Potential) hasbeen used as a successful method of managing the talent.Thus approach targets to provide a systematic, data drivenscientific methodology to talent management. The model isapplicable to small and large corporation with someadaptation. The most attractive feature of the approach is thatthe strategies are fairly simple yet effective and can bealigned with mainstream HR practices in the companies. Thisdoes not demand drastic infrastructure change, rather aprocess on the part of HR and direct manager. Another goodfeature of this model is that without having applied corporatewide, still direct managers can practice the same within theirgroups for more effective talent management of their group.
  7. 7. R. Attri Training and Learning Management Series, Paper No. 6, July 20093 | P a g e     Copyright © 2009 Raman K. Attri Fig [4]: Proposed Talent Review Approach in a complex corporate. The proposed model aims at developing engagement plans, cross-trainingplan, career development plan and leadership development, succession plan based on Criticality rating, Risk rating, SPF rating and Potentialratings.Fig [5]: A typical forced ranking worksheet, where the employees are given discrete ranks even if their point score issame.Fig [6]: A typical rating worksheet to assign Criticality Rating, Potential Rating and SPF rating to develop a suitable plan
  8. 8. R. Attri Training and Learning Management Series, Paper No. 6, July 20092 | P a g e     Copyright © 2009 Raman K. Attri Fig [7]: Criticality vs Potential Talent Management Matrix. A guiding tool to define long-term and short term talent management strategies, typeof plans required for the employees falling on different ranges of the criticality and potential ratings.5. References1. Anonymous (2006) , “Critical issues in HR Drive 2006 Priorities: #1 isTalent Management”, HR Focus, Volume 83, No. 1, Pg 1 & 13-15.2. Berk, J., (2004), “Talent Management: Valuing Human Capital: A PracticalApproach”, CLO Magazine available athttp://www.knowledgeadvisors.com/archives/talent-management-valuing-human-capital-a-practical-approach/ (accessed 1stJuly 2009)3. Bersin, J., (2007), “High Impact Talent Management- High-Impact TalentManagement: State of the Market and Executive Overview”, Bersin &Associates Industry Report, Bersin & Associates available athttp://www.bersin.com/Lib/Rs/Details.aspx?docid=10334906&id4. Cappelli, P. (2000), "A market-driven approach to retaining talent",Harvard Business Review, Vol. 78 No.1, pp.103-11.5. Chugh, S., Bhatnagar, J. (2006), "Talent management as highperformance work practice: emerging strategic HRM dimension",Management and Labour Studies, Vol. 31 No.3, pp.228-53.6. Doherty, W., Noah Rabinowitz, N., Michael Pilnick, M., Hogan P. D.,(2006). ”The Lore Talent Management Maturity Model”, LoreInternational Institute available athttp://www.feedbacknet.com/assessment/TMMMDescription.cfm(Accessed 1st July 2009)7. Falcone, P. (2006), "Preserving restless top performers: keep your topperformers engaged so they dont jump ship once job opportunitiesarise", HR Magazine, available at:8. Glen, C. (2006), "Key skills retention and motivation: the war for talentstill rages and retention is the high ground", Industrial and CommercialTraining, Vol. 38 No.1, pp.37-45.9. Grote, R., (2005) Forced Ranking: Making performance managementwork, Harvard Business School Press, Boston, MA, available athttp://hbswk.hbs.edu/archive/5091.html (Accesses 1st July 2009)10. Handfield-Jones, H., Michaels, E., & Axelrod, B. (2001), “TalentManagement: A Critical Part Of Every Leader’s Job”. Ivey BusinessJournal, Vol 66, No. (2), Pp 53-58.11. Hirsch, M.S. (2006), "Tomorrows world of recruitment", available at:www.peoplemanagement.co.uk12. Jackson Leadership (2005), “Using Jackson’s Performance / PotentialMatrix for Succession Planning & Talent Management”, JacksonLeadership Systems available athttp://www.jacksonleadership.com/pdfs/JacksonLead_PerfPotMatrixWhitePaper.pdf13. Lamoureux, K., (2009a), “Bersin & Associates Succession ManagementMaturity Model”, Bersin & Associates. Available at:http://www.bersin.com/Lib/Rs/Details.aspx?docid=10339884&id=(Accessed 1stJuly 2009)14. Lamoureux, K., (2009b), “The Nine-Box Grid: An Essential Tool for TalentCalibration”, Bersin & associates available athttp://www.bersin.com/Lib/Rs/Details.aspx?Docid=10339432 Accessedon 1stJuly 2009.15. Lockwood, N.R. (2006), "Talent management: driver for organizationalsuccess HR content program", SHRM Research Quarterly, available at:www.shrm.org/research/quarterly/2006/0606RQuart.asp16. Luthans, F., Peterson, S.J. (2002), "Employee engagement and managerself efficacy: implications for managerial effectiveness anddevelopment", Journal of Management Development, Vol. 21 No.5,pp.376-87.17. Martel, L. (2003), "Finding and keeping high performers: best practicesfrom 25 best companies", Employee Relations Today, Vol. 30 No.1,pp.27-43.18. Martin, K. & Lombard, M., (2009). “Fully On–Board”: Getting the Mostfrom Your Talent in the First Year, Aberdeen Group. Available at:http://www.taleo.com/research/get-analyst-reports/aberdeen-fully-board-getting-the-most-98.html19. Martin, K., Saba, J., and Madden, K., (2009). Assessments in TalentManagement, Strategies to Improve Pre and Post Hire Performance,Aberdeen group. Available at: http://www.taleo.com/research/get-analyst-reports/assessments-talent-management-strategies-improve-pre-99.html
  9. 9. R. Attri Training and Learning Management Series, Paper No. 6, July 20092 | P a g e     Copyright © 2009 Raman K. Attri 20. Oracle Inc (2008), Integrated Talent Management: Extending the Valueof a Strategic Framework, An Oracle White Paper. Available at:http://www.oracle.com/media/peoplesoft/en/pdf/whitepapers/integrated-talent-management-white-paper.pdf (accessed 1st July 2009)21. Powell, M., Lubitsh, G. (2007), “Courage in the face of extraordinarytalent: Why talent management has become a leadership issue”,Strategic HR Review; Volume: 6, No. 5.22. Reese, V. (2005), "Maximizing your retention and productivity with on-boarding", Employment Relations Today, Vol. 31 No.4, pp.23-30.23. Scheweyer, A. (2004), Talent Management Systems: Best Practices inTechnology Solutions for Recruitment, Retention and WorkforcePlanning, Wiley, New York, NY, .24. Taleo Research, Strategic Talent Management. Available atHttp://Www.Taleo.Com/Research/Articles/Strategic/What-Talent-Management-121.Html (Accessed 1st July 2009)25. Tansley, C., Turner, P. And Foster, C. (2007) Talent: Strategy,Management, Measurement. Research into Practice. London: CharteredInstitute Of Personnel and Development. Available At:http://Www.Cipd.Co.Uk/Bookstore26. Tucker, E., Kao, T. and Verma, N. (2005), “Next-Generation TalentManagement- Insights on How Workforce Trends Are Changing - TheFace of Talent Management”, Hewitt Associates available athttp://Www.Cdi-Tm.Com/Media/Whitepaper_Nextgentalenmanagement.Pdf (Accessed1st July 2009)FURTHER READING1. Berger, D. R. (2004), “The Journey To Organisation Excellence:Navigating The Forces Impacting Talent Management”, D. R. Berger & L.A. Berger (Eds.), The Talent Management Handbook, Ch.3. Mcgraw-Hill,New York.2. Boudreau, J.W., Ramstad, P.M. (2005), "Talentship, talent segmentation,and sustainability: a new HR decision science paradigm for a newstrategy definition", Human Resource Management, Vol. 44 No.2,pp.129-36.3. Boudreau, J.W., Ramstad, P.M. (2005), "Talentship, talent segmentation,and sustainability: a new HR decision science paradigm for a newstrategy definition", Human Resource Management, Vol. 44 No.2,pp.129-36.4. Brittain, S. (2007) “How To Manage Key Talent”. People Management.Vol 13, No 12, Pp 46-47.5. Cannon, J.A. And Mcgee, R. (2007), “Talent Management and SuccessionPlanning”, CIPD Toolkit, Chartered Institute Of Personnel andDevelopment.6. Cappelli, P. (2008), “Talent Management for the Twenty-First Century”,Harvard Business Review. Vol 86, No. 3, Pp74, 76-81.7. Cattell, A., (2008), “Talent on Demand - Managing Talent in an Age ofUncertainty”, Industrial and Commercial Training, Volume: 40, No. 78. Conger, J. A., & Fulmer, R. M. (2003). “Developing Your LeadershipPipeline”. Harvard Business Review, 81(12), 76-84.9. Dell, D., Hickey, J. (2002), Sustaining the Talent Quest, The ConferenceBoard, New York, NY10. Donahue, K.B. (2001), “It Is Time to Get Serious about TalentManagement”, Harvard Business School Press, Boston, MA.11. Forman, D.C. (2006), "Talent metrics measure what matters", available at:www.leaderexcel.com12. Frank, F.D., Taylor, C. (2004), "Talent management: trends that will shapethe future HR", Human Resource Planning, Vol. 27 No.1, pp.33-41.13. Gardner, T.M. (2002), "In the trenches at the talent wars: competitiveinteraction for scarce human resources", Human Resource Management,Vol. 41 No.2, pp.225-37.14. Gifford, L., (2008), HCI white Paper, “Support Your Talent ManagementStrategy,” Human Capital Institute, available at:Http://Www.Futurestep.Com/Pdf/Talent%20strategy_Reporting.Pdf15. Heinen, J. S. & O’neill, C. (2004). “Managing Talent to MaximisePerformance”. Employment Relations Today, Page 67-82.16. Heinen, S.J., ONeill, C. (2004), "Managing talent to maximizeperformance", Employment Relations Today, Vol. 31 pp.2.17. HR Focus (2006), "Critical issues in HR drive 2006 priorities: number 1 istalent management", HR Focus, Vol. 83 No.8, pp.8-9.18. HR Focus (2007), "Talent management is on HR agenda for 2007 andbeyond", HR Focus, Vol. 84 No.4, pp.8. available atHttp://Www.Talentmgt.Com/Succession_Planning/2009/February/857/Index.Php19. Integrated Talent Management Part 1: Understanding the opportunitiesfor Success. (2008 July). IBM, Institute For Business Value. AvailableOnline At Www.Ibm.Com.20. Kevin J. (2009), Sensenig succession Planning, Talent ManagementMagazine, available at:Http://Www.Talentmgt.Com/Succession_Planning/2009/February/857/Index.Php21. Kevin S. Groves (2007), “Integrating leadership development andsuccession planning best practices”, Journal of ManagementDevelopment; Volume: 26 Issue: 322. Likierman, A. (2007). “How To Measure the success of TalentManagement”. People Management. Vol 13, No 4, Pp46-4723. Morton, L., Ashton, C., And Bellis, R. (2005) , “Differentiating TalentManagement: Integrating Talent Management To Drive BusinessPerformance”, CRF Publishing, London.24. Richard S. Wellins, Audrey B. Smith, Scott Erker ( ) White Paper — NineBest Practices For Effective Talent Management, DevelopmentDimensions International, Inc.Available at:Http://Www.Ddiworld.Com/Pdf/Ddi_Ninebestpracticetalentmanagement_Wp.Pdf25. Robert E. Lewis, Robert J. Heckman (2006), Talent management: Acritical review, Human Resource Management Review, Volume 16, Issue2, Pages 139-15426. Saba, J. & Martin, K. (2008., Succession Management: Addressing TheLeadership Development Challenge. Aberdeen Group Research ReportAvailable online at www.Aberdeen.Com.27. Teng, A. (May 2007). Making The Business Case for HR: TalentManagement Aids Business Earnings. HRO Today Magazine. RetrievedFrom Http://Www.Hrotoday.Com/Magazine.Asp?Artid=1693 on April 17,2009.Author Details:Author is Global Learning and Training Consultantspecializing in the area of performance technology.His research and technical experience spans over16 years of project management, productdevelopment and scientific research at leading MNCcorporations. He holds MBA in OperationsManagement, Executive MBA, Master degree inTechnology and Bachelor degree in Technologywith specialization in Electronics andCommunication Engineering. He has earnednumerous international certification awards - Certified ManagementConsultant (MSI USA/ MRA USA), Certified Six Sigma Black Belt (ERUSA), Certified Quality Director (ACI USA), Certified Engineering Manager(SME USA), Certified Project Director (IAPPM USA), to name a few. Inaddition to this, he has 60+ educational qualifications, credentials andcertifications in his name. His interests are in scientific productdevelopment, technical training, management consulting and performancetechnology.Contact: +44 20 7979 1979E-mail: rkattri@rediffmail.comWebsite: http://sites.google.com/site/ramankumarattriLinkedIn: http://www.linkedin.com/in/rkattri/Copyright InformationCopyrights © 2005 Raman K. Attri. Paper can be cited withappropriate references and credits to author. Copying andreproduction without permission is not allowed.
  10. 10. R. Attri Training and Learning Management Series, Paper No. 6, July 20093 | P a g e     Copyright © 2009 Raman K. Attri