SPEAKER NAME: Tom Bartridge COMPANY   NAME: Emaar
Talent Management March 2009
Why is Talent Mgmt Important? <ul><li>Global consulting firm Development Dimensions International (DDI) conducted a survey...
Where Do You Start? <ul><li>What will the organization structure look like in 8 Quarters, in 12 Quarters? </li></ul><ul><l...
Talent Development <ul><li>Be integrated / complement existing programs and have support of entire management team </li></...
Responsibilities Slide  <ul><li>identify core competencies </li></ul><ul><li>identify talent (internal & external) </li></...
Responsibilities Slide  <ul><li>monitor all managerial talent levels </li></ul><ul><li>be accountable </li></ul><ul><li>en...
Appraising  Performance
The Link to Performance Appraisals <ul><li>Link Company goals to individual contribution </li></ul><ul><li>Provide clarity...
The Appraisal Process <ul><li>Setting objectives / expectations </li></ul><ul><li>Be clear about consequences </li></ul><u...
<ul><li>Joint objective setting between manager and subordinate </li></ul><ul><li>Agree on performance targets </li></ul><...
Providing Feedback <ul><li>Conduct reviews periodically </li></ul><ul><li>Focus on performance not personalities </li></ul...
Emaar’s Appraisal Forms
<ul><li>Form A:  Employees </li></ul><ul><li>Form B:  Managers </li></ul><ul><li>Form C:  Executives </li></ul>Slide  <ul>...
Manager Level Focus Slide  <ul><li>Operations Management </li></ul><ul><li>Plan & Organize Work </li></ul><ul><li>Knowledg...
Executive Level Focus Slide  <ul><li>Strategy & Vision </li></ul><ul><li>Judgment & Decision Making </li></ul><ul><li>Shar...
Emaar Talent Pool
What is the Talent Pool? <ul><li>Systematic process where managers identify, assess and develop their employees </li></ul>...
Talent Pool Program Slide
Welcome Screen Slide
Selecting Candidates Slide
Candidate Data Slide
Job History Slide
Candidate’s Top 3 Talents Slide  Be specific and describe actions, behaviors & decisions.
Key Development Slide
Assignments Slide
Assessment Slide
Appraisal History Slide
Training Slide
Reports Slide
Mentoring
Purpose of Mentoring <ul><li>Prepare for succession </li></ul><ul><li>Retain high performers </li></ul><ul><li>Improve wor...
Actively seek opportunities for protégé to acquire the identified experiences, knowledge and training they need  To coach ...
Develop and execute action plans to &quot;close the gaps,&quot; maintain high levels of self-motivation and be open and di...
In Closing… <ul><li>The key is to see learning as inseparable from everyday work…  Peter Senge </li></ul><ul><li>Nobody ne...
<ul><li>Any Questions  ? </li></ul>Slide
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09 03 Iir Talent Mgmt (35 Slides)

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2009 March - Talent Management Conference

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  • 09 03 Iir Talent Mgmt (35 Slides)

    1. 1. SPEAKER NAME: Tom Bartridge COMPANY NAME: Emaar
    2. 2. Talent Management March 2009
    3. 3. Why is Talent Mgmt Important? <ul><li>Global consulting firm Development Dimensions International (DDI) conducted a survey at the end of 2007 with 412 senior leaders in Europe, North America, Asia and Australia </li></ul><ul><li>The study found 85% of CEOs said talent management is as important, or more important than other business priorities. But only 2 in 10 leaders say they often spend time managing talent, and only 1 in 10 reviews it with their board of directors </li></ul>Slide <ul><li>For more information see article “Talent Management Seen as Top Priority, but Draws Scant Leadership Effort” by Theresa Minton-Eversole – SHRM online editor </li></ul>
    4. 4. Where Do You Start? <ul><li>What will the organization structure look like in 8 Quarters, in 12 Quarters? </li></ul><ul><li>What skills will be needed to cope with changes? </li></ul><ul><li>How many new positions are anticipated in the next 8-12 Quarters? </li></ul><ul><li>How do you diagnose leadership skills accurately? </li></ul><ul><li>How many potential candidates are currently ready to assume these roles? </li></ul><ul><li>Are your development activities challenging? </li></ul>Slide
    5. 5. Talent Development <ul><li>Be integrated / complement existing programs and have support of entire management team </li></ul><ul><li>Efforts should go beyond replacement planning </li></ul><ul><li>Focus on developing the leadership ability of selected candidates </li></ul><ul><li>Staff must be encouraged to develop themselves for the future </li></ul><ul><li>Advancement is not “promised” to any individual </li></ul><ul><li>Focus on activities that increase an individual’s potential for success within 8-12 Quarters </li></ul>Slide
    6. 6. Responsibilities Slide <ul><li>identify core competencies </li></ul><ul><li>identify talent (internal & external) </li></ul><ul><li>contribute to talent pool </li></ul><ul><li>accept outsiders into unit </li></ul><ul><li>create development program within unit </li></ul><ul><li>identify core competencies </li></ul><ul><li>identify talent (internal & external) </li></ul><ul><li>link talent development to key job responsibilities </li></ul><ul><li>make talent development KPI </li></ul><ul><li>design outreach program </li></ul><ul><li>differentiated rewards </li></ul>Development / Retention <ul><li>provide resource planning requirements </li></ul><ul><li>develop business plans </li></ul><ul><li>develop action plans </li></ul><ul><li>provide framework </li></ul><ul><li>talent pool custodian </li></ul><ul><li>talent deployment </li></ul><ul><li>building Emaar Talent Brand </li></ul>Business / Resource Plan SBU / Regions Corporate Role Critical Issues
    7. 7. Responsibilities Slide <ul><li>monitor all managerial talent levels </li></ul><ul><li>be accountable </li></ul><ul><li>ensure consistent & effective implementation </li></ul><ul><li>set goals for success </li></ul>Monitoring <ul><li>share information with peers and corporate </li></ul><ul><li>provide regular feedback </li></ul><ul><li>celebrate / share successes </li></ul><ul><li>create communications policy guidelines </li></ul><ul><li>ensure information flows across all SBUs / Regions </li></ul><ul><li>bring people together </li></ul><ul><li>create communication system </li></ul><ul><li>celebrate / share successes </li></ul>Communication SBU / Regions Corporate Role Critical Issues
    8. 8. Appraising Performance
    9. 9. The Link to Performance Appraisals <ul><li>Link Company goals to individual contribution </li></ul><ul><li>Provide clarity on job & performance requirements </li></ul><ul><li>Monitor & measure performance </li></ul><ul><li>Improve individual performance </li></ul><ul><li>Provide training & development guidance </li></ul><ul><li>Ensures top-performers are identified </li></ul><ul><li>Supports the growth of Talent in the Company </li></ul>Slide
    10. 10. The Appraisal Process <ul><li>Setting objectives / expectations </li></ul><ul><li>Be clear about consequences </li></ul><ul><li>Tying individual performance to the “Big Picture” </li></ul><ul><li>Monitoring performance </li></ul><ul><li>Providing feedback </li></ul><ul><li>Conducting formal evaluation session </li></ul><ul><li>Closing the session </li></ul>Slide
    11. 11. <ul><li>Joint objective setting between manager and subordinate </li></ul><ul><li>Agree on performance targets </li></ul><ul><li>Set review dates </li></ul>Setting Objectives / Expectations Slide
    12. 12. Providing Feedback <ul><li>Conduct reviews periodically </li></ul><ul><li>Focus on performance not personalities </li></ul><ul><li>Identify training related issues </li></ul><ul><li>Identify motivational / behavioral issues </li></ul><ul><li>Identify strengths and areas for improvement </li></ul><ul><li>Provide constructive feedback, when needed </li></ul><ul><li>Give praise, when deserved </li></ul><ul><li>Recognize superior performance </li></ul><ul><li>Use Positive Language </li></ul>Slide
    13. 13. Emaar’s Appraisal Forms
    14. 14. <ul><li>Form A: Employees </li></ul><ul><li>Form B: Managers </li></ul><ul><li>Form C: Executives </li></ul>Slide <ul><li>Sections: </li></ul><ul><ul><li>Competencies </li></ul></ul><ul><ul><li>Competency Rating Scale </li></ul></ul><ul><ul><li>Objectives </li></ul></ul><ul><ul><li>Additional Objectives </li></ul></ul><ul><ul><li>Overall Rating </li></ul></ul><ul><ul><li>Comments Block </li></ul></ul><ul><ul><li>Training Requirement Block </li></ul></ul>Supporting Development of Talent
    15. 15. Manager Level Focus Slide <ul><li>Operations Management </li></ul><ul><li>Plan & Organize Work </li></ul><ul><li>Knowledge & Self Mgmt </li></ul><ul><li>Communication & Influence </li></ul><ul><li>People Mgmt & Development </li></ul><ul><li>Delivers Results </li></ul><ul><li>Continuous Improvement </li></ul>
    16. 16. Executive Level Focus Slide <ul><li>Strategy & Vision </li></ul><ul><li>Judgment & Decision Making </li></ul><ul><li>Shared Ownership </li></ul><ul><li>Communication & Influence </li></ul><ul><li>People Mgmt & Development </li></ul><ul><li>Delivers Results </li></ul><ul><li>Continuous Improvement & Change </li></ul>
    17. 17. Emaar Talent Pool
    18. 18. What is the Talent Pool? <ul><li>Systematic process where managers identify, assess and develop their employees </li></ul><ul><li>Vital for Emaar because it ensures a pool of future leaders </li></ul><ul><li>Managers provide development opportunities that stretch their subordinates’ abilities </li></ul><ul><li>Exposes high-potential candidates to as much of the working environment as possible </li></ul>Slide
    19. 19. Talent Pool Program Slide
    20. 20. Welcome Screen Slide
    21. 21. Selecting Candidates Slide
    22. 22. Candidate Data Slide
    23. 23. Job History Slide
    24. 24. Candidate’s Top 3 Talents Slide Be specific and describe actions, behaviors & decisions.
    25. 25. Key Development Slide
    26. 26. Assignments Slide
    27. 27. Assessment Slide
    28. 28. Appraisal History Slide
    29. 29. Training Slide
    30. 30. Reports Slide
    31. 31. Mentoring
    32. 32. Purpose of Mentoring <ul><li>Prepare for succession </li></ul><ul><li>Retain high performers </li></ul><ul><li>Improve workforce diversity </li></ul><ul><li>Improve job performance </li></ul><ul><li>Manage corporate knowledge </li></ul><ul><li>Reduce learning time and cost </li></ul><ul><li>Support nationalization targets </li></ul><ul><li>Increase employee engagement </li></ul>Slide
    33. 33. Actively seek opportunities for protégé to acquire the identified experiences, knowledge and training they need To coach and guide the protégé on an ongoing basis, provide feedback and be a sounding board. Mentor Responsibilities
    34. 34. Develop and execute action plans to &quot;close the gaps,&quot; maintain high levels of self-motivation and be open and direct with their mentor. Readily accept feedback and take the responsibility for their own development. Protégé Responsibilities
    35. 35. In Closing… <ul><li>The key is to see learning as inseparable from everyday work… Peter Senge </li></ul><ul><li>Nobody needs to learn, survival is not compulsory… Deming </li></ul><ul><li>The rate at which individuals & organizations learn may become the only sustainable competitive advantage… Ray Stata </li></ul><ul><li>Education’s (mentoring) purpose is to replace an empty mind with an open one… Malcolm Forbes </li></ul>Slide
    36. 36. <ul><li>Any Questions ? </li></ul>Slide
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