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09 03 Iir Talent Mgmt (35 Slides)
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09 03 Iir Talent Mgmt (35 Slides)

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2009 March - Talent Management Conference

2009 March - Talent Management Conference

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  • Transcript

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

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