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