Talent Management TNS08


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Presentation on Talent Management given at the 2008 Tennessee Summit on Administrative Computing

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Talent Management TNS08

  1. 1. Talent Management Thomas Danford CIO – Tennessee Board of Regents g October 14, 2008
  2. 2. Talent Management Talent management is the process of attracting, selecting training developing and attracting selecting, training, promoting employees throughout the institution. Focusing on developing talent in- house ensures the staff has the tools/support/resources necessary to perform well, are properly motivated/compensated, and are ready to transition into leadership roles as appropriate. Internally developed staff are valuable assets because over time they develop the necessary core competencies and internalized institutional core values.
  3. 3. Skills, Traits, Behavior, Characteristics, Talent? • Skills – abilities that have been acquired by training (PL/SQL, Pro C, Finance, HR, etc.) • Traits – distinguishing features of your personal nature (thoughtful, productive, approachable, generous, etc.) • Behavior – manner of acting or controlling oneself (that can be either consistent or inconsistent with traits) • Characteristics – prominent measurable attributes or aspects (h i ht weight, s race, fit ss attractiveness, etc.) (height, i ht sex, fitness, tt ti ss t ) • Talent – a recurring and consistent pattern of traits, characteristics, skills and behavior that can be productively applied …
  4. 4. The key to excellent p y performance … … finding/developing the match between employee talents and roles.
  5. 5. Traditional Employment vs. Talent Management Focus • Traditional Employment Focus ▫ Skills Skill & education d i ▫ Duties & responsibilities ▫ Some characteristics (strength, repetitive, endurance, etc.) g p ▫ Experience • Talent Management Focus – Traditional plus more scrutiny on … ▫ Traits ▫ Behavior ▫ Talent …
  6. 6. Baseline vs. Mission Specific Talents • Baseline – skills, traits, characteristics, and behavior that is required of all roles e.g. ▫ Lifelong Learner ▫ Self-starter ▫ Ability to work with minimum supervision • Role Specific – additional skills, traits, characteristics, and behavior required for a specific role e.g. ▫ Technical & end user support ▫ Technical writing & documenting
  7. 7. Implementing Talent Management p g g • Identify and Assess Existing & Needed Talents • Hiring and Developing Staff • High Value Appraisals – (baseline focal, (baseline, focal anniversary, interim, probationary, etc.) • Understanding Compensation & It’s Impact g p p • Turnover and Succession Planning for the Future
  8. 8. Identify and Assess Existing & Needed Talents • Identifying the competency skill sets needed in the organization (Administrative, Clerical, Communication, Counseling, Creative, Development, Financial Organizational, Counseling Creative Development Financial, Organizational Time Management, Training, Research, Management, Problem Solving, Technical) • Develop competency matrices to capture talent issues within a role and describe ( l dd ib (specific skills, b h i and k ifi kill behavior d knowledge with as ld ith much detail as necessary to explain to employees) • Develop a rating scale with scoring and weighting options b based on requirements q • Track, evaluate, and manage competencies across the organization • Implement a competency management system that brings rigor and f i i d fairness t th review and evaluation process to the i d l ti
  9. 9. Bill Fred Ruth John Mary Name / Skill Quick Cha ange Artist Not Exhibited Job Com mmitment Sense of Urgency Familiar Ambig guity & Uncer rtainty Innov vation Lifelong Learner Needs Help Accoun ntability Value Add e Serv vice l Competent Manages Morale s Inventory & Matrix Example Kaiz zen Takes Ow wnership Expect tations Can Mentor/Teach
  10. 10. Recruiting and Developing Staff g pg • Recruiting vs. Hiring the need to “choose well” in the process … • Ensure employees ( py (new & current) understand the skills, ) , competencies and talents required for their roles – address competency gaps with training & development • Identify development opportunities – purchased (seminars, classes, CBTs, books, etc.) and inexpensive or free (school/public library, vendor, Internet feeds/webinars/podcasts/websites, associations, user groups, etc.) • Reinforce development with obligations (reports, lead a brown bag discussion, seminar presentation etc ) discussion presentation, etc.) • Identify top performers and talent across the organization and involve them in mentoring and coaching
  11. 11. High Value Appraisals g pp • Top Down Employee Performance Evaluations Top-Down • Peer-to-Peer Employee Performance Evaluations • 360-Degree Performance Reviews • Self-Assessment Performance Reviews Self Assessment
  12. 12. Understanding Compensation g p • What motivates who? • Comparing “apples to apples apples apples” • Non-financial compensation. • Managing expectations …
  13. 13. Turnover and Succession Planning g • Turnover happens! It’s important to note that it is a two way process • Don't just plan to replace someone. Evaluate current and future needs with each turnover (reduce management ratios, staff new requirements, etc.) • Retain key talent. Staff that are part of a Talent ik l ff h f l Management program are more likely to stay with an organization
  14. 14. Talent Management Software iCIMS' Talent Platform And coming soon ???
  15. 15. I appreciate your attending! Drop me a note if I can help tdanford@tbr.edu