talent management amany (5).ppt

Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education
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Talent management

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Learning objectives
o Evolution of the HR function
o The meaning of Talent management
o Why Organizations Need Talent management ?
o Talent management and recruitment (competencies)
o Talent management (training and development )
o Talent management and performance management
o Talent management and succession planning

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Evolution of the HR function

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From Personnel, to Strategic HR, to Talent Management.
To understand why Talent Management has become so
important, we must first look at the evolution of HR
function
Evolution of the HR function

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Stage 1: Personnel Department:
In the 1970s and 1980s the business function which
was responsible for people was called "The Personnel
Department."
The role of this group was to hire people, pay them,
and make sure they had the necessary benefits.
 In this role, the personnel department was a well
understood as business function.

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Stage 2: Strategic HR:
 In the 1990s organizations realized that the HR function was in fact more
important, and the concepts of "Strategic HR" emerged.
 During this period The "Head of Personnel" became the "VP of HR" and had a
large important role in :
 recruiting the right people,
 Training them and learning management.
 helping the business in designing job roles and organizational structures.
 developing "total compensation systems” which include benefits and
bonuses,
In this role, the HR department became more than a business function: it is a
business partner, reaching out to support lines of business.

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Stage 3: Talent Management:
We are now entering a new era: the emergence of "Talent
Management." which focused on a new set of strategic issues:
Today organizations are starting to build, and stitch together:
1- competency management systems,
How can we make our recruiting process more efficient and
effective by using recruiting based on "competency “instead of
sorting through resumes, one at a time.
2- performance management systems,
An integrated approach to ensure that an employee’s performance
supports and contributes to achieve the organization’s strategic
goals.

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􀂃3- succession planning systems.
How can we better develop managers and leaders to
reinforce culture, instil values, and create a sustainable
"leadership pipeline?“
The HR function is becoming integrated with the business
in a real-time fashion.

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The meaning of Talent management
o Is the integrated process of planning, attracting
recruiting, developing, appraising, compensating, and
retaining high potential employees that have the
required skills to meet current and future needs .
o today it is very critical for organizations to struggle to
find the talented employees.

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Why Organizations Need Talent
management ?
• To compete effectively in a complex and dynamic environment to
achieve sustainable growth.
• To maximize employee performance as a unique source of
competitive advantage.
• To develop leaders for tomorrow from within an organization.
• To Cut down on high turnover, Attrition and absenteeism rates.
Reduce the cost of constantly hiring new employees and training
them. 6

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1- Talent management
and recruitment

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Which is more important
for talent recruitment:
experience or competency?
Linking talent recruitment
to business strategy
• Hiring must be driven by an organization's business
strategy.
• So managers must ask themself “ what actions should
we take to produce employees' competencies we need to
achieve our strategic goals?”

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• Organizations now institute high performance
work systems( HPWS) that depend on multi skilled
employees who can perform multiple jobs.
• So relying on a list of traditional duties can be
counterproductive, because the job changes
frequently.

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•The better option is to create job profiles which list
the competencies that employees must have to do
these multi-skilled jobs
•Then the manager can recruit, train, appraise and
reward based on these profiles.

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So what is the meaning of
competencies?
o competencies are the core elements of talent management
practices.
o They are the measurable knowledge, skills, behaviors, personal
characteristics that are associated with excellent job performance.
o Competency profile or model is behavioral rather than functional,
focuses on the people rather than jobs.
16

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The Competency Model
The Competency Model identifies usually three groups of
competencies:
1- Core competencies for the entire organization to shape
the organizational capabilities and culture required to
achieve the strategic goals. .( all competencies KSA).
 examples 20

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o Action Orientation
Achieve results,overcomes obstacles, accepts responsibility,
Adaptability, teamwork, decision making, customer orientation, .
o Interpersonal Skills
Effectively and productively engages with others and establishes trust,
credibility, and confidence with them.
o Creativity/Innovation
Generates novel ideas and develops or improves existing and new
systems that challenge the status quo, takes risks, and encourage
innovation.
.
17

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The Competency Model
2- Leadership competencies
inspire others, and help resolve conflicts and develop consensus in
supporting high performance teams
3-Technical competencies (specific for each job family).
20

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Choosing Competencies in your
organizations
o Before choosing competencies in an organization, following
requirements must have been completed: -
 Establishment of vision, mission, values & Strategic business goals.
 Identification of the tasks, responsibilities and outcomes expected.
from each position.
 Identification of the superior (exemplary) performers.
 .
23

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o Compare superior performers with other best
people in other organizations in the same field
and in benchmark companies.
21

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2- Talent management and
performance management

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Talent management and
Traditional practices, allocate resources such as
compensation and development opportunities, based
on the employee’s performance appraisal ratings.
Today, employers focus their attention and resources
on their organization’s mission critical employees,
those who are critical to the organization’s strategic
needs.

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organizations divide their employees based on how
they are critical to the company success.
How ?
For example
Chemical engineering company that designs
sophisticated pollution control equipment

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The organization divides its employees into:
Engineers, are considered mission critical employees
(exceptional)
Engineers trainees, are considered core employees
( high)
sales, accounting, HR employees are considered necessary employees
(medium)
Peripheral employees ( maintenance)are considered non essential
(low)

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The company then ties pay, development, and other
HR decisions to each employee’s position

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Talent management
training and development

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Talent management
Traditional training and development methods focus
on the job training and off the job training for all
employees in all organizational levels
Today, employers focus their attention and resources
on their organization’s mission critical employees,
those who are critical to the organization’s strategic
needs.

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Talent management
How organizations implement this differential
approach ?
For example
organizations divide their talent into four groups:
Business impact, high performers, high potentials and
high potential leaders

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Talent management
(For Business impact ) Organizations give special access to
online discussion boards that are related to the biggest
challenges and led by high level executives.
( high performers).Some organizations encourage to visit the
board daily to share ideas and opinions and to apply for
assignments .
High potentials receive emails about the update's details of
the performance and strategic changes of the firm.

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Talent management
High potential leaders participate in a leadership
development program. They receive advice and regular
assessment from coaches brought from outside the company.
They also asked to do special project , develop a new product
or service or a new business model intended to create or add
value to their units.

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succession planing

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 succession planning is The process of deciding how
to fill the organization’s senior or key jobs.
Succession planning should adjust to basic talent
management practices.
The key is to:

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Talent management and succession planning
steps
1- Identify key jobs
Based on the organization’s strategy, Top
management and HR director identify what the
organization’s future key positions will be
1. Identify the competencies
that the organization's strategy requires
3- review the current talent
and define the high potentials.

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4- Develop inside candidates
through providing them with the developmental
experiences they require to be viable candidates such
( internal training-job rotation- regional assignments.
5- Assess and choose
It requires assessing these candidates and selecting
those who will actually can fill the key positions
successfuly.

talent management amany (5).ppt

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