talent management

1. Talent Management

2. Who are Talented People?
 People who has exceptional ability and
achievement with transferable high competence.
What is Talent?
According to McKinsey; talent is the sum of
 a person’s abilities,
 skills, knowledge, experience,
 intelligence,
 judgment, attitude, character, drive,
 his or her ability to learn and grow.

3. Why Organizations Need Talent
Development?
 To develop leaders for tomorrow from within an
organization.
 To maximize employee performance as a
unique source of competitive advantage.
 To empower employees:
 Cut down high turnover rates.
 Reduce the cost of constantly hiring new
people to train.

4. How to Build "The Talent Management
System"?
 Organizations systematically design, integrate
and implement programs that build and sustain a
"High Performing Work Culture".
 These programs focus on:
 ACQUIRING, CULTIVATING, POSITIONING and
REWARDING Employees.
 when the above mentioned programs are fully
integrated into a SYSTEM, it is labelled as "Talent
Management".

6. How to Build "The Talent Management
System"?
 Talent Management have three elements
 BLUEPRINT,
 BUILDING BLOCKS
 SYSTEM.

7. [1] BLUEPRINT
It is a set of principles that guides an organization's
strategic and tactical Talent Management Process.
Blueprint further contains two elements –
CREED and TALENT STRATEGY.
i. CREED: It is a set of principles and values that
guides the behavior of an employer/organization and
its employees.
How to Build "The Talent Management
System"?

9. ii. TALENT STRATEGY:
Talent Strategy views an organization's workforce as
ASSETS.
Talent Strategy distinguishes these assets based on
an assessment of each person's current and
potential contribution to their organization success.
These assets are divided as:
 Superkeepers- greatly exceed expectations (3-
5%)
 Keepers – exceed expectations (20 %)
 Solid citizens- meet expectations (75 %)
 Misfits- below expectations (2-3 %)

11. Talent Strategies include:
 Cultivating the Super-keepers, i.e. Identification,
Selection, Development and Retention of super-
keepers.
 Retaining the Key Position Backups.
 Allocating (TREAD), i.e. as per the employee
classification.
TREAD means:
(Training, Reward, Education, Assignment,
Development)

12. [2] BUILDING BLOCKS
 These are Assessment Tools that are used to
implement the Talent Strategy. Thus, by using
these assessment tools, an organization's
workforce can be divided and categorized as
super-keepers, keepers, solid citizens and misfits.
Retaining the Key Position Backups.

14.  The Assessment Tools which are largely and
mostly used:
 Competency Assessment. Such as
assessment is used to derive, understand and
rate an employee's ORGANISATION
COMPETENCIES (i.e. core value
competencies), FUNCTIONAL
COMPETENCIES, JOB COMPETENCIES,
LEADERSHIP COMPETENCIES.
 Balanced Score Card.
 Performance Appraisal using a Performance
Management System.

15. [3] SYSTEM
 It is the System that integrates the Blueprint and
the Building Blocks.
A System consists of two elements:
 Four Core Human Resource Programs.
 A Process for integrating the 4 core programs.

17. i. Four Core HR Programs:
 Positioning: Replacement Planning, Career
Planning, Internal Assignments, Succession
Planning.
 Enhancement: It utilizes the building blocks
assessment for facilitating Employee Coaching,
Training, Education, Development.

18. i. Four Core HR Programs:
 Mobility: Mobility includes (Identification,
Attraction, Recruitment and Onboarding) of new
employees. Such employees should meet the
organization's Talent Creed and Talent Strategy
requirements.
 Compensation: It include programs such as Pay,
Incentives and Rewards, i.e. as per the employee
classification based on the Talent Strategy.

19. ii. Integrating Process:
 It integrates the 4 Core HR programs into a
unified plan.
The integrating process addresses significant
issues tied directly to the Talent Management
Blueprint and Talent Strategy like:
 Does the organization have at least 1 Backup
for each Key Position, i.e. who are at Keeper
level or above?
 Does the Organizational Competencies match
with the Organization's Creed?
 Are TREAD (Training, Reward, Education,
Assignment, Development) being allocated
based on employee classification, i.e. Super-
keepers, Keepers, Solid Citizens and Misfits?

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