Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Agile talent management

A new approach in talent management, see how to apply an effective human resources talent management strategy using the agile methodologies. Is not about to work more, is about to work in a more effective way to achieve results in less time.

New technologies like Big Data and data analysis along with new tools to improve the talent management cycle, are helping today to create a different and disruptive way to manage talent in the company.

Agile talent management

  1. 1. the vast majority of employee development programs and talent management are not working the vast majority of employee development programs and talent management are not working
  2. 2. ...this has created a feeling that talent management, employee assessments, career plans, etc... do not reach the targets ...this has created a feeling that talent management, employee assessments, career plans, etc... do not reach the targets
  3. 3. ...but it has been shown that the problem is not to be found on talent management programs by themselves, but how to apply them all... ...but it has been shown that the problem is not to be found on talent management programs by themselves, but how to apply them all...
  4. 4. " While most companies still have annual reviews, more than 80% (Deloitte Human Capital Trends 2014) reveal they are not worth the time people spend on them. Today companies want programs that focus on real-time feedback, coaching, development, and agile approaches to goal management. This means reshaping performance management to be more agile, developmental, and transparent. " Josh Bersin Principal and Founder, Bersin by Deloitte Read the complete article here: Top Ten disruptions in HR technology
  5. 5. methodology
  6. 6. 1 Short employee development cycles prone to continuous long employee development cycles1 VS
  7. 7. 2 use of the job position catalog for conducting assessments use of multipurpose assessment questionnaires for different job positions2 VS
  8. 8. 3 maintain an up-to-date job catalog,to behavior level not to have a job position catalog according to daily reality of positions3 VS
  9. 9. ? 4 Identify and assess only observable, objective and unique behavior for every job position subjective and difficult to interpret criteria when evaluating behavior4 VS
  10. 10. ACTIVE STOPPED DRAFT 5 Activate and deactivate the assessment of behavior depending on company strategic goals assess always the same behavior for a given position5 VS
  11. 11. 6 integrate quantitative targets with an appropriate weight in the employee’s assessment not associate the quantitative numerical goals of every employee with his assessment6 VS
  12. 12. 7 design specific algorithms for each job position based on their key points and company goals give the same importance to each of the areas of competence or behavior7 VS
  13. 13. 8 the employee drives his assessment & development aligned with the interests of the company the employee is outside his assessment & development8 VS
  14. 14. 9 different assessments depending on the relationship between evaluator and evaluated person believe that the solution lies on 360º assessments to get objective results9 VS
  15. 15. automate the entire process and integrate all information in a unique front end to use manual processes and several tools in the process VS 10 10
  16. 16. 11 to use fresh,easy an intuitive tools that convey agility and modernity to use complex tools that require specific training which are not suitable for low level profiles 11 VS
  17. 17. automatically generate personalized action plans for each employee not generate an individual action plan for every employee VS 12 12
  18. 18. associate training programs,mentoring, articles and content that allows the employee to self-improve weak aspects not associate weakness found in assessments to specific and personalized training activities for improvement VS 13 13
  19. 19. 14 automated processes easy to configure and maintain laborious processes for the HR Department14 VS
  20. 20. 14 always recognize top performers not recognizing the best in class employees14 VS
  21. 21. 15 collect in real time overall measurements and evolution indicators per competence,behavior, goal,etc...for every employee not collect measurements of employee changes15 VS
  22. 22. 16 collect real time aggregated data and evolution for every level of the organization not collect analytical aggregated data at the different levels of the company16 VS
  23. 23. RESULTADOS >10% INCREASE PRODUCTIVITY RESULTS
  24. 24. OTHER BENEFITS Average ticket Product losses Learning Customer satisfaction Motivation Staff turnover RESULTS
  25. 25. Agile Talent Management
  26. 26. 9.9 Agile Talent Management Competency assessment Quantitative goals Assessment and goals indicators, evolution, employee value Actions for continuous improvement Personalized algorithm for every job position
  27. 27. Employee´s dashboard
  28. 28. Agile Talent Management • In Intalligent there is no need for an organization chart. Instead, we use the term “perspectives” to refer to who evaluates whom. Organization charts? • 360º, 180º, 90º assessments?Yes, but not based on fixed organization charts. Perspectives are fully flexible to allow you to design your own performance assessment matrix
  29. 29. Agile Talent Management Department´s dashboard, unit, brand, office, etc... ...every level of the organization has his own dashboard
  30. 30. Intuitive questionnaires with color codes Matrix questionnaires to streamline the process, evaluating several employees at the same time
  31. 31. Agile Talent Management Personalized action plans for every employee
  32. 32. Agile Talent Management Rewards best employees with badges TOP PERFORMER 2015 The result: broad recognition of 21st century skills and experiences.
  33. 33. www.intAlligent.com
  34. 34. Hermes Romero hromero@intalligent.com @hermeromero https://www.linkedin.com/pub/hermes-romero Agile Talent Management

    Be the first to comment

    Login to see the comments

  • KhairiZurri

    Feb. 18, 2015
  • MeneRomero

    Feb. 24, 2015
  • BarbaraAgostini1

    Mar. 17, 2015
  • kzych

    Mar. 21, 2015
  • BenoitPouliotMscCRHA

    Apr. 16, 2015
  • ClaudiaBaes

    Dec. 7, 2016
  • MgKyaing

    Sep. 4, 2017
  • ahmedsoliman_88

    Mar. 8, 2019
  • marshajcampbell

    Oct. 3, 2019
  • IshanBakshi9

    Feb. 15, 2020

A new approach in talent management, see how to apply an effective human resources talent management strategy using the agile methodologies. Is not about to work more, is about to work in a more effective way to achieve results in less time. New technologies like Big Data and data analysis along with new tools to improve the talent management cycle, are helping today to create a different and disruptive way to manage talent in the company.

Views

Total views

3,402

On Slideshare

0

From embeds

0

Number of embeds

39

Actions

Downloads

169

Shares

0

Comments

0

Likes

10

×