A talented way to manage talent February 2012


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Half day open training event held in Toronto, Canada.

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A talented way to manage talent February 2012

  1. 1. A talented way to manage talent by Toronto Training and HR February 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionsContents 7-8 9-10 Reasons why career management is important Principles for talent masters 11-13 Workforce analytics 14-15 An integrated and inclusive career and talent management system 16-17 Promoting self-managed career development 18-19 Areas needing attention 20-21 Levers to pull 22-24 Development centres 25-26 Key talent 27-28 Spotting talented leaders 29-30 Secrets for spotting talent 31-33 Linking talent management with business goals 34-35 Talent management interventions 36-37 Making talent management work 38-39 Not for profit sector talent management 40-42 Career questions 43-46 Additional questions to ask 47-50 Case studies 51-52 Drill 53-54 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. DefinitionsTalentTalent managementHigh potentialsKey talent Page 6
  7. 7. Reasons why careermanagement is important Page 7
  8. 8. Reasons why career management is importantGrowing future leaders and specialistsResourcing and redeploymentImproving organizational performanceBoosting employee engagementAttracting and retaining high quality employees Page 8
  9. 9. Principles for talent masters Page 9
  10. 10. Principles for talent mastersA leadership team that gets it-beginning with theCEOExplicitly defined and articulated valuesA culture of trust and candourA goals and results orientationAn understanding that differentiation breedsmeritocracy and sameness breeds mediocrityA rigorous approach to talent managementA business partnership with HRContinuous learning and improvement Page 10
  11. 11. Workforce analytics Page 11
  12. 12. Workforce analytics 1 of 2REASONS FOR LACKING WORKFORCE ANALYTICINSIGHTDefining the required knowledge and skills toexecute the business strategyRetaining valuable talentDeveloping career plans and succession plans Page 12
  13. 13. Workforce analytics 2 of 2MAXIMIZING WORKFORCE ANALYTICSDefine workforce challengesEnsure consistency in data collectionDefine a common workforce analytics platformMake the platform easy to useEnhance HR analytic capacity Page 13
  14. 14. An integrated andinclusive career and talent management system Page 14
  15. 15. An integrated and inclusive career and talent management systemConsult to gain understanding and supportEnsure an integrated and inclusive talent andcareer development strategyCommunicate widelyIdentify the talent poolsUse effective and efficient practices and methodsMonitor and adaptMeasure and evaluate impact Page 15
  16. 16. Promoting self-managed career development Page 16
  17. 17. Promoting self-managed career developmentRaise awareness of the centrality of self-development to the effective operation of theorganization’s talent and career managementsystemEnsure an effective personal development planningprocessFocus on learning styles and skillsResource the self-development process Page 17
  18. 18. Areas needing attention Page 18
  19. 19. Areas needing attentionTalent management strategyLeadership capabilityEngagement, enablement and productivity Page 19
  20. 20. Levers to pull Page 20
  21. 21. Levers to pullPromoting innovation, growth and breakthroughsin performanceLinking talent management to business strategyPay and prospectsCommunicationAwardsCorporate social responsibilityLearning and developmentGender balance and diversity Page 21
  22. 22. Development centres Page 22
  23. 23. Development centres 1 of 2WHEN COMBINED WITH PSYCHOMETRIC TESTSWITH FEEDBACK AND CAREER REVIEWFocus on the future as much as the past and thepresentPromote reflection and insight as well asmeasurement of skills and competenciesProvide two-way collaborative processesTransparent, with participants able to see clearevidence for assessments Page 23
  24. 24. Development centres 2 of 2WHEN COMBINED WITH PSYCHOMETRIC TESTSWITH FEEDBACK AND CAREER REVIEWRealistic, not only on account of the methodologyused but also because managers were involved asassessors and because of the focus on the actualcareer criteria and activities used in theorganization Page 24
  25. 25. Key talent Page 25
  26. 26. Key talentThey won’t stay stillThey’re always looking for the next thingTheir values are importantThey want flexibilityThey need room to grow and change withchallenges to meetThey are specialForeign lands are attractiveThey are rare Page 26
  27. 27. Spotting talented leaders Page 27
  28. 28. Spotting talented leadersGive individuals the opportunity to performMake it a level playing fieldGive constructive and effective feedbackProvide people with a compelling vision of thefutureBe open and honest about their potential Page 28
  29. 29. Secrets for spotting talent Page 29
  30. 30. Secrets for spotting talentSimplify your searchTrust your own experienceAre they smart enough?Make them think on their feetWhen interviewing, delve don’t glideDon’t fear the oddballCan they listen? Can you?Have the courage to ask: ‘What can go right?’ Page 30
  31. 31. Linking talentmanagement with business goals Page 31
  32. 32. Linking talent management with business goals 1 of 2PROCESSESSourcing critical skills to meet short- and long-termbusiness goalsBuilding a high-performance workplaceStrengthening the organization’s performance andits ability to competeProviding a framework for recruiting anddeveloping talent Page 32
  33. 33. Linking talent management with business goals 2 of 2PROCESSESEncouraging a learning organization thatconstantly adaptsEnhancing the organization’s brand by becomingan employer of choice Page 33
  34. 34. Talent management interventions Page 34
  35. 35. Talent management interventionsPromote the process and generate a supportiveenvironmentBoost employee engagementTreat each employee as an individualIdentify and develop new leaders Page 35
  36. 36. Making talentmanagement work Page 36
  37. 37. Making talent management workDecide what your organization’s talent needs are –now and in the futureHire only the bestWho should we develop?Seek opportunities to develop talentEncourage openness and transparencyUse line managers as talent ambassadors Page 37
  38. 38. Not for profit sector talent management Page 38
  39. 39. Not for profit sector talent managementDon’t assume that, because your organization is anot for profit, the best practices for managingtalent are out of reachEngage your board and senior leaders in talent-management discussions - you may be surprisedby their level of engagementFocus on the outcomes you hope to achieve – notthe tools or systems you feel are needed Page 39
  40. 40. Career questions Page 40
  41. 41. Career questions 1 of 2QUESTIONS ASKED THROUGHOUT THE CAREERWho am I (in terms of abilities and potential)?How am I viewed by others?What are my career options?How can I achieve my career goals? Page 41
  42. 42. Career questions 2 of 2KEY TRANSITION POINTSThe first point at which, when working in anorganization, career opportunities becomeaccessibleThe plateau reached when little if any furtherupward career movement is likelyThe approach to exiting the organization Page 42
  43. 43. Additional questions to ask Page 43
  44. 44. Additional questions to ask 1 of 3Am I clear about what I mean by talent?Does my view of talent fit with how the rest of theorganization views it?Do I know the main boundaries of my talentmanagement role?How exactly can professional and specialist staffassist me in managing talent? Page 44
  45. 45. Additional questions to ask 2 of 3In managing talent, what key features of theexternal environment do I need to take intoaccount?Is our talent pipeline working well and what mightbe making it more effective?How do my talent management practices comparewith others in my organization? Page 45
  46. 46. Additional questions to ask 3 of 3What tools can I use to identify the righttalent, assess potential and promote employeeengagement?How do I measure the success of my talentmanagement?How could I help make us an employer of choice?Are my mentoring and coaching skills adequate forenhancing performance?Do I take my Gen Ys seriously and am I fullyengaging them? Page 46
  47. 47. Case study A Page 47
  48. 48. Case study A Page 48
  49. 49. Case study B Page 49
  50. 50. Case study B Page 50
  51. 51. Drill Page 51
  52. 52. DrillPage 52
  53. 53. Conclusion and questions Page 53
  54. 54. Conclusion and questionsSummaryVideosQuestions Page 54