2. Formula for Talent Management
Talent = Competence * Commitment * Contribution
—Dave Ulrich
“
3. Competence:
Individual’s ability to meet the demands of their
role both today & in the future. Organizations can
create & enhance competence of their employees
by:
- Defining org-wide competence standard,
articulating expectations & the need to develop
new skills as per changing needs.
- Objective assessment of employees based purely
on results/outcomes achieved
- Investing in developing internal talent, recruiting
externally & promoting the right people at the right
time.
- Developing succession strategies and addressing
poor performances.
- Designing strategy to retain talent and track
overall progress.
Contribution:
Contribution is created where an
employee’s personal identity, values
and goals closely match those of their
organization. To encourage effective
contribution organization should
provide a variety of challenges which
are sufficiently motivating and
enjoyable for their employees.
Individuals should be able to find
personal fulfilment and a purpose
through their participation in their
organization.
Commitment:
Org should create an environment for
employees to help them be a part of
the business goals. Provide them with
clear EVP, opportunities to grow, build
a sense of community to grow,
flexibility in working, trust, network to
discuss, fair incentive and recognition. Reference: Dave Ulrich framework
4. Workforce Planning
Attracting Talent &
Talent Acquisition
Employee Onboarding &
Development
Employee Engagement
via Employee Experience (EX)
Talent gap assessment &
Succession Planning
Retention &
Exit Strategy
Talent Management
HR delivers unique value to the firm through – TALENT,
ORGANIZATION and LEADERSHIP
5. Evolution of Talent Management
Systems – Josh Bersin Model
Process Centric to
Experience Centric
6. Early 2000s 2006-2007 2008 Present Day
Evolution of Talent Management
Systems to Talent Experience
Talent management to Talent experience
Integrated talent
management approach –
integrate talent practices
around job &
competencies. Company
Ex- SuccessFactors,
Oracle, Cornerstone
Administrative intensive,
disconnected, slow
business response, not
responsive to employee
demands
Technologies such as
ATS, LMS, PMS, started
to automate the HR forms
companies used
HCM Cloud and cloud-based platforms gained
popularity. Idea of mobile, social media,
video emerged with the intro of iPhone and
social media platforms like twitter, FB,
YouTube taking off. System of record
changed to system of engagement.
Reference: Josh Bersin
1
2
3
In 2008 with recession,
idea of buying expensive
HR software to integrate
stuff was shelved.
Companies started to look
at optimization and not
integration.
4
Talent management is about providing
positive employee experience,
providing real-time feedback, multiple
options to learn, flexibility, seamless
usage of tools & app customized to
individual employee development
journey
Digital transformation
leading to employee
experience. Focus is on
making employee’s work,
life, and careers better –
not just automating HR.
8. The future of work is not just AI or robotics, it is a new
integrated world of “WorkTech”
9. HR Technology
How can HR utilise digital information to drive a digital business strategy and
to better design people operations?
Dave Ulrich describes 4 phases in the evolution of Digital HR:
Efficiency Innovation Information Connection
10. Leveraging technology for Talent
Management / Experience
How do we leverage technology efficiently to manage talent?
• Talent Tech adoption must be owned and driven by business leaders
• HR must be a partner and enabler but not the owner
• Conduct talent tech skill gap analysis which will speed up further talent and tech
innovation
• Leaders must foster a culture of Learning
Reference: HBR