The document discusses the concept of talentship and how organizations can retain talent through culture, commitment, and competency. It provides examples of companies like Disney, McDonald's, Google, and Apple that have strong cultures where employees are committed to the company mission. These companies prioritize earning employee allegiance through passion for the company's products and goals. The document also discusses Lijjat, an Indian women's organization, as an example of collective ownership, consensus-based decision making, and transparency that has enabled its success.

1. HR to Talentship

2. HR and the Life Cycle of the Organization
 The organizational life cycle, is a series of stages through
which an organization moves during its lifetime.
 The four common stages in the organizational life cycle: the
entrepreneurial stage, the communal stage, the formalization
stage, and the elaboration stage

3. Human Resources across Organizational Life Cycle

4. The Chain of Success for HR

5. Core Human Resource Functions

6. Role of the HR Professional

7. Human Resource Roles
Source: Figure based on information from Dave Ulrich, Human Resource Champions: (Boston: Harvard Business Press, 1997); and
Dave Ulrich and Wayne Brockbank, The HR Value Proposition (Boston, Harvard Business Press, 2005).

8. Typical Job Description of a HR Specialist

9. HR Competencies

10. HR Competencies
Business Competencies
– Business Process Reengineering – Lean Six Sigma
– Change Management
– Cost-Benefit Analysis
– Customer Relations
– Financial Management
– Marketing
– Negotiating
– Organization Awareness (Organization Behavior)
– Organizational Needs Assessment
– Project Management
– Strategic Human Resource Practices coupled with Strategic Planning

11. HR Competencies
Technical HR Competencies
– Legal Environment of HR
– Compensation and Benefits
– Performance Management
– Rewards and Recognition including succession planning
– Staffing and Recruiting
– Training and Development including career development
– Discipline and Adverse Action
– Appeals, Grievances and Litigation

12. HR Competencies
Professional Competencies
– Coaching and Mentoring
– Communication
– Conflict Management
– Decision-Making
– Ethics
– Facilitation
– Interpersonal Relations
– Problem-Solving
– Self and Time Management
– Teamwork
– The use of Technology

13. HR Paradigm
Personnel HR Talentship
Control
Monitoring & Complaince
Services
Providing Effective
Services
Decisions
Improving Organization
Decisions

14. Taleo’s Representation:

15. Concept of Talent
 In 1997, McKinsey study coined the term: war for talent
 Exceptional business performance driven by superior talent
 People make the difference
 Talented people create Value Innovation for you.
 Talent management is the strategy.

16. What is a Talent Resource?
 Includes talent that organization knows and manages
 All those talents potentially available and valuable had
organization known about it.

17. A Cross Functional Model
Products & Customers Talentship Financial Capital
Value Creation Strategy
Organization Talent

18. A Cross Functional Comparison
Marketing Talentship
Life Time Profits Sustainable Strategic Success
Targets Organization & Talent
Mix Program & Practice
Investments Investments

19. HC Bridge Framework of Talentship
Anchor Points Linking Elements Sustainable Strategic Access
Impact Organizational Talent
Resource
How does decisions impact and
how to use?
Effectiveness Interactions
Culture & Capacity
Cooperation
What programs to implement?
Efficiency Policies & Practices
Investments
What to acquire and how to
allocate?

20. TALENT RESOURCE DILEMMAS

21. B - Workhorses
Individuals who produce effectively, however
they have reached their level of competency.
A - Rising Stars
Individuals who have real potential for the
future and are high performers.
high
performance
low
D – Deadwood
Individuals who have no potential and perform
poorly. They are in the wrong role.
C - Problem Children
Individuals who have potential but are not
performing in their role. This may be because
they are newly promoted.
low potential high

22. 3 C s to retain the Talent Resource

23. Arie de Geus wrote in The Living Company
an economic company is like a puddle of rainwater: a collection of raindrops,
gathered together in a cavity. The other type of company is organized
around the purpose of perpetuating itself as an ongoing community. This
type of company is like a river. It is turbulent because no drop of water
remains in the same place for long. This river finally flows into the sea, but
it lasts many times longer than the lifetime of the individual drops of water
which comprise it.

24. 3 ‘C s’
 CULTURE
 COMMITMENT
 COMPETENCY

25. • Walt Disney once noted: “I only hope that we don’t lose sight of one thing – that
it was all started by a mouse”. (Disney Dreamer, 1998). Walt Disney’s original
core competence was cartoons and animated movies. By combining Imagineering
with engineering Disney’s company reached unparalleled success with the creation
of the first full length animated movie. This success led to new ideas and one of
them was to open a park, a different kind of park. Disneyland uses collective
imagination to bring characters to life. Walt called them “Animatronics”. (Magical
Kingdoms, July 2008)
www.disneydreamer.com/walt/quotes.htm

26.  McDonald’s annual nationwide contest to determine the best hamburger
cooking team (encourages each store to re-evaluate the details of how
they cook hamburgers).
 In many firms the CEO comes down from his/her office to walk through
every department, shaking hands with employees (Sam Walton).

27. Google, Drop Box, Apple and Others…

28. Matt Asay COO Canonical about
I spent much of yesterday down at Apple, and while it's no secret that I'm
an Apple fan, even I was surprised by how enlightening the experience was.
Apple is not Apple because of its technology. Apple is Apple because of the
fervor with which its employees believe in the corporate mission. That fervor
was evident in abundance as I ate in the cafeteria, as I walked the halls,
and even in the lobby. Every employee carries an iPhone.
Every employee has a MacBook /Pro. And every employee seems ecstatic to
be doing so. You get the same corporate feeling at Red Hat. Ditto for
Microsoft. Extreme ditto for Google. People believe in these employers. And,
if Mike Olson is any indication, Oracle has the same general feeling.

29. These companies are winners. They are winners because, first and foremost,
their employees fundamentally believe in their products and the companies'
mission. You can't buy that allegiance. You earn it.
Apple's campus is a fortress. The people within believe that they are doing
The Right Thing, and that they will win…passion for one's company is arguably
a prerequisite for any company that wants to dominate its market. Walking
the halls of Apple yesterday, it has that in spades.

30. Shri Mahila Griha Udyog Lijjat Papad, popularly known as Lijjat, is an Indian
women's organization. The organization's registered office is situated in Mumbai
and has 67 branches and 35 divisions all over India. Started in 1959 with a
capital of INR 80, Lijjat today has an annual turnover of around Rs. 315 crore
(Rs. 3.15 billion), with Rs. 12 crore in exports and has around 42,000 employees.
Lijjat was the brain child of seven semi-literate Gujarati housewives from
Bombay (now Mumbai). The women lived in Lohana Niwas, a group of five buildings
in Girgaum. They wanted to start a venture to create a sustainable livelihood using
the only skill they had i.e. cooking. The women borrowed Rs 80 from Chaganlal
Karamsi Parekh. On March 15, 1959, they gathered on the terrace of their
building and started with the production of 4 packets of Papads. From the
beginning, the women had decided that they would not approach anyone for
donations or help, even if the organization incurred losses.

31. Lijjat believes in the philosophy of sarvodaya and collective ownership. It
accepts all its working members as the owners and an equal partaker in both
profit and loss. The members are co-owners and fondly referred to as
"sisters". All the decisions are based on consensus and any member-sister
has the right to veto a decision. Men can only be salaried employees
(accountants, drivers or security guards), and not the members of the
organization (i.e. they are not the owners).
Account books are easily accessible to all the member-sisters, ensuring
transparency. Lijjat follows its own financial accountability principle. There
is no credit method for running operations in the organization. Every
payment is done on a daily basis, except for the outside supply of raw
material. Profits and losses are shared equally among the members of a
given branch. In the initial days of Lijjat, the profits of the first six
months were shared equally among all sisters in the form of gold.