Talent management is just another one of those pesky Human Resources terms. Right? Wrong. Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from organizations that use terminology such as human capital management or performance management, is their focus on the manager's role, as opposed to reliance on Human Resources, for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that, for example, performance management has the same set of best practices. It is just called by a different name.
Talent management does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. In some organizations, only top potential employees are included in the talent management system. In other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee related processes of the organization. Attracting and retain talented employees, in a talent management system, is the job of every member of the organization, but especially managers who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their potential career paths across the organization. This enables various departments to identify available talent when opportunities are made or arise.In larger organizations, talent management requires Human Resources Information Systems (HRIS) that track the career paths of employees and manage available opportunities for talented employees.
Managing human resources includes, but is not limited to:
planning and allocating resources,
providing direction, vision, and goals,
developing an environment in which employees choose motivation and contribution,
supplying or asking for the metrics that tell people how successfully they are performing,
offering opportunities for both formal and informal development,
coaching successful contribution and performance development,
setting an example in work ethics, treatment of people, and empowerment worthy of being emulated by others,
leading organization efforts to listen to and serve customers,
managing the performance management system,
challenging the employees to maintain momentum, and
removing obstacles that impede the employee's progress.
Here is an overview of the most important elements which make a difference at “Top Companies for Leaders.”
Strategy - There is a clear link between the strategy of the company and the strategy of leadership development. Successful organizations closely examine which talent programs are needed and which interventions are necessary to realize their company strategy.
Involvement - The responsibility of talent development lies at the top of the organization, and top management is also actively involved in the development of future management. The top managers themselves are frequently active as mentors, coaches or trainers, and frequently share their experiences and insights. Often the CEO plays a prominent, active role in training or action learning, i.e., using high potentials coupled with experienced leaders on essential questions. Also, CEO’s are involved in the programs by means of internal communication.
Talent Pipeline – Talent development is considered as a “mission-critical” company process. The best performing companies see the filling of the talent pipeline organization-wide as a necessity. They use sharp definitions of talent (high potentials), measurable criteria and a rigorous process for to determine who belongs in the talent pool and who does not. The outcomes of this are measured with KPIs.
Ongoing Processes – The Top Companies for Leaders have incorporated management development in their business cycles. The companies think about ongoing, recurring development processes instead of one-time initiatives. Talent management has a high priority in these organizations. Much attention is given to identifying high potentials, determination of specific career paths for these high potentials, coaching and their active contribution to training and development programs. High potentials are assisted in their development by means of training, e-learning, coaching and job rotation, as well as action learning. Thanks to this approach, leadership and company development evolve continuously together.
Behavior – In these Top Companies, leaders are significantly more aware of which behavior is expected of them. This also becomes apparent in all aspects of the organization: performance management (leaders are rewarded for the degree desired behaviors are demonstrated), promotion decisions (people are only promoted when the desired behaviors are shown), recruitment and selection (leadership behavior is an essential selection criterion) and communication from the top of the organization.
Critical Objective - High potential talent is considered as a strategic advantage and the development of this talent is and the development of a robust talent pipeline is considered a critical objective for the organization’s top management.
Leadership Programs – Only leadership programs with high added value for talent development are organized.
Company talent development presentation (public)Ramil Mastiyev
This is a sample presentation on delivering a speech to the management in your company or a client. It features the main arguments and a kick-start scenario for creating a company-specific talent development program.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Talent management is just another one of those pesky Human Resources terms. Right? Wrong. Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from organizations that use terminology such as human capital management or performance management, is their focus on the manager's role, as opposed to reliance on Human Resources, for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that, for example, performance management has the same set of best practices. It is just called by a different name.
Talent management does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. In some organizations, only top potential employees are included in the talent management system. In other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee related processes of the organization. Attracting and retain talented employees, in a talent management system, is the job of every member of the organization, but especially managers who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their potential career paths across the organization. This enables various departments to identify available talent when opportunities are made or arise.In larger organizations, talent management requires Human Resources Information Systems (HRIS) that track the career paths of employees and manage available opportunities for talented employees.
Managing human resources includes, but is not limited to:
planning and allocating resources,
providing direction, vision, and goals,
developing an environment in which employees choose motivation and contribution,
supplying or asking for the metrics that tell people how successfully they are performing,
offering opportunities for both formal and informal development,
coaching successful contribution and performance development,
setting an example in work ethics, treatment of people, and empowerment worthy of being emulated by others,
leading organization efforts to listen to and serve customers,
managing the performance management system,
challenging the employees to maintain momentum, and
removing obstacles that impede the employee's progress.
Here is an overview of the most important elements which make a difference at “Top Companies for Leaders.”
Strategy - There is a clear link between the strategy of the company and the strategy of leadership development. Successful organizations closely examine which talent programs are needed and which interventions are necessary to realize their company strategy.
Involvement - The responsibility of talent development lies at the top of the organization, and top management is also actively involved in the development of future management. The top managers themselves are frequently active as mentors, coaches or trainers, and frequently share their experiences and insights. Often the CEO plays a prominent, active role in training or action learning, i.e., using high potentials coupled with experienced leaders on essential questions. Also, CEO’s are involved in the programs by means of internal communication.
Talent Pipeline – Talent development is considered as a “mission-critical” company process. The best performing companies see the filling of the talent pipeline organization-wide as a necessity. They use sharp definitions of talent (high potentials), measurable criteria and a rigorous process for to determine who belongs in the talent pool and who does not. The outcomes of this are measured with KPIs.
Ongoing Processes – The Top Companies for Leaders have incorporated management development in their business cycles. The companies think about ongoing, recurring development processes instead of one-time initiatives. Talent management has a high priority in these organizations. Much attention is given to identifying high potentials, determination of specific career paths for these high potentials, coaching and their active contribution to training and development programs. High potentials are assisted in their development by means of training, e-learning, coaching and job rotation, as well as action learning. Thanks to this approach, leadership and company development evolve continuously together.
Behavior – In these Top Companies, leaders are significantly more aware of which behavior is expected of them. This also becomes apparent in all aspects of the organization: performance management (leaders are rewarded for the degree desired behaviors are demonstrated), promotion decisions (people are only promoted when the desired behaviors are shown), recruitment and selection (leadership behavior is an essential selection criterion) and communication from the top of the organization.
Critical Objective - High potential talent is considered as a strategic advantage and the development of this talent is and the development of a robust talent pipeline is considered a critical objective for the organization’s top management.
Leadership Programs – Only leadership programs with high added value for talent development are organized.
Company talent development presentation (public)Ramil Mastiyev
This is a sample presentation on delivering a speech to the management in your company or a client. It features the main arguments and a kick-start scenario for creating a company-specific talent development program.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
In today’s light, succession planning is not only a must have for organizations but must also evolve and be agile to adapt to demanding and constantly changing business environments.
We need to relook into our succession planning practices, repurpose why we do it and redefine what it means as a whole. We need to put a new lens to succession planning.
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
One day interactive workshop delivered in Cumbria to an audience of HR professionals, Training Managers, coaches and Learning & Development specialists.
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
Building Stronger HR Partnerships Through Talent AnalyticsHuman Capital Media
Big data, we’ve heard the phrase for quite some time, but how can human resources leaders get in on the action? One way is through the development and implementation of talent analytics strategies. Talent analytics is fundamentally changing the way organizations – and practitioners – are thinking about the role of HR in organizations, uncovering never before seen insight. During this spotlight webinar, Alexis Fink, director of talent intelligence and analytics at Intel, will share insights on the evolution of talent analytics and offer practical tips for doing talent analytics well in organizations. She will also discuss some of the key questions talent analytics can answer, the methods you can use to answer them and the key capabilities needed to do the work.
During this webinar, attendees will hear:
How talent analytics has the ability to transform the decision-making process within an organization.
New methods of data collection, analysis and display – and the new questions we can answer with them.
Cautions to consider when developing and implementing talent analytics within your organization.
Talent Analytics: A Systems PerspectiveSharad Verma
Describes components of Talent Analytics from a systems perspective: People, process, technology, tools, leadership, context.
Highlights difference between goals and systems.
Describes how analytics can be used to build an innovation engine.
Provides real life examples from predictive retention analysis in a Financial Technology firm.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
In today’s light, succession planning is not only a must have for organizations but must also evolve and be agile to adapt to demanding and constantly changing business environments.
We need to relook into our succession planning practices, repurpose why we do it and redefine what it means as a whole. We need to put a new lens to succession planning.
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
One day interactive workshop delivered in Cumbria to an audience of HR professionals, Training Managers, coaches and Learning & Development specialists.
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
Building Stronger HR Partnerships Through Talent AnalyticsHuman Capital Media
Big data, we’ve heard the phrase for quite some time, but how can human resources leaders get in on the action? One way is through the development and implementation of talent analytics strategies. Talent analytics is fundamentally changing the way organizations – and practitioners – are thinking about the role of HR in organizations, uncovering never before seen insight. During this spotlight webinar, Alexis Fink, director of talent intelligence and analytics at Intel, will share insights on the evolution of talent analytics and offer practical tips for doing talent analytics well in organizations. She will also discuss some of the key questions talent analytics can answer, the methods you can use to answer them and the key capabilities needed to do the work.
During this webinar, attendees will hear:
How talent analytics has the ability to transform the decision-making process within an organization.
New methods of data collection, analysis and display – and the new questions we can answer with them.
Cautions to consider when developing and implementing talent analytics within your organization.
Talent Analytics: A Systems PerspectiveSharad Verma
Describes components of Talent Analytics from a systems perspective: People, process, technology, tools, leadership, context.
Highlights difference between goals and systems.
Describes how analytics can be used to build an innovation engine.
Provides real life examples from predictive retention analysis in a Financial Technology firm.
Henri Fayol's Function Approach and General Administrative TheoryKhalid Raza Khan
Henri Fayol's 5 Functions of Managers and 14 set of principles known as General Administrative and Management Theory. Henri Fayol is a 20th century management researcher who developed the above study to understand what management is and what do managers do.
Created by Muhammad Khalid, Razeen Jinnah, Abdul Basit Gaba, Samra Ayub and Zonish Munir, Students of BBA at Bahria University, Karachi Campus as part of assignment.
One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
Pace Executive MBA: Organizational Behavior Project - Talent Management Planning for Pace University.
Pace University’s Division of Human Resources asked my Executive MBA project team to recommend a strategies and action plans to increase Pace's success in attracting, retaining, and developing senior administration management.
The 4th Strategic Recruitment and Talent Selection SummitJanette Toral
Janette Toral will be one of the resource persons in "The 4th Strategic Recruitment and Talent Selection Summit" to talk on "Best Practices in Recruitment in HyperGrowth Organizations" this April 26 and 27, 2016 at The Pan Pacific Hotel Manila. Call Indu Inferentia Management Consultancy at tel: 506.0064 966.0449, 624.9233, 0917.551.6528, 0917.551.6582 for inquiries.
The project is based on demonstration of the baseline scheduling in MS project. A sample project is taken and then baselined schedule was made. Then risk management and cashflows were recalculated to make the project more feasible. The alterations made in the project discussed in the presentation and further enhancement was made in the project schedule to make it more interesting for the learners who want to develop tracking Gantt chart and also workout on variety of project management problem.
One-day interactive training course designed and delivered to an audience of HR specialists, line managers and Directors employed by a Yorkshire-based distribution business with an emphasis on graduates and apprentices.
In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
The Bounce is our guide to maximizing career trajectories. The Business Learning Institute has researched the competencies needed for career success as a CPA, CGMA, and Finance / Accounting Professionals. The Bounce serves as a framework that builds a career ladder that shows the transition from technical mastery to leadership proficiency.
We start with a simple 5 x 5 matrix of competencies and job levels, adjust for specific needs and priorities of the organization and customize a curriculum that offers a blended approach to talent development. This can be expanded based on the sophistication and needs of the individual or organization.
The Bounce framework shows the progression of a career and helps answer the two biggest questions raised by top talent: 1) What does my career look like in your organization? 2) How will you help me advance in my career?
BLI can help design a curriculum based on competencies mapped to the job titles and progression along the bounce trajectory. Contact us for more information tom@macpa.org or pam@macpa.org
For more information visit us at http://www.blionline.org
Half day open training event held in London, England on how to conduct the dismissal/termination of an employee as professionally and efficiently as possible, whilst minimising the pain and suffering involved.
Half day open training event held in London, England. The emphasis was on saving money through tribunals, pay-offs, tarnishing of reputation, recruitment of replacement employees and the impact on customer service by not minimising discrimination at work.
Half day open training event held in London on sickness absence and persistent lateness. Explained the link between employee engagement and absenteeism to the audience of HR professionals, small business owners and departmental managers.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
2. 3-4 Introduction to Toronto Training and HR 5-7 Definitions 8-9 Core characteristics or talents 10-12 Key assumptions 13-14 Individual development plans 15-16 Drill 17-25 Global talent risk 26-29 Organizational effectiveness 30-36 Linking reward to talent management 37-38 Battle for talent in China 39-40 A talent-based recipe 41-44 Tailoring talent strategy to context 45-49 Effective talent conversations 50-57 Example-talent management in the finance sector 58-67 Emergent best practices 68-74 Implementation of talent management processes 75-77 Making talent programs work 78-92 The future talent agenda 93-98 Case studies 99-100 Conclusion and questions Contents
8. Page 6 Definitions 1 of 2 Who is talent? What is critical talent? What is missing talent? Talent and skills scarcities-the numbers Link between top-performing talent and productivity advantages
9. Page 7 Definitions 2 of 2 TESTS FOR TALENT Know them by what they want Know them by their influence on others Know them by how they demand to be spoiled
13. Page 11 Key assumptions 1 of 2 Talent is a key driver of organizational performance across the entire business lifecycle-growth and recession Don’t think talent management, but rather talent-informed strategic decision-making
14. Page 12 Key assumptions 2 of 2 A focus on human capital in a knowledge economy A focus on scarce and valuable people (the power curve) – the exclusive rather than inclusive approach A focus on buy rather than make A focus on potential rather than experience
16. Page 14 Individual development plans Definition Strengthening the individual development plan Opportunities to bolster talent over the entire span of the employee life cycle A critical re-recruiting tool A massive middle radar tool A baby boomer transition planning tool
20. Page 18 Global talent risk 1 of 8 Introduce strategic workforce planning Ease migration Foster brain circulation Increase employability Develop a talent “trellis” Encourage temporary and virtual mobility Extend the pool
21. Page 19 Global talent risk 2 of 8 INTRODUCE STRATEGIC WORKFORCE PLANNING Define job families and future critical skills. Model workforce supply and demand with a five to ten year planning horizon. Undertake a gap analysis to uncover potential shortages and surpluses. Link workforce planning to the company’s business strategy. Systematically determine actions from gap analysis; develop skills database for potential job rotations. Inform employees of the skills they will need in future growth areas.
22. Page 20 Global talent risk 3 of 8 EASE MIGRATION Establish multilingual and virtual company presence to recruit beyond national borders and neighbouring countries. Seek expertise in immigrant pools while investing in the development of current employees. Recruit beyond national borders and neighbouring countries. Foster a migration-friendly culture. Brand your company internationally as “talent friendly”.
23. Page 21 Global talent risk 4 of 8 FOSTER BRAIN CIRCULATION Offer generous return packages to highly skilled people and relocation assistance, including spouse career services and child care programs. Keep your talent mobile through: Horizontal and vertical mobility within the company International assignments Job rotation Encourage employees to take short-term assignments or sabbaticals abroad. Encourage foreign employees to build relationships with potential partners businesses in their home countries.
24. Page 22 Global talent risk 5 of 8 DEVELOP A TALENT “TRELLIS” "Step into the talent’s shoes" to understand what diverse, talented employees seek (compensation, organizational flexibility, meaningfulness of business, etc.) Develop long-term retention strategies to retain scarce talent (e.g. flexible career systems). Provide a variety of development opportunities, such as virtual/cultural training, entrepreneurial training, peer-to-peer learning and lifelong learning. Ensure horizontal and vertical mobility opportunities. Build an international profile and use web 2.0/social media to attract, recruit and retain scarce talent.
25. Page 23 Global talent risk 6 of 8 TEMPORARY AND VIRTUAL MOBILITY Introduce flexible work arrangements. Explore virtual work opportunities for employees abroad. Set up rotation programs and short-term assignment between business units and geographies. Foster virtual recruiting events and activities.
26. Page 24 Global talent risk 7 of 8 EXTEND THE TALENT POOL Create a presence for the company brand at universities locally and internationally. Display cultural sensitivity in targeting minorities and women. Hire graduates from abroad with limited language skills and offer intensive language courses. Give employees support to contribute part-time as they raise families. Engage retirees (your own or those of other companies) to mentor, consult or complete short-term assignments. Recruit from other industries’ pools with similar skill sets.
27. Page 25 Global talent risk 8 of 8 INCREASE EMPLOYABILITY Make education a priority of the corporate social responsibility agenda (e.g. through pro bono training locally and internationally). Offer internships and vocational training opportunities Offer certified training opportunities beyond current job and educational leaves to foster upskilling. Engage with academia and government to equip talent with a balance of theoretical and practical skills (e.g. “teach the teachers” program).
31. Page 29 Organizational effectiveness 3 of 3 IMPLICATIONS FOR TALENT MANAGEMENT Talent management is central to the success of the entire business machine Talent management strategies and practices must be aligned Talent management strategies and practices also must become agile
33. Page 31 Linking reward to talent management 1 of 6 INTRODUCTION Banish silos Get some data Be inclusive Show people the way Link reward and performance Pick some quick wins Communicate benefits Be creative Keep it simple Measure and review
34. Page 32 Linking reward to talent management 2 of 6 TAKING AN INTEGRATED APPROACH Less likely to experience problems attracting critical-skill employees and top-performing employees Less likely to report having trouble retaining critical-skill employees and top-performing employees More likely to be high-performing organizations
35. Page 33 Linking reward to talent management 3 of 6 BEST PRACTICES TO ADOPT Define an organization-wide employee value proposition (EVP) for attraction, retention, pay and talent management Manage and design programs according to an organization-wide total rewards philosophy Perform formal workforce planning activities that optimize the supply of talent versus demand
36. Page 34 Linking reward to talent management 4 of 6 BEST PRACTICES TO ADOPT Leverage competency models across recruiting, career management and pay activities Facilitate healthy work/life balance and take measures to moderate employees’ levels of work-related stress
37. Page 35 Linking reward to talent management 5 of 6 BEST PRACTICES TO ADOPT Link employee performance goals to the business, and effectively communicate performance expectations and results to employees Leverage total cash rewards through differentiation of merit increases and annual incentive awards Link individual and organization results to rewards Effectively deploy recognition programs
38. Page 36 Linking reward to talent management 6 of 6 TO CONCLUDE Align Integrate and optimize Execute
40. Page 38 Battle for talent in China Reboot employer branding efforts Create local development opportunities Offer viable career paths Be smart about pay Become a quasi-local company
42. A talent-based recipe Top-down plan Bottom-up: shared mindset Workforce alignment Acquiring talent: pre-qualify source Workforce Scalability – Right numbers Right types of people Right places Doing right things Releasing employees: outplacement Enrich talent pool: diversity, fit and (serial in)competence Workforce fluidity Facilitate interpersonal connectivity: Increase absorptive capacity Expand role orientations Unleash talent pool Align incentives
44. Page 42 Tailoring talent strategy to context 1 of 3 RECRUIT AND INTEGRATE How are the requisite capabilities obtained? How are job candidates selected?
45. Page 43 Tailoring talent strategy to context 2 of 3 DEPLOY, REVIEW AND DEVELOP How does talent get deployed? What level of career guidance should be provided? What types of behaviours get rewarded? To what extent do we differentiate performance? What are the boundaries for under-achievement?
46. Page 44 Tailoring talent strategy to context 3 of 3 ENGAGE AND CONNECT How do we keep talent connected to one another? How do we energize our talent?
48. Page 46 Effective talent conversations 1 of 4 QUESTIONS TO ASK Do I have the right person in the job? Who are our rising stars and next generation leaders? Who should I promote? How do I get more out of …? Who is my successor?
49. Page 47 Effective talent conversations 2 of 4 WHY TALENT REVIEWS OFTEN FAIL There is too little focus on strategic context Predicting executive success is tough Vested interests can lead to uninspired conversations
50. Page 48 Effective talent conversations 3 of 4 PRINCIPLES FOR IMPROVING THE TALENT CONVERSATION Get clear on the critical role requirements Pick your spots Holistic assessment Focus on learning potential Put the right people in the assessment room Figure out the role of HR Actively seek meaningful conversations Open and honest
51. Page 49 Effective talent conversations 4 of 4 PRINCIPLES FOR IMPROVING THE TALENT CONVERSATION Act with good will Focus on identifying development opportunities
53. Page 51 Example-talent management in the finance sector 1 of 7 INTEGRATED TALENT MANAGEMENT Definition of talent Recruitment and talent identification Competency frameworks Targeted development Comprehensive learning Structured career paths Performance measurement and reward Ongoing review
54. Page 52 Example-talent management in the finance sector 2 of 7 CHALLENGES AHEAD How do CFOs structure the finance function and the roles within it to ensure maximisation of resources and a strong long-term talent pipeline? How do CFOs access the specialists they need – must they recruit or can internal talent be trained? What is the best way to improve the commerciality of the finance function and boost its internal credibility?
55. Page 53 Example-talent management in the finance sector 3 of 7 CHALLENGES AHEAD How can individuals in roles deemed less critical be motivated and their expertise retained if they see training priorities being focused on others? How can the organization create a sufficiently stimulating career path to retain the talents of Generation Y? How can finance assess return on investment in its people in order to target learning and development and general talent management spend most effectively?
56. Page 54 Example-talent management in the finance sector 4 of 7 STRATEGY FOR ORGANIZATION DESIGN What is the value-creating objective of the organization? Where and how can finance best contribute to supporting the organization in value creation? (What do our internal and external stakeholders want and need from the finance function?) How capable is finance in delivering these objectives currently?
57. Page 55 Example-talent management in the finance sector 5 of 7 STRATEGY FOR ORGANIZATION DESIGN How much will it cost and what metrics can be used to measure success? Could a new structure – people, process, systems – improve the success of finance in supporting the organization?
58. Page 56 Example-talent management in the finance sector 6 of 7 FINANCE FUNCTION EFFECTIVENESS Centres of excellence Shared services Outsourcing and offshoring Business partnering
59. Page 57 Example-talent management in the finance sector 7 of 7 INTEGRATED TALENT MANAGEMENT Centres of excellence Shared services Outsourcing and offshoring Business partnering
61. Page 59 Emerging best practices 1 of 9 Recruit Develop Engage Assess Retain
62. Page 60 Emerging best practices 2 of 9 TURNOVER RISK Those with skills in short supply and high demand High performers Key contributors/technical experts Those with leadership potential at mid-level Those with leadership potential at an entry level Those in roles critical to delivering the business strategy Senior leadership The entire workforce
63. Page 61 Emerging best practices 3 of 9 PRIORITIES Performance management Assessing/developing high potentials and top talent Recognizing exceptional performers Assessing/developing senior leaders Measuring/increasing employee engagement Strengthening the talent pipeline and succession management Training managers
64. Page 62 Emerging best practices 4 of 9 PRIORITIES AND EFFECTIVENESS Mentoring of key talent Deploying key talent across roles/functions/regions Career pathing and planning Identifying and integrating competencies Onboarding Developing/implementing an employment value proposition
65. Page 63 Emerging best practices 5 of 9 WHAT DOES TALENT WANT? Accessible talent borders Diversity High level of freedom of mind Inspiring work environment Lifelong learning opportunities Positive country brand Skill recognition institutions The “Perfect Employer” Inc. Virtual mobility
66. Page 64 Emerging best practices 6 of 9 REASONS TO JOIN A PARTICULAR ORGANIZATION Employee Employer
67. Page 65 Emerging best practices 7 of 9 CATEGORIES OF BENEFIT THAT DETERMINES IF TALENT STAYS OR LEAVES Great leaders Great company Great job Attractive compensation
68. Page 66 Emerging best practices 8 of 9 ACCOMODATING THE REQUIREMENTS OF GENERATION Y More flexi-time options More recognition programs Access to state-of-the-art technology Increased compensation Access to educational programs Pay for cell phones and blackberrys Telecommuting options More vacation time
69. Page 67 Emerging best practices 9 of 9 HARNESSING THE TALENT OF SKILLED IMMIGRANTS Building increased awareness among senior leaders and decision makers of the significance of the immigrant population as a source of skilled talent Providing recognition for the value and transferability of international skills and credentials Developing a data-driven understanding of the potential benefits of employing skilled immigrants Creating awareness among leaders of the value of skilled immigrants for access to international markets, and local niche/ethno-specific markets Recognizing that skilled immigrants bring access to new ideas and perspectives to support innovation
71. Page 69 Implementation of talent management processes 1 of 6 Linking rewards more closely to performance Giving employees self-service tools to search and apply for new roles in the organization Focusing more on key workforce segments Giving business leaders greater ownership and accountability for building the talent pipeline Using branding/marketing techniques to enhance the employment value proposition
72. Page 70 Implementation of talent management processes 2 of 6 Creating more consistency in how talent is identified, developed and moved throughout the organization Creating a formal governance structure and process for talent management activities Redefining the critical attributes and competencies needed for the next generation of leaders Integrating talent management processes more directly into business strategy and operations
73. Page 71 Implementation of talent management processes 3 of 6 Scaling and adapting talent strategies on a global basis Increasing use of technology to streamline talent management processes and activities Giving managers self-service tools to source and deploy internal talent Creating an experience “punchlist” for critical roles and designing targeted career paths to ensure adequate succession
74. Page 72 Implementation of talent management processes 4 of 6 Improving quality and use of analytics to monitor the need for, and supply of, talent and better differentiate performance Adopting just-in-time talent-sourcing approaches, including contingent workforce designs Leveraging social networking tools to access and engage the workforce in new ways
75. Page 73 Implementation of talent management processes 5 of 6 PROCESSES MOST CRITICAL TO ACHIEVING RESULTS AND TOUGHEST TO IMPLEMENT & SUSTAIN Integrating talent management processes more directly into business strategy and operations Giving business leaders greater ownership and accountability for building the talent pipeline Redefining the critical attributes and competencies needed for the next generation of leaders Creating more consistency in how talent is identified, developed and moved throughout the organization
76. Page 74 Implementation of talent management processes 6 of 6 IMPLEMENTING A PROACTIVE TALENT MANAGEMENT PROGRAM Creed Strategy System
78. Page 76 Making talent programs work 1 of 2 Clearly communicate the core objectives-set expectations at the start and manage them throughout Even though the organization as a whole may sponsor talent activities, it is beneficial to have HR/talent running the program, and visibility is important to maintain credibility and consistency Consider implementing a selection process for the top talent program to increase its perceived value and motivate participants to perform-make the selection process a learning event in itself and ensure all applicants receive constructive feedback
79. Page 77 Making talent programs work 2 of 2 Review the structure of the talent program/pool with the business sponsor-coaching, mentoring and networking are the elements most valued by senior talent pool members Develop ways of harnessing the peer group created as part of the talent program by creating opportunities beyond the lifespan of the program
81. Page 79 The future talent agenda 1 of 14 DEFINING THE FUTURE TALENT AGENDA What leadership competencies/attributes are required to drive our business strategy and lead the evolution of the culture? How robust is our existing leadership pipeline, and where are there risks? What are the pivotal job families/roles most critical to executing our business strategy? How will we differentiate talent strategies/investments accordingly?
82. Page 80 The future talent agenda 2 of 14 DEFINING THE FUTURE TALENT AGENDA What are the implications for skill development, given our business strategy? What are our existing/emerging talent requirements in the various markets we serve, and how will we attract/deploy the right talent to these markets? How can we optimize investments in talent and reward programs to achieve the right performance outcomes and evolve the culture? Does the talent function have the right structure, capabilities and people to deliver value to the organization at the right cost?
83. Page 81 The future talent agenda 3 of 14 TALENT MANAGEMENT IN THE NEW WORLD Differentiation Assessment and ranking Performance management Performance improvement Transparency
84. Page 82 The future talent agenda 4 of 14 FUTURE ISSUES FOR THE TORONTO FINANCIAL SERVICES INDUSTRY Local and global competition for talent Gaps in leadership talent Significant loss in critical knowledge and skill with retirees Attracting younger workers and managing multi-generational workforces Integrating immigrant workers and managing increasingly diverse workforces
85. Page 83 The future talent agenda 5 of 14 QUESTIONS TO ASK IN TORONTO Which segments of the workforce create the value for which we are most rewarded in the marketplace? Which areas of our business will be most impacted by impending waves of retirement? What are we doing to prepare successors? What impact will anticipated retirement have on the skills and productivity necessary to meet future demand?
86. Page 84 The future talent agenda 6 of 14 QUESTIONS TO ASK IN TORONTO In what areas is the talent market heating up (i.e., demand will outpace supply)? Which segments of our workforce will be most impacted? What are the potential top-line and bottom-line implications? What skills will we need over the next five years that we don’t currently possess? How will we create that capacity? What happens to our business if we don’t?
87. Page 85 The future talent agenda 7 of 14 QUESTIONS TO ASK IN TORONTO What is our turnover within critical areas? How much is it costing us? In customers? In productivity? In innovation? In quality? What are we doing to resolve the root cause? Are we actively developing talent portfolios or workforce plans that will help us to understand and communicate the financial consequences of talent decisions on our business?
88. Page 86 The future talent agenda 8 of 14 A TIPPING POINT FOR TALENT MANAGEMENT? Integrated talent management remains more aspiration than reality Current talent management practices are insufficiently forward-looking
89. Page 87 The future talent agenda 9 of 14 CHALLENGES AHEAD-WESTERN COUNTRIES A step change in productivity is required New kinds of jobs Aging population Different preferences of Generation Y compared to other groups Different offering needed from employers
90. Page 88 The future talent agenda 10 of 14 CHALLENGES AHEAD-DEVELOPING COUNTRIES China alone will build “one Canada” in the next ten years Asia returning to its natural half-share of the world economy Emerging markets provide access to large skilled talent pools Not all graduates are treated equally The supply of professionals in China is fragmented
91. Page 89 The future talent agenda 11 of 14 CHALLENGES AHEAD-DEVELOPING COUNTRIES China alone will build “one Canada” in the next ten years Asia returning to its natural half-share of the world economy Emerging markets provide access to large skilled talent pools Not all graduates are treated equally The supply of professionals in China is fragmented
94. Page 92 The future talent agenda 14 of 14 CHALLENGES AHEAD-SUMMARY Is talent management strategy as embedded as business and financial strategy? Are you tapping into non traditional talent pools and who are you competing against? Is your employee value proposition as tailored as possible to key segments (age, gender, diversity) and do you have five “compelling” stories? To what extent are you accelerating the development of high performers and how are you retaining them?