The document discusses the evolution of talent management in organizations. It describes three stages: 1) Personnel departments focused on hiring, payroll and benefits administration. 2) Strategic human resources expanded the focus to include recruiting, training, compensation, and employee well-being. 3) Talent management aims for competency-based recruiting and development, quick identification of skills gaps, consistent employee management, and relevant learning. The goal of talent management is to integrate all employee planning, recruitment, development, management and compensation processes.

1. Stage 1: Personnel Department(70’s/80’s)
The role of this group was to hire people, pay them, and make sure they had the
necessary benefits. The systems which grew up to support this function were batch
payroll systems. In this role, the personnel department was a well understood business
function.

2. Stage 2: Strategic Human Resources
recruiting the right people, training them, helping the business design job roles and
organization structures (organization design), develop "total compensation" packages which
include benefits, stock options and bonuses, and serving as a central point of communication
for employee health and happiness.

3. Stage 3: Talent Management
"competency- based" recruiting, develop managers and leaders, quickly
identify competency gaps, manage people in a consistent and measurable way,
identify high performers and successors, provide learning that is relevant,
flexible, convenient, and timely

4. Evolution of Talent Management

5. What is Talent? (McKinsey, 1998)
Talent is the sum of:
•a person’s abilities,
•his or her intrinsic gifts,
•skills, knowledge,experience
•intelligence
•judgment, attitude,character,
drive
•his or her ability to learn and
grow.

6. the goal-oriented and integrated process
of planning, recruiting, developing,
managing, and compensating
employees.
What is Talent Management?

7. Approaches in Talent Management
Inclusive. Regards all employees, as well as others
whose skills the organisation draws on, as being part of its
talent pool.
Exclusive. Talent’ is seen as being an essentially
rare and highly valuable commodity that is present in only a
relatively small number of employees and potential
employees.

8. Emphasis on TM
The Talent Management Perspective
•Understands that the talent management tasks (such
as recruiting, training, and paying employees) are
parts of a single interrelated talent management
process.
•Makes sure talent management decisions such as staffing,
training, and pay are goal-directed.
•Consistently uses the same profile of competencies, traits,
knowledge, and experience for formulating recruitment plans
for a job as for making selection, training, appraisal, and
payment decisions for it.
•Actively segments and proactively manages employees.
•Integrates/coordinates all the talent management functions.

9. Emphasis on TM
The Talent Management Perspective
•Understands that the talent management tasks (such as
recruiting, training, and paying employees) are parts of a
single interrelated talent management process.
•Makes sure talent management decisions such as
staffing, training, and pay are goal-directed.
•Consistently uses the same profile of competencies, traits,
knowledge, and experience for formulating recruitment
plans for a job as for making selection, training, appraisal,
and payment decisions for it.
•Actively segments and proactively manages employees.
•Integrates/coordinates all the talent management functions.

10. Emphasis on TM
The Talent Management Perspective
•Understands that the talent management tasks (such as
recruiting, training, and paying employees) are parts of a
single interrelated talent management process.
•Makes sure talent management decisions such as staffing,
training, and pay are goal-directed.
•Consistently uses the same profile of competencies,
traits, knowledge, and experience for formulating
recruitment plans for a job as for making selection,
training, appraisal, and payment decisions for it.
•Actively segments and proactively manages employees.
•Integrates/coordinates all the talent management functions.

11. Emphasis on TM
The Talent Management Perspective
•Understands that the talent management tasks (such as
recruiting, training, and paying employees) are parts of a
single interrelated talent management process.
•Makes sure talent management decisions such as staffing,
training, and pay are goal-directed.
•Consistently uses the same profile of competencies, traits,
knowledge, and experience for formulating recruitment
plans for a job as for making selection, training, appraisal,
and payment decisions for it.
•Actively segments and proactively manages
employees.
•Integrates/coordinates all the talent management functions.

12. Emphasis on TM
The Talent Management Perspective
•Understands that the talent management tasks (such as
recruiting, training, and paying employees) are parts of a
single interrelated talent management process.
•Makes sure talent management decisions such as staffing,
training, and pay are goal-directed.
•Consistently uses the same profile of competencies, traits,
knowledge, and experience for formulating recruitment
plans for a job as for making selection, training, appraisal,
and payment decisions for it.
•Actively segments and proactively manages employees.
•Integrates/coordinates all the talent management
functions.

13. MAKING A CAREER
IN SUPPLY CHAINS
Torbjorn Karlsson

14. Strategic Importance
•As supply chain and its management becomes more
important to a company’s bottom line, supply chain leaders
need to develop.
•Supply Chain managers ultimately aim to become Chief
Operating Officers (COO)
•To be effective, they need experience in 4 supplyy chain
disciplines: planning, procurement, management and
logistics
•Companies still supply chain as a technical issue, not a
business issue, and executives don’t see it as a lucrative
career path
Case Overview

15. Strategic Importance
•Ideally, a supply chain career starts from engineering
•Dr. John Gattorna: a supply chain career can start
anywhere, for that reason it becomes difficult to start a
career
•Consulting firms become a good start of supply chain
careers, as well as logistics firms
•Boyd Williams: SVP HR AsPac of DHL: breadth and
depth of experience is necessary
Case Overview

16. Strategic Importance
•To be effective they need experience in the four key
disciplines of the supply chain: planning, procurement,
manufacturing and logistics
•supply chain executives…need to be resourceful in
building their careers, patiently acquiring skills and
building their resumes, gaining exposure to the four key
supply chain disciplines.
•Finding the balance between breadth and depth is the
challenge
Key Success Factors

17. Strategic Importance
•Planning
•Procurement
•Manufacturing
•Logistics
Identified Core Competencies for
Supply Chain Careers

18. How can supply chain managers
help develop their careers within
large corporations?

19. Strategic Importance
•Acquire experience in all the key disciplines of the
integrated supply chain: planning, procurement,
manufacturing, and logistics.
•Avoid being typecast in a single competence as it will limit
your career options.
•Assess how the company values supply chain. Ensure that
management and HR are aware of your desire to gain a
diverse range of supply chain experience.
•If you feel limited by your current role, push for a new
internal role. If all else fails, consider joining another
company.
How can supply chain managers help develop
their careers within large corporations?

20. Strategic Importance
•Human Resource Managers should understand
supply chains to help deploy tools for young
supply chain career executives.
•Job rotation: encourage aspiring executives to
work different parts of the supply chain.
•Heads of the supply chain mentor young
executives.
•Reinforce the notion that the supply chain is a
key part of the company.
How can HR managers help develop supply
chain careers within large corporations?