The document discusses human potential management, which involves continuously enhancing human capabilities through development interventions and policies to help individuals achieve their full potential. It argues that treating people as mere resources is demeaning, and instead advocates for human potential management (HPM) over human resource management (HRM). The document also discusses the differences between talent, which refers to existing abilities, and potential, which involves future development. It emphasizes that both high performance and high potential are needed to be considered truly talented. Finally, it provides an overview of the key elements of talent management, including talent planning, recruitment, performance management, learning and development, and succession

1. Potential Management
Unit-2

2. What is Potential
The qualities or abilities that
somebody/something has but that may not be
fully developed yet

3. Potential Management
Human potential management is an integrative and
continuous process of enhancing human capabilities
and capacities by enhancing human beings existing
potential and helping them to discover and tap their
talent potential through micro level human
development intervention and micro level system and
policies intervention to create and sustain an
environment that facilitates individuals in achieving
their full potential to their own as well as the
organization advantage

4. Potential assessment
• Potential assessment is an assessment against
higher level standards and requirements; it is
about the ability and power to grow to higher
levels in the organization.
• Performance Management tools are effective and
efficient approach for potential assessment.

5. Human Potential Management (HPM)
• Concept of human potential management (HPM) and
argues that the old concept of human resource
management (HRM) should be replaced by HPM.
• Argues that treating human beings as a resource to be
used, utilized or manipulated like any other resource is
demeaning.
• Further, with the increasing number of highly skilled
knowledge workers, resentment of the word “resource” is
likely to increase, since knowledge workers are inclined
to be hostile to manipulation.

6. Talent Vs Potential
While talent is the natural ability to do and perform, potential refers to the
possibility of doing and performing an even greater job function – but the abilities
are not quite there.
Potential requires training, coaching, and development. Potential refers to the
future.
Talent is in the present – it’s what employees already bring to the table. Potential
can be enticing in managers’ eyes because they may want to mold the individual
and his/her talent into a different, perhaps larger role.

7. Talent Vs Potential
• Although potential is exciting and can generate positive
performance in the future, a talented individual is one who
demonstrates both high performance and high potential.
• Bottom line, the talent has to be in place before the potential

8. Talent and Talent Management
TALENT
• “The sum of a person's ability to learn and grow”
TALENT MANAGEMENT
• “Talent management refers to the skills of attracting
highly skilled / profitable / performing workers, of
integrating new workers, and developing and retaining
current workers to meet current and future business
objectives.”

9. Talent
Planning
Recruiting
Performance
Management
Learning &
Development
Career
Planning
Compensation
Management
Succession
Planning
Measure
and
Report
Plan
Evaluate
Develop
Advance
Lead
Analyze
Talent
Profiles and
Objectives
Elements of Talent Management
Talent Management - Integration Management

10. ATTRACTION
RETENTION
Constructive
Relationships
at
Work
Culture of
Respect and
Inclusion
Opportunities
for
meaningful
work
Provision of
Employment
is
Secure and
Predictable
Learning and
Development
Benefits,
Compensation
are
Fair and
Attractive
Wellness,
Health
and Safety
Workplace
Flexibility
Critical Elements of Attracting and Retaining TOP Talent
Talent Retention

11. Productivity
Increase
Business Growth
Engaged and
Motivated
Workforce
Inclusive Growth
Inclusive Growth

12. Case - Strategically Mining Leadership Talent
for Succession
Questions:
• Write summary of the case in 250-500 words along with your key
learnings
• What problem was identified in Talent Audit conducted in 2000 ? Why
long-term approach was required to develop people in the company ?
• What were various steps used for the recruitment, selection, induction,
placement, job rotation, retention and reporting of the BLAST program ?
• How a taste of ANGLO AMERICAN BRAND BLAST program was developed ?
• What leadership and life lessons were identified of the BLASTERS ?