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Talent Management
1. The document discusses Microsoft's reliance on top talent, with Bill Gates noting the company would be unimportant without its 20 best people. 2. It then outlines an organization's approach to developing a talent management system, including identifying core competencies, assessment tools, training approaches, evaluating employees' competencies and potential, and creating action plans. 3. The final sections discuss strategies for dealing with talent management issues like retention, succession planning, leadership development, and finding and selecting top talent.
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Talent Management
- 1. 1 Prepared By: ZohraRubab
- 2. Bill Gates oncesaid, “Take our twenty best people away from us and I can tell you that Microsoft would be an unimportant company.” 2 Prepared By: Zohra Rubab
- 3. 3 Prepared By: ZohraRubab
- 4. 4 o Super keepersare a very small group of individuals who have demonstrated superior accomplishments, have inspired others to attain superior accomplishments, and who embody the core competencies and values of the organization. Prepared By: Zohra Rubab
- 5. Talent Management Assessment Tools 5 Performance Appraisal Potential Forecast Measurement Scalesfor Performance and Potential Core/Institutional Competencies Prepared By: Zohra Rubab
- 6. 1. On-the-job coaching/ mentoring To develop competenciesin some phase of current job Covers all employees When the particular competency is needed for the job 2. Staff meeting on current problems To develop a sense of participation and sharing of problems Covers all employees When problems arise 3. Job rotation To broaden knowledge of unit operations Plan prepared by managers Focus on Superkeepers and Keepers scheduling Talent Development Approaches 6 Prepared By: Zohra Rubab
- 7. 7 4. Task force assignment Todevelop ability to lead and participate in group activities Covers all employees As needed 5. Company educational courses To develop knowledge applying to specific areas Covers all employees Continuously 6. Extracurricular activity To discover and apply principles of leadership Emphasis on Superkeepers Activities that have specific objectives for self-development Prepared By: Zohra Rubab
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- 9. What is competency? •An underlying characteristic of a person/organization which enables to deliver performance in a given job, role or a situation. Job related competencies Personal competencies 9 Prepared By: Zohra Rubab
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- 11. DEVELOPING TALENT MANAGEMENTSYSTEM Four Step Process 1. List of Organization’s Core competencies & Assessment tools 2. Training & Development solution 3. Assessment of Employees’ Core competencies & “Potential forecast” 4. Action Plans 11 Prepared By: Zohra Rubab
- 12. Step 1: Listof our Core competencies 12 • Targets achieved, Establish standards & responsibilities, Creates result oriented environmentAction Orientation • Communicates well both verbally & in writing, effective, concise & clearCommunication • Generate ideas and develop or improves existing & new systemCreativity/ Innovation Interpersonal Skills • Establish trust, credibility & confidence Leadership • Motivates, empower, inspire, collaborate Teamwork • Reward & utilize teams to optimize results, inspire enthusiasm, help resolve conflicts Technical Expertise • Strong technical proficiencies & knowledge Prepared By: Zohra Rubab
- 13. Step 2: Training& Development solution 1.Coaching Guide 2.Trainings 13 Prepared By: Zohra Rubab
- 14. Step 3: Assessmentof Employees’ Core competencies & “Potential forecast” o Substitute organization competencies & definition for the sample competencies. o (Refer to the step 1 worksheet) 14 Prepared By: Zohra Rubab
- 15. Step 4: ActionPlans Approaches to Action Plan Bench Strength Summary Individual Competency Assessment 15 Prepared By: Zohra Rubab
- 16. Core Competency PersonalScore Current Position Evaluation Action Orientation 2 Below expectations Communications 1 Greatly below expectations Creativity/ Innovations 2 Below expectations Interpersonal skills 3 Meets expectations Leadership 3 Meets expectations Teamwork 3 Meets expectations Technical/ Functional Expertise 1 Greatly below expectations Total 20 16 Prepared By: Zohra Rubab
- 17. Strength & DevelopmentNeeds Areas of strength Areas to be developed Actions 17 Prepared By: Zohra Rubab
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- 19. Coaching for Retention Succession Planning Developing Leadership ThroughCompetencies Employment Branding Strategies Strategies for Dealing with Talent Management Issues 19 Prepared By: Zohra Rubab
- 20. Finding and HiringFast-Track Talent On Campus recruitment Launching Internship Program Inviting applicants for on spot assessment 20 Prepared By: Zohra Rubab
- 21. Using A TalentManagement Model for Selection 21 Prepared By: Zohra Rubab
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Editor's Notes
- #5 1.Superkeeper: They impact organizational growth
- #6 *Measurement scales for performance and potential: The most common scale for performance measurement is:greatly exceeds expectations (5), exceeds expectations (4), meets expectations(3), below expectations (2), greatly below expectations (1). The most commonscale for potential assessment is: high potential (5), promotable (4), lateral (3),marginal (2), none (1).
- #16 *Reason for not preferring Bench Strength Summary is limited career growth within department