The document outlines a comprehensive talent management strategy for organizations, detailing processes from recruitment to employee onboarding, performance management, and career development. Key elements include creating a strategic plan, effective recruitment methodologies, onboarding practices, and establishing performance management systems aligned with organizational goals. Additionally, it emphasizes the importance of employee engagement and succession planning to enhance retention and organizational effectiveness.

1. Talent Management
University of Budapest MBA
Visiting Professor Program
Gary Wheeler SPHR, GPHR, CCP, CBP

3. To Get the Most Out of Your
Experience…You Must Be Willing to
Have Some ...

4. 4

5. Seminar Topics
• Understanding Your Organization’s Strategy
• Creating a Talent Management Strategy
• Recruitment and Selection
• Onboarding
• Performance Management
• Employee Training and Development
• Attitude Surveys and Employee Engagement
• Career Development
• Succession Planning
5

6. Great Organizations Attract Great Talent
6

7. What is a Talent Management
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8. What is a Talent Management
• Talent Management is the function and process of
managing the employee experience from recruitment to
separation from the organization.
• Talent Management consists of several organizational
HR processes that are designed to attract, develop and
retain employees. An effective Talent Management
process will aide in attracting and retaining high-
performance employees.
8

9. Talent Management Areas
• Talent Management HR processes includes:
• Recruiting
• Selection
• Training
• Performance Management
• Career Planning and Career Development
• Employee Retention
• Succession Planning
9

10. 10–10
Talent Management Bridge

11. 10–11
Effective Talent Management

12. Strategy
• Everything starts with Strategy
• This week’s seminars
1. Creating a Strategic Plan
2. Talent Management
3. Performance Management
• Everything starts with the organization’s
strategy
12

13. Organization Strategy
• Your organization strategy is the foundation of
your talent management program
• Organization Strategy
• High Cost – Market Cost – Low Cost
• Talent Management and People Strategy
• Compensation Strategy
• Organization Strategy = Market Strategy
13

14. Market Strategy
• Low Cost Products & Services
• Wal-Mart Stores
• Meet Market Cost Products & Services
• Sears, JC Penny, Macy’s
• High Cost Products & Services
• Niemen Marcus
• Differentiation
• Quality
• Service
• Specialization
14

15. Compensation Strategy
• Lower Salaries = Higher Employee Turnover
• Wal-Mart Stores
• Market Price Salaries = Average Employee Turnover
• Sears, JC Penny, Macy’s
• Higher Salaries = Lower Employee Turnover
• Niemen Marcus
• Differentiation
• Quality
• Service
• Specialization
15

16. Talent Management Strategy
• Organization Strategy
• Determine the quality of the products and services
you would like to provide
• Determine your market approach strategy
• Low cost below market
• Market competitor
• Differentiation and above market pricing
• Dictates compensation strategy & people strategy
• Low cost = lower wages
• Market cost = market wages
• High cost = higher than market wages
16

17. Recruiting and Selection
• Design a Strategic approach to recruiting
• Benefits of a Strategic Approach
• Matches recruiting activity with organizational and human
resource plans.
• Acquiring the Right Human Capital Entails:
• Knowing the business and industry
• Identifying keys to success in the labor market
• Cultivating networks and relationships
• Promoting the company brand
• Creating recruiting metrics
7–17

18. Recruiting Strategy
• Looking for engineers, recruit at engineering schools
• Looking for interior designers, recruit at schools that have a
great program
• Consider professional organizations and societies
• Develop ongoing relationships
• Implement an internship program
• Implement a co-op Program
• Implement a visiting professor program
• Adopt a school
• Sponsorships
7–18

19. Creating a Talent Match
• Finding the right talent for your organization is like
finding someone to marry
• You have to look in the right places to find the best mate
7–19

20. 10–20
Effective Talent Management

21. Interviewing
• Objective
1. Give information
2. Get information
3. Make a friend
• Initial interview
1. Phone / Skype interview
2. Personal F2F interview
3. Group
21

22. Group Interview
• All candidates in at one time
1. Take 1-hour to explain your business
2. History & culture
3. Job description
4. Compensation (Total Rewards)
5. Performance expected / metrics
• Open up to questions
• Candidates sign up for f2f
22

23. Interview Alternatives
• Behavior interview
• Skill interview
• Interview Presentation
• Panel interview
• Step progression interview
• Final interview
• Team interview
23

24. Behavior Interview Question Example 1
• Tell me about a time when you and a team member
did not see eye to eye and you became upset with
each other. How did you handle it and what was the
outcome?
• Situation: ____________________________
• Your Action: __________________________
• Outcome: ____________________________
24

25. Behavior Interview Question Example 2
• Tell me about a time when you and a team member
did not see eye to eye and you became upset with
each other. How did you handle it and what was the
outcome?
• Situation: ________________________
• Your Action: ______________________
• Outcome: ________________________
25

26. Behavior /Skill Interview
Flu Vaccinations
How many doses would you administer to a six-month old
child?
•Two-doses 30-days apart
What dosage amount would you administer to a child under
three-years of age?
•.25 ML’s
What dosage amount would administer to a child three-years or
older?
•.5 ML’s
26

27. Onboarding
• The Onboarding process is often overlooked
• A quality Onboarding process can impact employee
performance, loyalty, attitude, retention and quality
• Onboarding is the process where new hires become
adjusted to the social and performance aspects of
their jobs quickly and smoothly, and learn the
attitudes, knowledge, skills, and behaviors required
to function effectively
27

28. Onboarding Areas
• Welcome letter or offer letter
• Administrative paperwork
• Orientation (classroom or one-on-one)
• Facility Tour
• Meeting other employees
• Assigning a mentor
• Job shadowing
• On-the-job training
• 90-day probation
28

29. Orientation
• Organization history & culture
• Organization vision, mission, values and culture
• Polices and procedures
• Organization politics
• Best way to communicate concerns
• Review employee handbook
29

30. Employee Handbook Topics
30
Acknowledgement 4 Open Door Policy 14
Equal Opportunity Employer 5 Benefits 14
Sexual Harassment 5 Health Insurance 14
Our Mission 7 Vacation/Personal Time Off 14
Team Member Expectations 7 Holidays 15
Individual Expectations 8 Pregnancy / Disability Leave 15
Confidentiality 8 Bereavement 15
Probation Period 9 Military Leave 16
Hours of Work 9 Employee Discount Program 16
Work Hours & Time Records 9 Core Value & Scrap 16
Lunch 10 Health & Safety 17
Overtime 10 Telephones 18
Pay Period 10 Electronic Equipment 18
Attendance 10 Workplace Searches 19
Training 11 Solicitation 19
Personnel Administration 11 Company Vehicles 20
Substance Abuse 12 Termination 20
Appearance Standards 13 Return of Property 20

31. Job Shadowing
• Work in other departments learning other roles
• Work in other departments to understand other roles
• Half-day assignments
• Full-day assignments
• Several day assignments
31

32. On The Job Training
• Reading and learning job procedures and processes
• Supervisor training
• Lecture
• Demonstrate
• Employee performs tasks
• Follow-up
• Evaluate
32

33. On The Job Training cont.
• Reading and learning job procedures and processes
• Supervisor Model the Behavior
• Lecture
• Show
• Make the employee do the task
• Follow-up
• Train or retrain
33

34. 9–34
Stages for On-the-Job Training (OJT)

35. 90-Day Probation Period
• Your first 90-days of employment is a probationary
period
• Your manager will evaluate your performance
during and after the 90-day period to determine if
you will attain regular employee status
Employees not meeting performance guidelines will
be terminated
• Performance includes but is not limited to:
performing assigned duties, customer service,
taking initiative, punctuality, attitude, following
directions, etc.
35

36. What is Performance Management?
36
• Performance management includes activities which
ensure individual goals are consistently met in an
effective and efficient manner and are aligned with the
organization, division, department, manager and
individuals
• Individual goals role up to the organization’s goals and
they support the organization’s mission and strategic plan

37. Performance Management
• A Performance Management System consists of an
evaluation system involving key performance
indicators (KPI’s)
• KPI’s are created by setting SMART Goals
• S specific
• M measurable
• A achievable
• R realistic
• T timely
37

38. Benefits of Performance Management
• Organization
• Outcomes are tied to the mission
• Outcomes are tied to strategy
• Outlines responsibility
• Manager
• Identifies expectations
• Creates an objective evaluation system
• Staff
• Let’s people know where they stand
• Greater chance of receiving recognition

39. Employee Training & Development
• Organizations with an effective talent management
program have life long learning processes in place
• Skills inventories
• Internal training
• External training
• Corporate Universities
• Management assessments
39

40. Learning Management System
• Knowledge & experience = Human Capital Value
• Capture human capital value through LMS
• LMS – Learning Management System is an online
platform that can be used to access prior issues and
problems
40

41. Types of Training

42. Employee Training and Development
• Create a Strategic Training Program
• Organization Competitiveness and Training
• Training makes organizations more competitive.
• Training helps retain valuable employees.
• Training helps accomplish organizational strategies.
• Benefits of Strategic Training
• HR and trainers partner with operating managers to solve
problems, and to make contributions to organizational results.
• Managers are less likely to think that training alone can solve
performance problems.

43. Attitude Surveys
43

44. Employee Attitude Surveys
•Attitude surveys / employee opinion surveys are a
fundamental tool to find out how your employees feel
about your organization and their manager
•Survey’s can help an organization
• Improve employee retention
• Increase employee satisfaction
• Increase productivity
44

45. Employee Engagement
• Employee engagement is a workplace approach
designed to ensure that employees are committed to
their organization's goals and values, motivated to
contribute to organizational success, and are able at
the same time to enhance their own sense.
45

46. Employee Engagement cont.
• An organization with 'high' employee engagement
might therefore be expected to outperform those
with 'low' employee engagement, all else being
equal
46

47. Career Development
• Career
• The series of work-related positions a person occupies
through life.
• Career Paths
• Represent employees’ movements through opportunities
over time.
47

48. Career Planning
• Organization-Centered Career Planning
• Focuses on jobs and on identifying career paths that provide for
the logical progression of people between jobs in the organization.
• Individual-Centered Career Planning
• Focuses on an individual’s career rather than in organizational
needs.
10–48

49. 10–49
Organizational v. Individual Career Planning

50. Succession Planning
• Succession Planning is the process of planning and
developing employees for roles at the higher levels
of the organization
• Typically
• Director
• Vice President
• Senior Vice President
• CEO
50

51. Succession Planning (cont’d)
10–51
Succession Planning
Considerations
“Make or Buy”
Talent
Succession
Planning Skill Areas
Electronic/Web-
Based Succession
Planning

52. 10–52
Areas for Planning “Succession”

53. 10–53
Succession
Planning
Process

54. EXAMPLE
CAREER DEVELOPMENT &
SUCCESSION PLANNING
PROCESS

55. Career Development Guides
The first step is for all managers to
complete or update their Career
Development Planning Guide annually
• Management employee completes:
• Name
• Employment date
• Assignments
• Education and Degrees
• Gary Wheeler Consulting
Assignments

56. Planning Guides cont.
Management employee
completes:
Management employee
completes:
 Recent accomplishments
 Self-perceived strengths
 Development areas
 Short-term goals (1-2 yrs)
 Mid-term goals (3-5 yrs)
 Open to relocation
 Recent accomplishments
 Self-perceived strengths
 Development areas
 Short-term goals (1-2 yrs)
 Mid-term goals (3-5 yrs)
 Open to relocation

57. Manager reviews the management employee’s guide and sets up an
appointment to review the information the employee wrote
Manager reviews the management employee’s guide and sets up an
appointment to review the information the employee wrote
Manager has a one-to-one meeting with the employee to review the employee’s
input. The manager coaches the employee to make adjustments, additions, etc.
if needed to ensure the Planning Guide is an accurate representation of the
employee
Manager has a one-to-one meeting with the employee to review the employee’s
input. The manager coaches the employee to make adjustments, additions, etc.
if needed to ensure the Planning Guide is an accurate representation of the
employee
Manager obtains an electronic copy of the Planning GuideManager obtains an electronic copy of the Planning Guide
Manager completes their section “Manager’s Section” of the GuideManager completes their section “Manager’s Section” of the Guide
Career Development Process Steps

58.  The manager completes their personal Career Development
Planning Guide
 The manager submits their Career Development Planning
Guide to their manager
 The manager submits the Career Development Guides of their
direct reports to their manager
 The next level manager reviews the Career Development
Planning Guide of their direct reports and indirect reports
 The manager sets up a one-to-one meeting with their direct
reports to review the Career Development Guides of their
direct reports and indirect reports
Next Level Reviews

59. Next Level Reviews cont.

60. Region People Meeting
 Each Global Leader will hold an Annual
Region Career Development Meeting
 The next level managers review the planning
guides of their direct & indirect reports
 Each Global Leader will hold an Annual
Region Career Development Meeting
 The next level managers review the planning
guides of their direct & indirect reports

61. Region People Meeting cont.
• It is important that all managers and potential managers are
included in the Region Career Development Meetings
• Each manager reporting to the Global Leader will review
their team
• HR assists Global Leader

62.  Ensure all managers are included
in the Career Development
Process
 Discuss and identify:
 Ready now for promotions in
management
 Ready now for promotions into
management
 High potentials
 Individuals with special skills
 Organization training and skill
development needs
 Individuals open to lateral
rotations
 Marginal and poor performers
 Ensure all managers are included
in the Career Development
Process
 Discuss and identify:
 Ready now for promotions in
management
 Ready now for promotions into
management
 High potentials
 Individuals with special skills
 Organization training and skill
development needs
 Individuals open to lateral
rotations
 Marginal and poor performers
Region People Meeting Objectives

63. After The Meeting
 The Global Leader will
obtain an electronic copy of
all guides
 The Global Leader will take
the Career Development
Guides with them to the
Global People Meeting
 The Global Leader will
obtain an electronic copy of
all guides
 The Global Leader will take
the Career Development
Guides with them to the
Global People Meeting

64. Global People Meeting Objectives
• Ensure all managers are included
• Discuss and identify:
• Ready now for promotions
• High potentials
• Individuals with special skills
• Training needs
• Lateral rotations
• Marginal and poor performers

65. Post People Meeting
• The Global Leaders finalize their notes on the Career
Development Guides
• Global Leaders review the Guides with their direct reports
• Managers will do the same all of the way down to the manager
and senior associate levels
• It is the responsibility of the employee and the employee’s
manager to implement the plan
• Managers are to use the Career Development Plans in
conjunction with performance evaluation reviews

66. Final Learning Tip
• Project & present topics with confidence
• Engage the audience
• Power Point Presentations
• Talking points are discussion guidelines
• Average six to eight words per line
• Six to eight bullet points per slide
• Look at the audience

67. Talent Management Summary
67

68. Questions?
68