Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.

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STRATEGIC TALENT
MANAGEMENT

2. WHAT IS TALENT MANAGEMENT?
Talent Management is about identifying, attracting, integrating,
developing, motivating and retaining key people across the
whole of the business, not just the ‘elite few’ decision-makers,
as is so commonly the case.
TM introduced by Mc Kinsey consultants, late 1990’s
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3. Why Organizations Need Talent
Development?
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• To compete effectively in a complex and dynamic
environment to achieve sustainable growth
• To develop leaders for tomorrow from within an organization
• To maximize employee performance as a unique source of
competitive advantage
• To empower employees:
Cut down on high turnover rates
Reduce the cost of constantly hiring new people to train

4. TALENT MANAGEMENT FRAMEWORK
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5. THE FOUR PILLARS OF TALENT MANAGEMENT
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6. Talent Metrics
• Segmented turnover data
• Readiness levels for key positions
• Segmented engagement levels
• Number of strategic/critical jobs unfilled
• Percentage of inside vs. outside hires for
leadership and critical jobs
HCS Certification Course, V.3.0, 2010

7. Contributing Measures
• Quality of incoming candidates
• Quality of hire
• Segmented turnover within first two years
• Time to proficiency in new job
• Depth of talent pools for key and feeder
positions
• Number of people promoted outside of
department
• Percentage of first choice hires accepting

8. COMPETENCY BASED HRM

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12. Individual Performance Element
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15. CBHRM Career Planning
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16. Career Planning Flow
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18. TALENT PLANNING &
DEPLOYMENT

19. KEY POSITION MAPPING
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What is a critical skill?
• A critical skill is one that, if not present, results
in a task not being completed satisfactorily, if
at all.
• The lack of a critical skill causes problems, but
the possession of it allows work to continue.

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Analysis and data collection
• Develop job profiles and identify critical skills
needed for the job role
• Conduct an inventory of current skills
• Identify employees’ competencies and skill
levels

22. TALENT ACQUISTITION

23. Talent Acquisition Operational Workflow
Requisition Process
Sourcing
Application Process
Screening and Interviewing
Employment Offers Notification of
Non-selection

24. Diference Between Recruitment &
Talent Acquisition
• The easy part of the answer is to define
“recruiting”. It is nothing more than filling
open positions. It is an entirely tactical event.
• Strategic Talent Acquisition takes a long-term
view of not only filling positions today, but
using the candidates that come out of a
recruiting campaign as a means to fill similar
positions in the future.
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25. In-source vs Outsource
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26. Acquisition Workflow
1. Requisition process.
2. Sourcing.
3. Application process.
4. Screening and interviewing.
5. Acquisition.
6. Employment offers.

27. PERFORMANCE MANAGEMENT

28. ELEMENTS OF PERFORMANCE
MANAGEMENT
• Reliable measures
• Clear goals
• Performance monitoring
• Rewards and recognition
• Initiatives and corrective actions
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29. PERFORMANCE MANAGEMENT
PROCESSES

30. IDENTIFYING AND ASSESSING
HIGH- POTENTIAL TALENT

31. Defining High Potential Talent
• high-potential employee is one who has been
identified as having the potential, ability, and
aspiration to hold successive leadership
positions in an organization
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32. Identify High Potentials
• Step 1: Plan for the future.
• Step 2: Define high-potential criteria
• Step 3: Make the high-potential criteria
measureable.
• Step 4: Identify high-potential candidates.
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33. Identify High Potentials
Charles Darwin
Janis Joplin
Stanley Kubrick
Gene Siskel
Thomas Jefferson
Albert Einstein
Louis Pasteur
Henry Ford
John Kennedy
Natalie Wood
Marie Curie
Helen Keller
Mary Cassatt
Neil Armstrong
James Dean
Bruce Lee
Marilyn Monroe
Katie Couric
Johnny Carson
Charlie Chaplin
Winston Churchill
Napoleon Bonaparte
Past Performance
GrowthPotential

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ASSESSMENT TOOLKIT TO IDENTIFY HIGH
POTENTIAL EMPLOYEE
How can organizations assess existing staff to track high potentials
and ensure new hires meet the future needs of the business?
Assessment:
• Online Psychometric Assessments
• Leadership/Management Assessment Batteries
• Assessment and Development Centers
• 360 degree feedback surveys and business assessments
• Competency model profiling, behavioral based interviews,
multi-rater assessment tools

35. LEADERSHIP DEVELOPMENT
PROGRAM

36. Leadership Development Program
The Leadership Development Program (LDP)® develops
leaders who are capable of bridging levels and
functions in the organisation, leading other
managers and turning strategy into action.

37. LEADERSHIP COMPETENCY MODEL

38. Implementation Leadership
Development Program

39. MENTORING AND COACHING FOR
DEVELOPMENT

40. MENTORING
The knowledge, advice, and resources a mentor shares depend
on the format and goals of a specific mentoring relationship.
A mentor may share with a mentee (or protege) information
about his or her own career path, as well as provide guidance,
motivation, emotional support, and role modeling
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41. COACHING
Coaching is training or development in which a
person called a coach supports a learner in
achieving a specific personal or professional
goal.
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42. SUCCESSION PLANNING
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43. Assessment of
Key Positions Identification of
Key Talent
Assessment of
Key Talent
Generation of
Development Plans
Development
Monitoring & Review
Key
Elements
Succession Planning Process

44. Elements of an Effective Succession
Management Process*
1.
Individual
Career
Planning and
Development
2.
Succession
Planning
Analyses
3.
Group
Discussion
and Review

45. RETENTION STRATEGY
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Employee retention, a set of actions
designed to keep good employees
once they have been hired.

47. The Reality Of "Managing Expectations" Revolves
Around 3 Simple Principles:
1. Managers communicate their expectations
consciously and unconsciously.
2. Employees consciously and unconsciously
understand these expectations.
3. Employees perform in ways that are
consistent with their manager's expectations.
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48. DEVELOPING RETENTION PLANNING
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49. STAGES OF RETENTION STRATEGY

51. KEEPING IS CHEAPER THAN REPLACING
• Direct Costs of Replacement
• Paperwork/Time Exit Interview
• Recruiting Replacement
• Interview/Select New Employee
• On boarding New Employee
• Training New Employee
• Depending on the complexity of the job, this process can
take at least 3-6 months in most cases.

52. TOP 10 LOW & NO CO$T EMPLOYEE RETENTION
1. Hire the Right Person
2. Open & Effective Communication
3. Clear Expectations
4. Outstanding Feedback & Recognition
5. Treat People with Respect
6. Share Training Responsibility
7. Have Fun
8. Promote Work/Life Balance
9. Demonstrate Corporate Social Responsibility
10. Utilize Connection & Exit interviews