Talent management involves processes to increase value from human capital, including goal alignment, candidate selection, performance management, employee development, and rewards. It aims to have a workforce that is suitable, engaged, flexible, productive. Good talent management involves ownership across levels, business objectives guiding the system, measuring results in business terms, hiring the right people and helping them advance. Effective talent management identifies key roles, assesses talent management skills, measures the right things, and provides process-wide feedback. It focuses on aligning people to motivating work, providing coaching/mentoring, and developing critical skills. Talent acquisition moves beyond filling roles to proactively building needed skillsets, and retaining top performers who may not be actively looking

1. TALENT MANAGEMENT

2. Consider……....at any one time 59% of employees will be open to working elsewhere

3. What is Talent Management?A set of processes that allow a company to increase value provided by their human capital.Key processes

4. Goal alignment

5. Candidate selection

6. Performance management

7. Employee development

8. Rewards delivery

9. Workforce is more:

10. Suitable

11. Engaged / Committed

12. Flexible / Adaptive

13. ProductiveAlignMeasureComplyAutomate

14. Characteristics Of Good Talent ManagementOwnership and involvementBusiness objectives permeate every aspect of the system The system is measured in real business terms and results are acted upon Hire the right people. Acclimate new employees Discuss career interests with employees Identify developmental opportunities Identify training opportunities Offer appropriate rewards and recognition Help employees to advance Create a workplace that has meaning and purpose

15. MANAGING TALENT EFFECTIVELY…Identify key rolesTake an inventory of your talent management skillsMeasure the right thingsSet up a process-wide feedback

16. The Develop-Deploy-Connect ModelAlignment: Connecting people to work that is motivating.Commitment: Providing coaching and mentoring. Capability: Developing critical skills to ensure success.

17. AcquiringtalentValue PropostionEducation & DevelopmentTalent Management ProcessBuilding Leadership SupplyRequires an integrated Approach Which Addresses the Following Areas:Assessing new and currenttalentDeveloping talentTransitioning TalentRetention

18. TALENT ACQUISTIONCORE CONCEPT Get away from the 'fill in the box' thinking to one that is more pro-active

19. And much closer to building the skill sets required to achieve business success. Key to success in talent acquisition is the unique way that you are able to tap into the 'top performers' who are not really looking for another job IMPORTANCEUnderstanding workforce demographics (current and future)

20. Identifying economic issues impacting organizational sustainability

21. Identifying organizational and cultural issues impacting talent acquisition

22. Knowledge of industry trends and emerging issues TALENT ACQUISITION STRATEGIESStrengthen Your Own Direct Reports Establish a talent Standard… sharp difference between poor; average and excellent performance is creating a benchmark for evaluation and promotion.Influence People Decisions Far Down the Organization Drive a Simple, Probing review of Talent Hold Managers Accountable for the strength of their talent poolsPoaching talent

23. Old MindsetA vague notion that “People are our most important asset”HR is responsible for people managementTwo days succession planningI work with the people I inherit

24. New MindsetA new conviction that talent leads to better corporate performanceAll managers are accountableTalent managers is a central partI take bold actions to build the talent pool I need

25. BALANCING INDIVIDUAL AND ORGANIZATIONAL NEEDS

26. THE CHANGING CAREER PARADIGMSOLD PARADIGMSJob SecurityLongitudinal Career PathsJob/Person FitOrganizational LoyaltyCareer SuccessAcademic DegreePosition/TitleFull-Time EmploymentRetirementSingle Jobs/CareersChange in jobs based on fearPromotion highly tenure basedNEW PARADIGMSEmployability SecurityAlternate Career PathsPerson/Organization FitJob/Task LoyaltyWork/Family BalanceContinuous RelearningCompetencies/DevelopmentContract EmploymentCareer SabbaticalsMultiple Jobs/CareersChange in jobs based on growthPromotion highly performance based

27. Contributions fromInducements fromthe IndividualtheOrganization•Effort•Pay•Ability•Job security•Loyalty•Benefits•Skills•Career opportunities•Time•Status•Competencies•Promotion opportunitiesTHE PSYCHOLOGICAL CONTRACTThe overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.