The document discusses elements that should be included in an effective talent management system according to the group. Key elements identified include talent audits, employer branding strategy, compensation strategy, business strategy, goals and objectives, and an employee engagement strategy. The group believes a holistic approach covering all aspects of the talent lifecycle from acquisition to development and retention is needed rather than just focusing on a select few. Alignment of the talent management system with overall business objectives is also important.

1. TALENT MANAGEMENT
GROUP MEMBERS
• E.Hemal Weerasingha
• K. C. Nandika Perera
• Nimesh M Sandaruwan Vithanage

2. Introduction
• Selected company is one Sri Lankan telecommunication company
which has been one of the leading company in Sri Lanka
• Authors Will denote This company As ABC PLC.
(Mentioning the name of company, authors don't have any legal
permission and its not ethical.)

3. ABC Vision & Mission
• Vision
• To be the undisputed leader in the provision of multi-sensory
connectivity resulting always, in the empowerment and
enrichment of Sri Lankan lives and enterprises

4. Mission
• To lead in the provision of technology enabled
connectivity touching multiple human sensors and
faculties, through committed adherence to customer-
driven, responsive and flexible business processes,
and through the delivery of quality service and
leading edge technology unparalleled by any other,
spurred by an empowered set of dedicated
individuals who are driven by an irrepressible desire
to work as one towards a common goal in the truest
sense of the team spirit.

5. Values
• Service from the Heart
• Create the Future
• Champions of Change
• Exceptional Performance
• Uncompromising Integrity
• Responsible Leadership
• One Team

6. Facts about the company

7. Services
• Telephony services
• Comprise of provision of internet services
• Television broadcasting and media related services
• Internet of things

8. Revenue Rs. 24,218million (Q3 2017)
Rs. 21,748million (Q3 2016)
 EBITDA  Rs. 9,400million (Q3 2017)
Rs. 7,714million (Q3 2016
 Shares in Issue  Shares in Issue 8,143,778,405 as at 30th
September 2017
 Market Capitalisation  Rs. 98.5 billion as at 30th September 2017
 Customer Base 12,663,685
Prepaid customers – 11,349,561 and postpaid
customers – 1,314,124
(Status as at 30th September 2017)
 No of employees  10,000 +
Facts of the company

9. Organizational structure
&
Chart

10. Structure of ABC Telecom PLC
• It’s a Hybrid structure which is a combination of Matrix structure and Modular
structure
• Each Strategic Business Unit (SBU) works independently
• Each function of every SBU has communication linkages with each other
• Top down as well as Bottom up communication is available
• Use worldwide resources and technologies

11. ABC
ABC ABC ABC
ABC
ABC

12. Work Division(the plan ,individual or team)
• Outlining the rationale for implementing a talent management system(Group Discussion)
• Identify organization goals and understand the requirements (Group Discussion)
• Sourcing and attracting the talent (Eranda )
• Recruiting and selecting the Talent. (Eranda)
• Employee Retention (chamal)
• Promotion (chmal)
• Performance appraisal (Nimesh)
• Succession planning (Nimesh)
• Outline which role it is and how the individual and organisation might benefit from a more
strategic approach to talent management (Group Discussion)

14. Defintions for Talent
Management

15. • “Systematic attraction, identification, development, engagement, retention and deployment
of those individuals who are of particular value to an organization, either in view of their
‘high potential’ for the future or because they are fulfilling business/operation-critical
roles.”
• Chartered Institute of Personnel and Development) (CIPD)
• Eyre, ElizabethAuthor Information. Training Journal; London (Apr 2008): 14-15.
First definition

16. Second Definition
• Strategic talent management is defined as “activities and processes that involve the systematic
identification of key positions which differentially contribute to the organization's sustainable
competitive advantage, the development of a talent pool of high potential and high
performing incumbents to fill these roles, and the development of a differentiated human
resource architecture to facilitate filling these positions with competent incumbents and to
ensure their continued commitment to the organization” (Collings & Mellahi, 2009, p. 304).

17. Third defintion
• Talent management is a unique function that integrates all of the activities and responsibilities
associated with the management of the talent lifecycle regardless of geography from attracting
and acquiring talent to developing and retaining it. A key measure of success is the ROI ,on
the investment of talent as a resource, when the ‘return’ is considered broadly to include
benefits beyond financial ones alone
William A. Schiemann (Journal of World Business 49 (2014) 281–288 )

18. Fourth definition
A holistic approach to optimizing human capital, which enables an
organization to drive short- and long-term results by building culture,
engagement, capability, and capacity through integrated talent acquisition,
development, and deployment processes that are aligned to business goals
The Association for Talent Development (ATD)

19. Fifth Definition
• Talent management contains strategies and protocols for the systematic
attraction, identification, development, retention and deployment of
individuals with high potential who are of particular value to an
organization.
Ansley and Tietze(2013: 1804)

20. Similarities Differences
• Systematic attraction
• systematic identification
• Acquiring talent to developing and retaining it
• High potential
• Engagement
• Deployment of those individuals
• Particular value to an organization.
• Value to an organization
• Sustainable competitive advantage,
• Development of a talent pool of and high
performing incumbents to fill these roles
• Development of a differentiated human
resource architecture
• Talent lifecycle
• ROI
• Investment of talent as a resource
First 3 definitions comaparisonirst

21. Fourth definition vs. Fifth Definition
ATD ansley and Tietze
similarities
talent acquisition, development, and
deployment processes
(speak of integration)
attraction, identification, development,
retention and deployment of
individuals((speak of integration)
differences
A holistic approach to optimizing human
capital
contains strategies and protocols
aligned to business goals value to an organization
building culture, engagement, capability Nothing mentioned about That
Inclusive people Exclusive people(particular value )
Speak of “ organization to drive short-
and long-term results”
Nothing mentioned about That

22. ATD William A. Schiemann
similarities
Holistic approach(broad scope)
Considering every thing
Same as holistic approach(considering every
thing without limiting to narrow scope)
Inclusive people Inclusive people
differences
No mention about how to measure success A key measure of success is the ROI
Nothing mentioned about a life cycle Speak of a talent life cycle
Speak of building culture, engagement,
capability, and capacity and human as a
capital
Nothing mentioned about culture,
engagement, capability, and capacity

23. William A. Schiemann Ansley and Tietze
similarities
Mention about unique functions strategies also can be considered as unique functions
differences
Talent management is a unique function and
uses the talent lifecycle
Talent management contains strategies and protocols
key measure of success is the ROI Nothing mentioned about ROI
Inclusive people Exclusive people(particular value
Broad scope of talent management Narrow scope of talent management

24. In authors point of view(idea of group)
• According to many definitions about talent management out there which basically concerned about who add
value to the organizations and those who possess the potential to have a differential impact on organizational
success
• Many organizations are attempting to transform their HR functions into a talent management system. A highly
effective talent management system must be aligned with the strategic needs of the enterprise(aligned with
business objectives)
• nowadays organization must follows a holistic approach rather than thinking about only favored ones and
have to maintain a talent pool and a talent pipe line too.
• somebody can argue that how far talent management is a new idea or simply a bundle of existing practices?

25. Our idea of the necessary elements
that should included in Talent
Management system

26. • Job Analysis and Job Design
• Performance management
• Employee retention
• Human resource development
• Succession planning
• Recruiting and hiring
• Learning and development
• The resourcing strategy
• Employer branding strategy
• Talent audit
• Compensation strategy
• Business strategy and objectives
• Goals and objectives
• Employee Engagement strategy
Talent
ELEMENTS THAT COULD BE IN A TALENT MANAGEMENT STRATEGY

27. • Talent audit
Talent audits give us a clear understanding of what employees can do, and where any skills gaps lie
• Employer branding strategy
Employer branding is how businesses promote their credentials as a welcoming, engaging and dynamic
workplace for employees
It’s about turning employees into brand ambassadors; encouraging them to behave in a way that enhances
company brand and giving them a positive professional experience that they’ll tell friends and colleagues about
• Compensation strategy
Organizations use compensation strategies to define how it views and manages employee pay and benefits
• Business strategy
A business strategy is the means by which it sets out to achieve its desired ends (objectives). It can simply be
described as a long-term business planning. Typically a business strategy will cover a period of about 3-5 years
(sometimes even longer)
SElements should be in a talent management strategy in our point of
view

28. • Goals and objectives
Business goals and objectives are part of the planning process. They are describe what a company expects to
accomplish throughout the year. Business owners usually outline their goals and objectives in their business
plans
• Employee Engagement strategy
Employee engagement is the emotional commitment the employee has to the organization and its goals.
• Actively Disengaged
• Engaged
• Not Engaged
Engaged Employees lead to…
higher service, quality, and productivity, which
leads to…
higher customer satisfaction, which leads to…
increased sales (repeat business and referrals),
which leads to…
higher levels of profit, which leads to…
higher shareholder returns

29. Referances
• CIPD Learning & Talent Development – An Overview on
http://www.cipd.co.uk/subjects/lrnanddev/general/lrndevoverview.htm?IsSr
chRes=1
• Taylor, S. (2014): Resourcing and Talent Management, London: CIPD Chapter 1
Introduction and Chapter 19 Resourcing and Talent Management Strategies
• CIPD Learning & Talent Development: An Overview
http://www.cipd.co.uk/subjects/lrnanddev/general/lrndevoverview.htm?IsSr
chRes=1
• W.A. Schiemann / Journal of World Business 49 (2014) 281–288
• Eleventh edition published in 2009 as Armstrong’s Handbook of Human Resource
Management Practices
• https://www.lynda.com/Leadership-Management-
tutorials/Welcome/536419/587281-4.html