Talent management is a comprehensive approach to attract, retain, and develop individuals who significantly contribute to organizational performance. Key considerations include understanding the organization's environment, addressing talent shortages, succession planning, and utilizing a talent matrix to evaluate employees based on performance and potential. The need for effective talent management is underscored by challenges such as an aging workforce, competition for skilled individuals, and the impact of economic conditions on recruitment budgets.

2. Talent Management
• What is Talent Management?
• Do I need to Manage my Talent?
• Who is our Talent?
• How do I do it?
• Why now?

3. What is Talent Management?
• Talent consists of those individuals who can make a difference to
organisational performance, either through their immediate contribution
or in the longer term by demonstrating the highest levels of potential.
• ‘Comprehensive and integrated set of activities to ensure that the
organisation attracts, retains, motivates and develops the talented
people it needs now and in the future’ Baron and Armstrong (2007)
• Understand your organisation’s environment, it’s strategic approach
and relevant labour markets before can consider how talent
management may help your organisation.

4. Agree or Disagree?
• My organisation’s strategy includes any of the following: major organisational growth, a move into new
areas of goods/service provision or international growth.
• Our strategy is significantly influenced by political factors and government policies.
• Technological developments influence our strategy.
• The sector in which my organisation operates is highly competitive.
• My organisation’s strategy is affected by international factors, for example the growth of production in
China or India.
• My organisation finds it difficult to fill vacancies for key groups of employees.
• Applicants for jobs in my organisation often lack the necessary skills.
• Employees are reluctant to move jobs and/or locations.
• Work–life balance issues are becoming increasingly important to our workforce.
• We have concerns about the average age of our workforce.
• Our workforce lacks diversity either in terms of gender and/or ethnicity and/or age and this is a concern for
us.
• There is a lot of competition either locally, nationally or internationally for the kind of people and skills my
organisation needs.
• We expect to see significant changes in the numbers of employees that we will need in the future.
• We expect to see significant changes in the skills that we will need in the future.
• We anticipate that the ageing population in the UK will create some challenges for us.
• My organisation/sector does not have a strong image in the labour market.
• Labour turnover of key staff is a problem for us.

5. Does my organisation need
Talent Management?
“succession planning is
growing in importance as
recruitment budgets are
squeezed” “60 % of all employees state
that when the recession ends
they are going to look for a
new job”
“67% of companies have problems
recruiting people where specialist
skills are necessary”
“Average cost to recruit a
new employee is £4000.. To
recruit a senior Manager it is
£10 000”
“50% of organisations state that the
recession has had a negative effect
on their recruitment budget”

6. Who is our ‘talent’
• Top 10% of high-performers, whatever their
role or level.
• Executives with potential for board-level
appointments
• High-potential individuals who are identified
as the leaders of tomorrow.
• An end-to-end view of newly appointed
graduates to top leadership.
• Every employee should be included in talent
management activities.

7. Hipos v Key Talent
• Typically represent 2-10% of
managers
• Easily bored, need challenge
• Appetite for learning
• Peaks in their performance but
also weaknesses
• Expected to rise at least two
further levels in the foreseeable
future
• Graduates/ Generation Y
• “The Apprentice”
• Typically represent 5-10% of
total employees
• Stay in same role for longer
• Business specific technical
knowledge or skills.
• Skills are hard to replace
• No obvious career path
therefore often mismanaged
• Non Graduates/ Generation X,
Baby Boomers
• “Undercover Boss”

8. How do I manage talent?
• Appraisal Process for all employees
• Performance Against Objectives
• Career Discussion- Short term and long term goals
• Personal Development Plan and Training Plan
• Half Yearly review to check on track
• Succession Planning for Senior and Critical Roles
• Annual Development Boards
• All Senior Managers their direct reports and Critical Roles fill in ‘CV Template’
• Group meeting facilitated by HR to discuss and review the output
• Assess people against 2 criteria- Performance and Potential
• Aspiration, Ability, Engagement
• 9 Box or Talent Matrix

9. The Talent MatrixPerformance
HIGHMEDIUMLOW
C1
Low Potential/High Performance
Continual high achiever with limited
upward potential. Significant value to
the organisation
B1
Medium Potential/High Performance
High performer with some potential.
Likely to be able to move at least one
organisational level
A1
High Potential/High Performance
Consistently high performer and high
potential – likely to represent the
future leaders of the company
C2
Low Potential/Medium Performance
Satisfactory performer but with limited
potential at this stage. Ensure that are
managed to minimise blockages in key
developmental positions or do not
decrease their performance
B2
Medium Potential/Medium
Performance
Solid performer, some potential but
unlikely to involve career progression
at this stage. Create opportunities to
develop in role
A2
High Potential/Medium Performance
High potential and performing to the
standards required in the role
C3
Low Potential/Low Performance
A performance issue, performing below
the standard required in the role.
Individuals will need to change
performance/behaviour.
B3
Medium Potential/Low Performance
Performing below the standards
required in the role with limited future
potential. Provide clear guidance of
expectations in role to move
performance up and ensure that their
performance does not decrease
A3
High Potential/Low Performance
High potential but performing below
expectations. May be a new
joiner/new to role or in the wrong job
for their skills
Potential
LOW MEDIUM HIGH

10. Key Talent
• Apprenticeships
• Corporate Social Responsibility
• Reward and Recognition
• Opportunities to pass on skills
• Manage them

11. Why Now?
“succession planning is
growing in importance as
recruitment budgets are
squeezed” “60 % of all employees state
that when the recession ends
they are going to look for a
new job”
“67% of companies have problems
recruiting people where specialist
skills are necessary”
“Average cost to recruit a
new employee is £4000.. To
recruit a senior Manager it is
£10 000”
“50% of organisations state that the
recession has had a negative effect
on their recruitment budget”

12. Thank you