Talent management is the process of attracting, selecting, training, developing, and promoting employees throughout an institution. It focuses on developing talent internally to ensure staff have the necessary skills and support to perform well and transition into leadership roles. Internally developed staff become valuable assets over time as they gain institutional competencies and embrace core values. Talent management considers an employee's skills, traits, behaviors, and characteristics, going beyond just duties and responsibilities. It involves identifying existing and needed talents, recruiting and developing staff, conducting high-value performance reviews, understanding compensation, and succession planning. The goal is to find the best match between employee talents and their roles to maximize performance.

1. Talent Management
Thomas Danford
CIO – Tennessee Board of Regents
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October 14, 2008

2. Talent Management
Talent management is the process of attracting, selecting training developing and
attracting selecting, training,
promoting employees throughout the institution. Focusing on developing talent in-
house ensures the staff has the tools/support/resources necessary to perform well,
are properly motivated/compensated, and are ready to transition into leadership
roles as appropriate. Internally developed staff are valuable assets because over
time they develop the necessary core competencies and internalized institutional
core values.

3. Skills, Traits, Behavior, Characteristics,
Talent?
• Skills – abilities that have been acquired by training
(PL/SQL, Pro C, Finance, HR, etc.)
• Traits – distinguishing features of your personal
nature (thoughtful, productive, approachable, generous, etc.)
• Behavior – manner of acting or controlling oneself
(that can be either consistent or inconsistent with traits)
• Characteristics – prominent measurable attributes
or aspects (h i ht weight, s race, fit ss attractiveness, etc.)
(height, i ht sex, fitness, tt ti ss t )
• Talent – a recurring and consistent pattern of traits,
characteristics, skills and behavior that can be
productively applied …

4. The key to excellent p
y performance …
… finding/developing the match
between employee talents and roles.

5. Traditional Employment vs. Talent
Management Focus
• Traditional Employment Focus
▫ Skills
Skill & education
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▫ Duties & responsibilities
▫ Some characteristics (strength, repetitive, endurance, etc.)
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▫ Experience
• Talent Management Focus – Traditional plus more
scrutiny on …
▫ Traits
▫ Behavior
▫ Talent …

6. Baseline vs. Mission Specific Talents
• Baseline – skills, traits, characteristics, and
behavior that is required of all roles e.g.
▫ Lifelong Learner
▫ Self-starter
▫ Ability to work with minimum supervision
• Role Specific – additional skills, traits,
characteristics, and behavior required for a
specific role e.g.
▫ Technical & end user support
▫ Technical writing & documenting

7. Implementing Talent Management
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• Identify and Assess Existing & Needed Talents
• Hiring and Developing Staff
• High Value Appraisals – (baseline focal,
(baseline, focal
anniversary, interim, probationary, etc.)
• Understanding Compensation & It’s Impact
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• Turnover and Succession Planning for the
Future

8. Identify and Assess Existing & Needed
Talents
• Identifying the competency skill sets needed in the
organization (Administrative, Clerical, Communication,
Counseling, Creative, Development, Financial Organizational,
Counseling Creative Development Financial, Organizational Time
Management, Training, Research, Management, Problem Solving,
Technical)
• Develop competency matrices to capture talent issues within a
role and describe (
l dd ib (specific skills, b h i and k
ifi kill behavior d knowledge with as
ld ith
much detail as necessary to explain to employees)
• Develop a rating scale with scoring and weighting options
b
based on requirements
q
• Track, evaluate, and manage competencies across the
organization
• Implement a competency management system that brings
rigor and f i
i d fairness t th review and evaluation process
to the i d l ti

9. Bill
Fred
Ruth
John
Mary
Name / Skill
Quick Cha
ange Artist
Not Exhibited
Job Com
mmitment
Sense of Urgency
Familiar
Ambig
guity &
Uncer
rtainty
Innov
vation
Lifelong Learner
Needs Help
Accoun
ntability
Value Add
e
Serv
vice
l
Competent
Manages Morale
s
Inventory & Matrix Example
Kaiz
zen
Takes Ow
wnership
Expect
tations
Can Mentor/Teach

10. Recruiting and Developing Staff
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• Recruiting vs. Hiring the need to “choose well” in the process …
• Ensure employees (
py (new & current) understand the skills,
) ,
competencies and talents required for their roles – address
competency gaps with training & development
• Identify development opportunities – purchased (seminars,
classes, CBTs, books, etc.) and inexpensive or free
(school/public library, vendor, Internet
feeds/webinars/podcasts/websites, associations, user groups,
etc.)
• Reinforce development with obligations (reports, lead a brown
bag discussion, seminar presentation etc )
discussion presentation, etc.)
• Identify top performers and talent across the organization and
involve them in mentoring and coaching

11. High Value Appraisals
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• Top Down Employee Performance Evaluations
Top-Down
• Peer-to-Peer Employee Performance
Evaluations
• 360-Degree Performance Reviews
• Self-Assessment Performance Reviews
Self Assessment

12. Understanding Compensation
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• What motivates who?
• Comparing “apples to apples
apples apples”
• Non-financial compensation.
• Managing expectations …

13. Turnover and Succession Planning
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• Turnover happens! It’s important to note that it
is a two way process
• Don't just plan to replace someone. Evaluate
current and future needs with each turnover
(reduce management ratios, staff new requirements,
etc.)
• Retain key talent. Staff that are part of a Talent
ik l ff h f l
Management program are more likely to stay
with an organization

14. Talent Management Software
iCIMS' Talent Platform
And coming soon ???

15. I appreciate your attending!
Drop me a note if I can help
tdanford@tbr.edu