This document discusses talent management strategies for organizations. It begins with defining talent and examining employee satisfaction levels and factors. It then covers building blocks of talent management like competencies, performance management, and evaluating potential. It discusses developing a competency framework with clusters and attributes. The talent management process involves stages like entry, retention, development, and performance. Challenges in talent management include plateaued careers and succession planning. The document emphasizes identifying strategic roles and developing a players to fill them.

1. Workshop on
Talent
management
AY 2015-16

2. What is talent?
• In sport?
• In Entertainment?
• In Business?
• In Politics?

3. • Why do people work for organizations? What does it
mean for employees to work “ here”

4. Part I
•SOME STATISTICS

5. Today’s Employees---
• Want a voice
• Want to balance life and work
• Are opportunity seeking
• Are averse to transactional work activities
• Want to know what is going on
• Want freedom of choice

6. New realities in today’s
workforce
• 25% global workforce looking for their next work
• 45% talking to recruiters for their next job
• 12% actively looking for a job
• 13%casually looking a few times a week
• 15 % talking to their networks
• In India- 42% actively searching for new jobs.

7. Satisfaction levels
• 27% of employees are very satisfied
• 45% are somewhat satisfied
• 14% are neutral
• 10% are somewhat dissatisfied
• 4% are very dissatisfied
• Is satisfaction a guarantee of loyalty??

8. Most important factors in
seeking or considering a job
• Greater opportunities for advancement
• Better compensation and benefits
• More challenging work
• Better fit for skill sets
• More learning opportunities

9. Other important factors
• Improved job title
• Better office location
• Equation with current team
• Relationship with manager
• Personal reasons

10. Factors influencing
choice of company
• Company has a reputation as a great place to
work in
• Reputation for great products and services
• Reputation for great people
• Reputation for being prestigious

11. An engaged employee---
• Is passionate about what he does
• Constantly learns and grows at work
• Comfortable promoting himself and his ideas at work
• Very career focused
• Actively seeks information that helps him fit better at his
job.

12. Top professionals----
• Engage in professional networking
• Research ways to update skills and improve career path
• Research new career opportunities
• Apply for new job with current employer
• consider starting new business/ venture

13. Implications for HR team
• Active engagement with prospective / current employees
• Invest in strengthening talent brand
• Take local attitudes into account
• Don’t get complacent about current employees
• Don’t sell a position on compensation and title alone
• Don’t get put off by passive candidates

14. Source- Linkedin Global
workforce survey 2014

15. PART II
•TALENT
MANAGEMENT
INPERATIVES

16. Systems Thinking
Mental Models
Personal mastery
Team learning
Shared Vision
The Five Disciplines of a Learning
Organization
Peter Senge’s “ The Fifth Discipline”

17. SYSTEMS OVERVIEW
• BUSINESS STRATEGY
• HR STRATEGY ALIGNED WITH BUSINESS STRATEGY
• INTEGRATED BUSINESS AND HUMAN RESOURCES
PLANNING
• MANPOWER GAPS AND NEEDS
• STRATEGY ADOPTED TO CURRENT GAPS AND NEEDS
• FUTURE NEEDS
• MANPOWER PLANNING TO MEET FUTURE NEEDS
• SUCCESSION MANAGEMENT

18. WHAT ARE THE CHARACTERISTICS
OF A TALENTED WORKFORCE?
Is talent upwardly mobile?
Why?

19. Categories of employees
• Super keeper
• Keeper
• Solid citizen
• Misfit

20. Talent management
• Organizations commitment to recruit, retain and develop
the most talented and superior employees in the job
market
• The development and integration of HR processes that
attract, develop, engage and retain the knowledge, skills
and abilities of employees that will meet current and
future business needs business needs.

21. Building Blocks Of Talent
management
• Block #1- Competencies
• Block #2- Performance management
• Block #3- Evaluating Employee Potential
• Block #4- Recruiting Superkeepers

23. #1 COMPETENCIES

24. Competency- what is it?
• A job competency is an underlying characteristic of a
person, in that it may be a motive, a trait, a skill, an
aspect of one’s self- image or social role, or a body of
knowledge which he or she uses- Boyatzis 1982

25. Competency Titles
• Action orientation
• Leadership
• Communications
• Creativity/ innovation
• Critical judgment
• Customer orientation
• Planning and organizing
• decision making
• Influencing
• Managing relationships

26. Competency attributes
• Action orientation- targets and achieves results,
overcomes obstacles, accepts responsibility, establishes
standards, creates a result oriented environment and
follows through on actions.
• Planning and organizing- achieves results through
detailed planning and organization of people and
resources to meet goals, targets and objectives within
agreed time scales.

27. Competency framework
• Collection of clusters across levels, which include
competencies and behavioral indicators- may be detailed
or generic

28. Competency cluster
• Collection of closely related competencies, usually three
to five per cluster. These competencies relate to
• Thinking
• Acting
• interacting

29. Competency cluster-
working with people
Managing relationships
• L1- builds relationships internally
• L2- Builds relationships externally
• L3- maintains external networks

30. CC- working with people
Teamwork
• L1- is a team member
• L2- Supports team members
• L3- provides direction to the team

31. Org culture
sourcing
attracting
selecting
onboarding
integrating
developing
engaging
retaining
promoting
Talent management cycle

33. Stages of the Talent management Process
ENTRY
• Recruitment
• Selection
• Orientation
• Placement
RETENTION
Culture
Immediate manager
Involvement
Person- environment fit

34. DEVELOPMENT
• Competency Assessment
• Development Opportunities
• Mentoring
• Challenges
PERFORMANCE
• Role Clarity
• Performance Agreement
• Feedback
• Recognition and Reward

35. Entry
• Anticipation of future workforce needs
• Efficient recruitment programmes using various media/
sources
• Testing systems
• Employee referral
• Orientation and onboarding

36. Four Steps to the Talent
management process
Step 1- Develop assessment tools and scales
• Competency definition and measurement scale
• Performance appraisal definition and measurement
scale
• Talent potential forecast and measurement scale
• Apply measurement scale to each job
Step 2- Develop Training and Development Application
Tools
• Coaching Guide
• Assemble directory of best training programmes , top
books

37. Step 3- Evaluate each employee using assessment tools
Step 4- Prepare action reports
• Create bench strength summary
• Create Individual talent competency development forms

38. List of Competencies
• Action Orientation
• Communication
• Creativity/ Innovation
• Critical Judgment
• Customer Orientation
• Interpersonal Skill
• Leadership
• Teamwork
• Technical/ Functional Expertise

39. Talent management
Strategies
• Coaching for retention
• Outsourcing and outsourcers
• Succession planning
• Developing leadership through competencies
• Employment branding strategies

40. Challenges in Talent
management
• Plateaued Careers
• Glass ceilings
• Retirement/ Transition Planning
• Outplacement Programmes

41. Selection and Hiring

42. What Appeals and
Engages
• Autonomy
• Entrepreneurial opportunities
• Creative opportunities
• Stimulating Tasks
• Fair predictable rewards
• Concrete compensations/benefits/retirement packages
• Stability
• Structure and routine
• Opportunities to gain competence
• Flexibility
• Freedom of choice
• Recognition

43. Identify---
• STRATEGICALLY IMPORTANT A POSITIONS
• SUPPORTING B POSITIONS
• SURPLUS C POSITIONS

44. FOCUS ON---
• IDENTIFYING A PLAYERS TO FILL A POSITIONS
• MAINTAINING B POSITIONS
• OUTSOURCING OR ELIMINATING C POSITIONS

45. MANAGING A POSITIONS
• ESTABLISH STRATEGIC SIGNIFICANCE OF THE
POSITIONS
• VARIABILITY OF THE PERFORMANCE OF PEOPLE
CURRENTLY IN THE JOB.
• ESTABLISH HOW MUCH VALUE A POSITION
CREATES FOR THE COMPANY
• DISPROPORTIONATE LEVEL OF INVESTMENT IN
THE POSITION
• MANAGE B AND C POSITIONS SIMULTANEOUSLY

46. Succession planning
• No reservations about succession
• Integration with company’s MDPs
• Importance of immersion
• Integrate succession planning with company’s talent
development
• Leadership development is a line and board
responsibility.
• Expose future leaders to the full range of company
operations
• Stakeholder buy- in for leadership programmes