Lessons from the talentmaster

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before you begin a fanciful campaign or a big hype ...first define what exactly does TALENT MANAGEMENT mean to you and take your first steps

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Lessons from the talentmaster

  1. 1. “A collaboration of incompetents, no matter how diligent or well-meaning, cannot be successful”- Michael Schrage “A collaboration of incompetents, no matter how diligent or well-meaning, cannot be successful”- Michael Schrage “People are not your most important asset. The RIGHT people are.” Jim Collins
  2. 2. “Take our 20 best people away and I can tell you that Microsoft would become an unimportant company”
  3. 3. Labor is about 65% costs of typical business Performance differences are huge Employees and how they’re managed is source of most competencies 4 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  4. 4. 5 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  5. 5.  90% of CEOs declare that Talent is top of their agenda but ….. ◦ Only 17% say the Talent strategy is aligned with business strategy ◦ Most agree that CEO is accountable for succession but only 7% hold managers / 10% hold senior managers accountable ◦ 70% do workforce planning but only 15% as part of a Talent strategy  90% of CEOs declare that Talent is top of their agenda but ….. ◦ Only 17% say the Talent strategy is aligned with business strategy ◦ Most agree that CEO is accountable for succession but only 7% hold managers / 10% hold senior managers accountable ◦ 70% do workforce planning but only 15% as part of a Talent strategy 6 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  6. 6. Less than 10% say they  measure the effectiveness of Talent Management programmes  track the quality of the talent over time  use quantitatively frameworks to align human capital investments with the business strategy Less than 10% say they  measure the effectiveness of Talent Management programmes  track the quality of the talent over time  use quantitatively frameworks to align human capital investments with the business strategy 7 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  7. 7. “There are career opportunities at my organisation”  The Engaged employee ◦ 70% agree 10% disagree  The Disengaged employee ◦ 26% agree 45% disagree “There are career opportunities at my organisation”  The Engaged employee ◦ 70% agree 10% disagree  The Disengaged employee ◦ 26% agree 45% disagree 8 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  8. 8.  Talent is about to be in the top 10% of the organization  Talent is relevant only at executive level  A talent will remain a talent whatever the organization will join  Talent is fixed  The overall performance of a company is depending on the mass of individual talent. More talents means better.  Talents does not need to know that they are talents  Talent is only about high potential  There is a clear correlation between potential and performance  Talent is about to be in the top 10% of the organization  Talent is relevant only at executive level  A talent will remain a talent whatever the organization will join  Talent is fixed  The overall performance of a company is depending on the mass of individual talent. More talents means better.  Talents does not need to know that they are talents  Talent is only about high potential  There is a clear correlation between potential and performance 9 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  9. 9. Talent Management involves organisations aligning the right talent to the right roles to deliver current and future business objectives. Successful talent management will be strategic, integrated and embedded within an organisational culture that places a high value on supporting and developing its people. Talent Management involves organisations aligning the right talent to the right roles to deliver current and future business objectives. Successful talent management will be strategic, integrated and embedded within an organisational culture that places a high value on supporting and developing its people. 10 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  10. 10. “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.”* “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.”* 11 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  11. 11. TALENT MGMT 3 YEAR PLAN TALENT ACQUISITION TALENT DEPLOYMENT JOB PROFILE & ANALYSIS TALENT SATISFACTION TALENT RECOVERY TALENT RETENTION TALENT SATISFACTION TALENT RECOVERY TALENT RETENTION THE TALENT TRACK 12 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  12. 12. Talent management is about identifying and developing outstanding individuals for key leadership roles in a company. This is particularly important for companys facing the challenge of developing innovative and imaginative leaders to meet the needs of learning transformation. Talent management is about identifying and developing outstanding individuals for key leadership roles in a company. This is particularly important for companys facing the challenge of developing innovative and imaginative leaders to meet the needs of learning transformation. 13 13 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  13. 13. Talent management is different from simple succession planning and filling existing hierarchical leadership roles that exist today, as it is a process of providing able and talented people who will create new and different leadership roles in the future. 14 14 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  14. 14. Talent Management requires an understanding of: How you define talent Who you regard as ‘talented’ The difference between technical ability & leadership potential. Talent Management requires an understanding of: How you define talent Who you regard as ‘talented’ The difference between technical ability & leadership potential. 15 15 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  15. 15. Performance in one role is not necessarily a good predictor of ability in another. Excellent managers do not always make good leaders, senior leaders or business Heads! Important to separate idea of performance from the notion of potential. Performance in one role is not necessarily a good predictor of ability in another. Excellent managers do not always make good leaders, senior leaders or business Heads! Important to separate idea of performance from the notion of potential. 16 16 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  16. 16. Talent management is about identifying and developing outstanding individuals for key leadership roles in a company. This is particularly important for companys facing the challenge of developing innovative and imaginative leaders to meet the needs of learning transformation. Talent management is about identifying and developing outstanding individuals for key leadership roles in a company. This is particularly important for companys facing the challenge of developing innovative and imaginative leaders to meet the needs of learning transformation. 17 17 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  17. 17. Talent management is different from simple succession planning and filling existing hierarchical leadership roles that exist today, as it is a process of providing able and talented people who will create new and different leadership roles in the future. 18 18 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  18. 18. Talent Management requires an understanding of: How you define talent Who you regard as ‘talented’ The difference between technical ability & leadership potential. Talent Management requires an understanding of: How you define talent Who you regard as ‘talented’ The difference between technical ability & leadership potential. 19 19 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  19. 19. Performance in one role is not necessarily a good predictor of ability in another. Excellent managers do not always make good leaders, senior leaders or business Heads! Important to separate idea of performance from the notion of potential. Performance in one role is not necessarily a good predictor of ability in another. Excellent managers do not always make good leaders, senior leaders or business Heads! Important to separate idea of performance from the notion of potential. 20 20 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  20. 20. 21 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  21. 21.  Commitment to Organisation Values (commitment)  “Customers” thinking highly of our Services (pride)  Understanding what is expected of me  Senior leaders valuing employees  Sufficient incentive to perform well  My opinions counting  Being encouraged to take ownership of my work  My org is effective in attracting & retaining talent  Commitment to Organisation Values (commitment)  “Customers” thinking highly of our Services (pride)  Understanding what is expected of me  Senior leaders valuing employees  Sufficient incentive to perform well  My opinions counting  Being encouraged to take ownership of my work  My org is effective in attracting & retaining talent 22 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  22. 22.  Higher commitment & accountability for Talent Development ◦ Leadership walks the talk*  Depth & consistency of Practices ◦ Talent Management is a top priority ◦ Talent reviews & succession planning are institutionalised ◦ Processes are integrated across units, geographies & population segments  Progressive and innovative practices  Progress and success is measured  Higher commitment & accountability for Talent Development ◦ Leadership walks the talk*  Depth & consistency of Practices ◦ Talent Management is a top priority ◦ Talent reviews & succession planning are institutionalised ◦ Processes are integrated across units, geographies & population segments  Progressive and innovative practices  Progress and success is measured Good to Great, Why some companies make the leap and others don’t. Collins, Jim. Harper Business. 2001 23 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  23. 23. Create Talent (from ZERO to HERO) Create Talent (from ZERO to HERO) 24 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  24. 24.  % who could identify the next promotion ___  % who thought they had good chance of getting that promotion ___  % who thought they could become a leader if stayed with their company ___  % of their execs who came from within ___  How long they would wait for opportunity ___  % who could identify the next promotion ___  % who thought they had good chance of getting that promotion ___  % who thought they could become a leader if stayed with their company ___  % of their execs who came from within ___  How long they would wait for opportunity ___ 25 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  25. 25. Talent management is “the collection of things companies do that help employees do the best they can each and every day.” In your organization • what are ‘the things?’ • which of them has the ‘greatest potential for helping employees do their best..?’ In your organization • what are ‘the things?’ • which of them has the ‘greatest potential for helping employees do their best..?’ 26 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  26. 26.  There is no ‘big bang’  Try not to go it alone  Follow these simple steps: ◦ Choose a place to begin ◦ Enlist support ◦ Get started, but start small ◦ Learn from your mistakes  There is no ‘big bang’  Try not to go it alone  Follow these simple steps: ◦ Choose a place to begin ◦ Enlist support ◦ Get started, but start small ◦ Learn from your mistakes 27 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  27. 27. Measure 1. The experience 2. The results 3. The impact 28 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  28. 28. If you have any questions at all please do not hesitate to send a note or call. My email address is: wm@synergymanager.net If you have any questions at all please do not hesitate to send a note or call. My email address is: wm@synergymanager.net 29 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  29. 29.  is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years  He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce;  a management trainer of high repute who has conducted over 2250 seminars in India and abroad in areas of business strategy, marketing & organization development.  a Visiting Professor to premier management institutes and staff training colleges throughout India.  is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years  He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce;  a management trainer of high repute who has conducted over 2250 seminars in India and abroad in areas of business strategy, marketing & organization development.  a Visiting Professor to premier management institutes and staff training colleges throughout India. 30 website: www.synergymanager.net (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  30. 30. ◦ http://wilfredmonteiro.blogspot.in/ ◦ http://negotiating-wizard.blogspot.in ◦ http://salescoach-india.blogspot.in ◦ http://the-sales-champ.blogspot.in ◦ http://salesforce-excellence.blogspot.in ◦ http://strategic-selling.blogspot.in ◦ http://hrm-excellence.blogspot.in ◦ http://personal-growth-guru.blogspot.in ◦ http://thegreatmanager.blogspot.in ◦ http://leadership-by-values.blogspot.in ◦ http://therightetiquette.blogspot.in ◦ http://wilfredmonteiro.blogspot.in/ ◦ http://negotiating-wizard.blogspot.in ◦ http://salescoach-india.blogspot.in ◦ http://the-sales-champ.blogspot.in ◦ http://salesforce-excellence.blogspot.in ◦ http://strategic-selling.blogspot.in ◦ http://hrm-excellence.blogspot.in ◦ http://personal-growth-guru.blogspot.in ◦ http://thegreatmanager.blogspot.in ◦ http://leadership-by-values.blogspot.in ◦ http://therightetiquette.blogspot.in 31 website: www.synergymanager.net (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  31. 31. CONTACT Dr Wilfred Monteiro EMAIL: wm@synergymanager.net website: www.synergymanager.net SYNERGY MANAGEMENT ASSOCIATES since 1993 HR Systems Design Policy Deployment Talent Management innovations Best Practices enablement Competency based HRM H R Systems Metrics & Audit 32 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net

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