1. Talent Management
Harasik Kamila
Kielar Marcin
All rights reserved

2. About what we will talk about ?
1. Talent definition
2. Talent management definition
3. Why is Talent Management important?
4. Key process of Talent Management
5. Talent Management in Poland

3. Today, global economy has created a more complex
and dynamic environment in which most companies
have to learn how compete effectively to achieve
sustainable growth.
Probably, that is the reason, why in recent times we
could hear often about Talent Management.

4. As talent we can understood as a innate skills in the field intellectual
or artistic, activity which manifested as higher than average level of
efficiency in a given field, or the ability to quickly learn it.
http://pl.wikipedia.org/wiki/Uzdolnienie
Głowacka-Stewart, K. and M. Majcherczyk "talent" is an employee
who in a special way affects the growth of the company and stands
out higher than average in the organization of the potential for further
development, as well as to senior managerial functions.
K. Głowacka-Stewart, M. Majcherczyk, op.cit. p. 5.
M. Armstrong suggests that every employee has the capacity, so TM
should not be limited only to a small group of selected people, but he
admits, probably these actions will focus on people who have the rare
skills and powerful success.
M. Armstrong, Zarządzanie zasobami ludzkimi, Wolters Kluwer Polska, 2007, s. 354
Talent definition

5. In our opinion the best and simplest
definition can be described by saying that
talent is I am and you are, so each of us
has a lot of talent is just a matter of finding
them and skillfully managed…

6. …and Talent Management
is nothing more than a skillful management of conscious
or freshly discovered talent.
T. Listwan defines talent management as a [...] a set of
actions relating to gifted people, undertaken with a view
to their development and efficiency, and achieve
organizational objectives.
T. Listwan, Zarządzanie talentami - wyzwanie współczesnych organizacji [w:] S. Borkowska (red.), Zarządzanie talentami, IPiSS,
Warszawa, 2005.

7. Why is Talent Management important?
Research of Hay Group in Poland in 2010, shows
that outstanding performers typically deliver 4 to 6
times more performance than average.
What is more, selecting or developing
just one outstanding performer has
huge impact on overall
performance.

8. We could say that talented employees are the most
important factor which is warranty of economic
success of organization in current time. Belowe we
have reasons why:
First of all, talented manpower are employees of
the new generation, it means that they able to
create a new knowledge and solution which the
basis for generating breakthrough innovations.

9. Secondly, they are the key factor of
competitiveness for companies in a constantly
growing economy, changes we could observe
in the market, growing technological
fluctuations.

10. On the end, talented employees play a major role in
enterprises implementing model-based economy
knowledge - knowledge every day is outdated.
Communicate information and knowledge could be
to everyone, but no one can give or teach talent,
because of the need to be born. Adapt to the new
conditions and to maintain a strong market position
requires an adequate capacity,
the talent is.

11. It is hard to find talent?
The best way to answer this question is present
the results of recruitment telents by Heineken.
In 2012 they asked themselfs:
Standard questions. Prepared answers. If job
interviews are all the same, how to find the right
talent among 1734 applicants?

12. Key process
Till this moment, as we know, sourcing the best people
from the industry has become the top most priority of
the organizations today.
It is a never-ending process that starts from targeting
people. The process regulates the entry and exit of
talented people in an organization.
To sustain and stay ahead in business, talent
management can not be ignored.

13. Key process
In all the literature we could find many similar
patterns about key process of talent management.
In order to understand the concept better, we will
discuss the stages included in talent management
process:

14. Talent
management
key process
1. Define
talent
2.
Identify
3. Attract
& Retain
4.
Manage
5. Nature
&
Develop
6.
Evaluate

15. Defining talent
• Clarify strategy to inform identification of mission critical
roles in the future
• Ensure that performance evaluation processes are objective
and there is cross organization consistency in any application
• Recognise that much of “talent” may be unrecognized
potential
• Consider assessment
methodologies including
competency models and
psychometrics to evaluate
talent
• How will critival/key role
identification occur

16. Identify
• Develop a protocol and train line management in Talent
Identification
• Ensure that identification and nurturing of talent is
recognized as a key line management responsibility
• Generate a set of agree criteria by which Talent can be
identified
• Conduct informal of
formal assessment of
mission critical role
holders or of potential
talent pool groups
• Generate Talent
database

17. Attracting & Retaining
• Actively promote your positive culture in the market
• Recognize that climate/working conditions are a key
element,
• Recognize current staff as key ambassadors
• Recognize that you need to think about functional
specialism as well as sector
• Ensure assessment centres in corporate cultural and values
fit
• Evaluate your organization through staff surveys and use the
feedback to actively improve areas of weakness

18. Manage recruiting the talent
• Hold regular Talent Panel reviews to monitor and report on Progress
of any identified talent
• Generate formal carrier planning processes and succession planning
for key talent roles
• Revue remuneration regularly to ensure that talent role holders
remain well remunerated relative to potential sources of poaching
• Recognise and reward talent for outstanding performance
• Assign a mentor/coach for each high talent role holder
• Build relationships with Business Schools, Local Universities and
Colleges

19. Nature & Develop
• Create an organisation climate that supports talent
development
• Make sure the talent feels valued by the organization
• Establish specialized talent coaches available on request
• Run Development workshops for the talent to identify
strengths and areas for development
• Build development around key target role talent
competencies
• Ensure development is seen as being
valued by the organisation
• Set up development
experiences for talent
through shadowing
and interim roles

20. Evaluate
• Review Progress against success factors agreed At design
stage
• Use a dashboard approach – assign a red, amber or green
light flag for talent to enable quick identification of
potential problems
• Check retention levels and monitor absence levels regularly
• Conduct employee satisfaction surveys
• Explore whether there is a positive correlation between
Talent “ranking” and performance
• Review how do participants feel
about the process and use
feedback to improve
• What is working well and what
needs to improve

21. As we could see, talent management is very
complicated process. Excluding discussed stages
Managers have to remember during the talent
management about:
• Retention
• Promotion
• Competency Mapping
• Performance Appraisal
• Career Planning
• Succession Planning
• Exit

22. Let's look at some of the enterprises implementing
various talent management processes.
Company Description of activities in the field of talent management
Bank Millenium
S.A.
For employees with the highest potential exists and Development
Programs: specially selected training focused on the development of
key competencies
Carlsberg Polska There are programs for the development of key employees, creating a
succession plan, recruits and develops talent at all levels in the
organization.
LOTOS S.A. There are separated programs: Individual Tracks Development
Program, Human Resources Program Reserve, ABSOLWENT
Program, Academy of LOTOS.
SAP Polska Implemented elitist talent management program, which annually
participates in only a few people. Limited participation makes it
perceived as an indicator of success.

23. To sum up…
… we find a movie, which present all we said 

25. Thank you
for your
attention &
remember:

26. Bibliography:
• J. Tabor; Rozwój organizacji uczącej się a
zarządzanie talentami; http://www.e-
mentor.edu.pl/artykul/index/numer/24/id/538
• Raport badawczy, Conference Board,
„Zarządzanie talentami: Wyzwania, trendy,
przykłady rozwiązao”
• Multiannual the director of the department of
human resources management Money Expert SA.
• Przemysław Gacek, Raport: Wyzwania HR w 2013
roku