Talent management involves processes to increase value from human capital, including goal alignment, candidate selection, performance management, employee development, and rewards. It aims to have a workforce that is suitable, engaged, flexible, productive. Good talent management involves ownership across levels, business objectives guiding the system, measuring results in business terms, hiring the right people and helping them advance. Effective talent management identifies key roles, assesses talent management skills, measures the right things, and provides process-wide feedback. It focuses on aligning people to motivating work, providing coaching/mentoring, and developing critical skills. Talent acquisition moves beyond filling roles to proactively building needed skillsets, and retaining top performers who may not be actively looking

1. TALENT MANAGEMENT

2. Consider…….. ..at any one time 59% of employees will be open to working elsewhere

4. Goal alignment

5. Candidate selection

6. Performance management

7. Employee development

8. Rewards delivery

9. Workforce is more:

10. Suitable

11. Engaged / Committed

12. Flexible / Adaptive

13. ProductiveAlign Measure Comply Automate

14. Characteristics Of Good Talent Management Ownership and involvement Business objectives permeate every aspect of the system The system is measured in real business terms and results are acted upon Hire the right people. Acclimate new employees Discuss career interests with employees Identify developmental opportunities Identify training opportunities Offer appropriate rewards and recognition Help employees to advance Create a workplace that has meaning and purpose

15. MANAGING TALENT EFFECTIVELY… Identify key roles Take an inventory of your talent management skills Measure the right things Set up a process-wide feedback

16. The Develop-Deploy-Connect Model Alignment: Connecting people to work that is motivating. Commitment: Providing coaching and mentoring. Capability: Developing critical skills to ensure success.

17. Acquiring talent Value Propostion Education & Development Talent Management Process Building Leadership Supply Requires an integrated Approach Which Addresses the Following Areas: Assessing new and current talent Developing talent Transitioning Talent Retention

20. Identifying economic issues impacting organizational sustainability

21. Identifying organizational and cultural issues impacting talent acquisition

23. Old Mindset A vague notion that “People are our most important asset” HR is responsible for people management Two days succession planning I work with the people I inherit

24. New Mindset A new conviction that talent leads to better corporate performance All managers are accountable Talent managers is a central part I take bold actions to build the talent pool I need

25. BALANCING INDIVIDUAL AND ORGANIZATIONAL NEEDS

26. THE CHANGING CAREER PARADIGMS OLD PARADIGMS Job Security Longitudinal Career Paths Job/Person Fit Organizational Loyalty Career Success Academic Degree Position/Title Full-Time Employment Retirement Single Jobs/Careers Change in jobs based on fear Promotion highly tenure based NEW PARADIGMS Employability Security Alternate Career Paths Person/Organization Fit Job/Task Loyalty Work/Family Balance Continuous Relearning Competencies/Development Contract Employment Career Sabbaticals Multiple Jobs/Careers Change in jobs based on growth Promotion highly performance based

27. Contributions from Inducements from the Individual the Organization • Effort • Pay • Ability • Job security • Loyalty • Benefits • Skills • Career opportunities • Time • Status • Competencies • Promotion opportunities THE PSYCHOLOGICAL CONTRACT The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.

28. CAREER MANAGEMENT PROCESS STEP 1INDIVIDUAL ASSESSMENT STEP 2 INTERPERSONAL ASSESSMENT STEP 3 ORGANIZATIONAL ASSESSMENT STEP 4 ACTION PLANNING Who am I? (Career Stage, Path Preference, Political Style) How do other see me?(Self-insight, image, political style, personality) What are my options within the organization? (Knowledge of the organization, future trends, options, opportunities) How do I achieve my goals?(Motivation, confidence, goal setting, action planning)

30. DEVELOPMENT

31. BALANCED

33. LEADERSHIP MANAGEMENT Interpersonal Skills Communications Teamwork Flexibility Build appropriate relationships Leadership Abilities Visioning Process Coach and Train Peers and Subordinates Create and Lead Teams Implement Employee Involvement Strategies

35. Executive coaching

36. 360-degree feedback process

38. Transition training programs

39. Key external training programs

40. Self-directed learning initiativesFormal Learning

41. EXECUTIVE COACHING Aimed at business executives in work environment Help to improve effectiveness in terms of leadership and decision making Difference between Personal and executive coaching Goal setting is business oriented. Business leader can discuss weakness in confidential and safe environment Focus can be on: Leadership Training Financial Awareness Management Training Time Management Project Management Team Building

42. TEAM BULIDING It is the process of enabling that group of people to achieve that goal Group of people common objective high quality results , who work together and enjoy their work. Members should be valued and have sense of belonging. Individuals should be given challenging tasks and assignments to achieve teams objective. Five key issues to be considered in team building: Interdependence Goal specification Cohesiveness Roles and Norms Communication

44. Identifying the workforce's developmental needs.

45. Determining workforce trends and predictionsBenefits of Succession planning: Better Retention Valuable training goals Increased preparation for leadership Greater employee satisfaction Enhanced commitment to work and workplace Improved corporate image

46. TALENT RETENTION FACTS Over 50% of the people recruited into an organization will leave within 2 years. 1 in 4 people recruited will leave within 6 months. Nearly 70% of organizations report that staff turnover has a negative impact. Nearly 70% of organizations report having difficulties in replacing staff. Approximately 50% of organizations experience regular problems with employee retention.

47. Why is retention becoming one of the top issues in HR? The enormous cost associated with staff turnover. The difficulties experienced in replacing people (on average positions go unfilled for over 9 weeks). Despite advances in recruitment practices recruitment is still a less than perfect science – each new recruit represents risk. Costs associated with training. The overall impact on the organizations ability to meet the needs of its customers

48. TALENT RETENTION TOOLS Career development opportunity Sense of accomplishment Job security Confidence in future Good compensation Recognition Fairly evaluating job performance

50. Starts at the top

51. Affects shareholder value

52. Turnover costs money

53. The workforce is diversifying