This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
5. Seminar Topics
• Understanding Your Organization’s Strategy
• Creating a Talent Management Strategy
• Recruitment and Selection
• Onboarding
• Performance Management
• Employee Training and Development
• Attitude Surveys and Employee Engagement
• Career Development
• Succession Planning
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8. What is a Talent Management
• Talent Management is the function and process of
managing the employee experience from recruitment to
separation from the organization.
• Talent Management consists of several organizational
HR processes that are designed to attract, develop and
retain employees. An effective Talent Management
process will aide in attracting and retaining high-
performance employees.
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9. Talent Management Areas
• Talent Management HR processes includes:
• Recruiting
• Selection
• Training
• Performance Management
• Career Planning and Career Development
• Employee Retention
• Succession Planning
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12. Strategy
• Everything starts with Strategy
• This week’s seminars
1. Creating a Strategic Plan
2. Talent Management
3. Performance Management
• Everything starts with the organization’s
strategy
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13. Organization Strategy
• Your organization strategy is the foundation of
your talent management program
• Organization Strategy
• High Cost – Market Cost – Low Cost
• Talent Management and People Strategy
• Compensation Strategy
• Organization Strategy = Market Strategy
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16. Talent Management Strategy
• Organization Strategy
• Determine the quality of the products and services
you would like to provide
• Determine your market approach strategy
• Low cost below market
• Market competitor
• Differentiation and above market pricing
• Dictates compensation strategy & people strategy
• Low cost = lower wages
• Market cost = market wages
• High cost = higher than market wages
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17. Recruiting and Selection
• Design a Strategic approach to recruiting
• Benefits of a Strategic Approach
• Matches recruiting activity with organizational and human
resource plans.
• Acquiring the Right Human Capital Entails:
• Knowing the business and industry
• Identifying keys to success in the labor market
• Cultivating networks and relationships
• Promoting the company brand
• Creating recruiting metrics
7–17
18. Recruiting Strategy
• Looking for engineers, recruit at engineering schools
• Looking for interior designers, recruit at schools that have a
great program
• Consider professional organizations and societies
• Develop ongoing relationships
• Implement an internship program
• Implement a co-op Program
• Implement a visiting professor program
• Adopt a school
• Sponsorships
7–18
19. Creating a Talent Match
• Finding the right talent for your organization is like
finding someone to marry
• You have to look in the right places to find the best mate
7–19
21. Interviewing
• Objective
1. Give information
2. Get information
3. Make a friend
• Initial interview
1. Phone / Skype interview
2. Personal F2F interview
3. Group
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22. Group Interview
• All candidates in at one time
1. Take 1-hour to explain your business
2. History & culture
3. Job description
4. Compensation (Total Rewards)
5. Performance expected / metrics
• Open up to questions
• Candidates sign up for f2f
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24. Behavior Interview Question Example 1
• Tell me about a time when you and a team member
did not see eye to eye and you became upset with
each other. How did you handle it and what was the
outcome?
• Situation: ____________________________
• Your Action: __________________________
• Outcome: ____________________________
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25. Behavior Interview Question Example 2
• Tell me about a time when you and a team member
did not see eye to eye and you became upset with
each other. How did you handle it and what was the
outcome?
• Situation: ________________________
• Your Action: ______________________
• Outcome: ________________________
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26. Behavior /Skill Interview
Flu Vaccinations
How many doses would you administer to a six-month old
child?
•Two-doses 30-days apart
What dosage amount would you administer to a child under
three-years of age?
•.25 ML’s
What dosage amount would administer to a child three-years or
older?
•.5 ML’s
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27. Onboarding
• The Onboarding process is often overlooked
• A quality Onboarding process can impact employee
performance, loyalty, attitude, retention and quality
• Onboarding is the process where new hires become
adjusted to the social and performance aspects of
their jobs quickly and smoothly, and learn the
attitudes, knowledge, skills, and behaviors required
to function effectively
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28. Onboarding Areas
• Welcome letter or offer letter
• Administrative paperwork
• Orientation (classroom or one-on-one)
• Facility Tour
• Meeting other employees
• Assigning a mentor
• Job shadowing
• On-the-job training
• 90-day probation
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29. Orientation
• Organization history & culture
• Organization vision, mission, values and culture
• Polices and procedures
• Organization politics
• Best way to communicate concerns
• Review employee handbook
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30. Employee Handbook Topics
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Acknowledgement 4 Open Door Policy 14
Equal Opportunity Employer 5 Benefits 14
Sexual Harassment 5 Health Insurance 14
Our Mission 7 Vacation/Personal Time Off 14
Team Member Expectations 7 Holidays 15
Individual Expectations 8 Pregnancy / Disability Leave 15
Confidentiality 8 Bereavement 15
Probation Period 9 Military Leave 16
Hours of Work 9 Employee Discount Program 16
Work Hours & Time Records 9 Core Value & Scrap 16
Lunch 10 Health & Safety 17
Overtime 10 Telephones 18
Pay Period 10 Electronic Equipment 18
Attendance 10 Workplace Searches 19
Training 11 Solicitation 19
Personnel Administration 11 Company Vehicles 20
Substance Abuse 12 Termination 20
Appearance Standards 13 Return of Property 20
31. Job Shadowing
• Work in other departments learning other roles
• Work in other departments to understand other roles
• Half-day assignments
• Full-day assignments
• Several day assignments
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32. On The Job Training
• Reading and learning job procedures and processes
• Supervisor training
• Lecture
• Demonstrate
• Employee performs tasks
• Follow-up
• Evaluate
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33. On The Job Training cont.
• Reading and learning job procedures and processes
• Supervisor Model the Behavior
• Lecture
• Show
• Make the employee do the task
• Follow-up
• Train or retrain
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35. 90-Day Probation Period
• Your first 90-days of employment is a probationary
period
• Your manager will evaluate your performance
during and after the 90-day period to determine if
you will attain regular employee status
Employees not meeting performance guidelines will
be terminated
• Performance includes but is not limited to:
performing assigned duties, customer service,
taking initiative, punctuality, attitude, following
directions, etc.
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36. What is Performance Management?
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• Performance management includes activities which
ensure individual goals are consistently met in an
effective and efficient manner and are aligned with the
organization, division, department, manager and
individuals
• Individual goals role up to the organization’s goals and
they support the organization’s mission and strategic plan
37. Performance Management
• A Performance Management System consists of an
evaluation system involving key performance
indicators (KPI’s)
• KPI’s are created by setting SMART Goals
• S specific
• M measurable
• A achievable
• R realistic
• T timely
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38. Benefits of Performance Management
• Organization
• Outcomes are tied to the mission
• Outcomes are tied to strategy
• Outlines responsibility
• Manager
• Identifies expectations
• Creates an objective evaluation system
• Staff
• Let’s people know where they stand
• Greater chance of receiving recognition
39. Employee Training & Development
• Organizations with an effective talent management
program have life long learning processes in place
• Skills inventories
• Internal training
• External training
• Corporate Universities
• Management assessments
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40. Learning Management System
• Knowledge & experience = Human Capital Value
• Capture human capital value through LMS
• LMS – Learning Management System is an online
platform that can be used to access prior issues and
problems
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42. Employee Training and Development
• Create a Strategic Training Program
• Organization Competitiveness and Training
• Training makes organizations more competitive.
• Training helps retain valuable employees.
• Training helps accomplish organizational strategies.
• Benefits of Strategic Training
• HR and trainers partner with operating managers to solve
problems, and to make contributions to organizational results.
• Managers are less likely to think that training alone can solve
performance problems.
44. Employee Attitude Surveys
•Attitude surveys / employee opinion surveys are a
fundamental tool to find out how your employees feel
about your organization and their manager
•Survey’s can help an organization
• Improve employee retention
• Increase employee satisfaction
• Increase productivity
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45. Employee Engagement
• Employee engagement is a workplace approach
designed to ensure that employees are committed to
their organization's goals and values, motivated to
contribute to organizational success, and are able at
the same time to enhance their own sense.
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46. Employee Engagement cont.
• An organization with 'high' employee engagement
might therefore be expected to outperform those
with 'low' employee engagement, all else being
equal
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47. Career Development
• Career
• The series of work-related positions a person occupies
through life.
• Career Paths
• Represent employees’ movements through opportunities
over time.
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48. Career Planning
• Organization-Centered Career Planning
• Focuses on jobs and on identifying career paths that provide for
the logical progression of people between jobs in the organization.
• Individual-Centered Career Planning
• Focuses on an individual’s career rather than in organizational
needs.
10–48
50. Succession Planning
• Succession Planning is the process of planning and
developing employees for roles at the higher levels
of the organization
• Typically
• Director
• Vice President
• Senior Vice President
• CEO
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55. Career Development Guides
The first step is for all managers to
complete or update their Career
Development Planning Guide annually
• Management employee completes:
• Name
• Employment date
• Assignments
• Education and Degrees
• Gary Wheeler Consulting
Assignments
56. Planning Guides cont.
Management employee
completes:
Management employee
completes:
Recent accomplishments
Self-perceived strengths
Development areas
Short-term goals (1-2 yrs)
Mid-term goals (3-5 yrs)
Open to relocation
Recent accomplishments
Self-perceived strengths
Development areas
Short-term goals (1-2 yrs)
Mid-term goals (3-5 yrs)
Open to relocation
57. Manager reviews the management employee’s guide and sets up an
appointment to review the information the employee wrote
Manager reviews the management employee’s guide and sets up an
appointment to review the information the employee wrote
Manager has a one-to-one meeting with the employee to review the employee’s
input. The manager coaches the employee to make adjustments, additions, etc.
if needed to ensure the Planning Guide is an accurate representation of the
employee
Manager has a one-to-one meeting with the employee to review the employee’s
input. The manager coaches the employee to make adjustments, additions, etc.
if needed to ensure the Planning Guide is an accurate representation of the
employee
Manager obtains an electronic copy of the Planning GuideManager obtains an electronic copy of the Planning Guide
Manager completes their section “Manager’s Section” of the GuideManager completes their section “Manager’s Section” of the Guide
Career Development Process Steps
58. The manager completes their personal Career Development
Planning Guide
The manager submits their Career Development Planning
Guide to their manager
The manager submits the Career Development Guides of their
direct reports to their manager
The next level manager reviews the Career Development
Planning Guide of their direct reports and indirect reports
The manager sets up a one-to-one meeting with their direct
reports to review the Career Development Guides of their
direct reports and indirect reports
Next Level Reviews
60. Region People Meeting
Each Global Leader will hold an Annual
Region Career Development Meeting
The next level managers review the planning
guides of their direct & indirect reports
Each Global Leader will hold an Annual
Region Career Development Meeting
The next level managers review the planning
guides of their direct & indirect reports
61. Region People Meeting cont.
• It is important that all managers and potential managers are
included in the Region Career Development Meetings
• Each manager reporting to the Global Leader will review
their team
• HR assists Global Leader
62. Ensure all managers are included
in the Career Development
Process
Discuss and identify:
Ready now for promotions in
management
Ready now for promotions into
management
High potentials
Individuals with special skills
Organization training and skill
development needs
Individuals open to lateral
rotations
Marginal and poor performers
Ensure all managers are included
in the Career Development
Process
Discuss and identify:
Ready now for promotions in
management
Ready now for promotions into
management
High potentials
Individuals with special skills
Organization training and skill
development needs
Individuals open to lateral
rotations
Marginal and poor performers
Region People Meeting Objectives
63. After The Meeting
The Global Leader will
obtain an electronic copy of
all guides
The Global Leader will take
the Career Development
Guides with them to the
Global People Meeting
The Global Leader will
obtain an electronic copy of
all guides
The Global Leader will take
the Career Development
Guides with them to the
Global People Meeting
64. Global People Meeting Objectives
• Ensure all managers are included
• Discuss and identify:
• Ready now for promotions
• High potentials
• Individuals with special skills
• Training needs
• Lateral rotations
• Marginal and poor performers
65. Post People Meeting
• The Global Leaders finalize their notes on the Career
Development Guides
• Global Leaders review the Guides with their direct reports
• Managers will do the same all of the way down to the manager
and senior associate levels
• It is the responsibility of the employee and the employee’s
manager to implement the plan
• Managers are to use the Career Development Plans in
conjunction with performance evaluation reviews
66. Final Learning Tip
• Project & present topics with confidence
• Engage the audience
• Power Point Presentations
• Talking points are discussion guidelines
• Average six to eight words per line
• Six to eight bullet points per slide
• Look at the audience