TM

3. What is MEAN by TALENTWhat is MEAN by TALENT
Capacity to learn (measured as learning quotient LQ)Capacity to learn (measured as learning quotient LQ)
Capacity to think (measured as conceptual quotient CQ)Capacity to think (measured as conceptual quotient CQ)
Capacity to relate (measured as relationship quotient RQ)Capacity to relate (measured as relationship quotient RQ)
Capacity to act (measured as action quotient AQ)Capacity to act (measured as action quotient AQ)
The individual’s values help in discriminating amongstThe individual’s values help in discriminating amongst
alternatives and act as the bedrock for decisions. They act asalternatives and act as the bedrock for decisions. They act as
multipliers in enhancing the individual’s capacities, a sigmamultipliers in enhancing the individual’s capacities, a sigma
of which reflects the individual’sof which reflects the individual’s TRUE TALENTTRUE TALENT..

4. What is Talent Management?What is Talent Management?
TM is a set of integrated organizational HRTM is a set of integrated organizational HR
processes designed to attract, develop,processes designed to attract, develop,
motivate, and retain productive, engagedmotivate, and retain productive, engaged
employees. The goal of TM is to create a high-employees. The goal of TM is to create a high-
performance, sustainable organization thatperformance, sustainable organization that
meets its strategic and operational goals andmeets its strategic and operational goals and
objectives.objectives.
TM is now an essential management practice;TM is now an essential management practice;
what was once solely attached to Recruitmentwhat was once solely attached to Recruitment
now covers a multitude of areas. You’ll findnow covers a multitude of areas. You’ll find
here Information on Career Management &here Information on Career Management &
Development, Career Planning, HR Planning,Development, Career Planning, HR Planning,
Promotion & Secondment, Succession Planning,Promotion & Secondment, Succession Planning,
Talent Audits, Talent for CompetitiveTalent Audits, Talent for Competitive
Advantage, Talent Pools & War for Talent.Advantage, Talent Pools & War for Talent.
TMTM is central to key business drivers in the
organization.

5. TM is frequently centered in “HumanTM is frequently centered in “Human
Resources” // “Human Capital Management” // “PeopleResources” // “Human Capital Management” // “People
Development” //Development” //
“Organizational Effectiveness.”“Organizational Effectiveness.”

6. General Facts about TMGeneral Facts about TM
TM often referred as –TM often referred as – ““HUMAN CAPITALHUMAN CAPITAL
MANAGEMENTMANAGEMENT”.”.
TM is the process ofTM is the process of RECRUITING / MANAGINGRECRUITING / MANAGING
/ ASSESSING / DEVELOPING / &/ ASSESSING / DEVELOPING / &
MAINTAININGMAINTAINING an organization’s most importantan organization’s most important
assets--- itsassets--- its PEOPLEPEOPLE..
TM is end-to-end process ofTM is end-to-end process of Planning /Planning /
Developing / Managing & CompensatingDeveloping / Managing & Compensating
EmployeesEmployees throughout the organization.throughout the organization.
TM is a complex collection of interlinked HRTM is a complex collection of interlinked HR
Processes that delivers a simple fundamentalProcesses that delivers a simple fundamental
benefit for an organization.benefit for an organization.
It is a well known fact thatIt is a well known fact that TEAMSTEAMS with thewith the
best people perform at Higher Level. Leadingbest people perform at Higher Level. Leading
organizations know that Exceptional Businessorganizations know that Exceptional Business
Performance is driven by superior TALENT .Performance is driven by superior TALENT .
Hence TALENT must be managed strategicallyHence TALENT must be managed strategically
in an organization.in an organization.

7. General Facts about TMGeneral Facts about TM
• Definition of TM : what an Organization does to Recruit / RetainDefinition of TM : what an Organization does to Recruit / Retain
& Develop TALENT for its Future Benefit. It is linked closely to& Develop TALENT for its Future Benefit. It is linked closely to
Strategy / Organization Culture & Change Management.Strategy / Organization Culture & Change Management.
Note: No two Company TM Strategies will be same, becauseNote: No two Company TM Strategies will be same, because
Priorities may range from the need to develop SP to boostingPriorities may range from the need to develop SP to boosting
Creativity to building Capacity.Creativity to building Capacity.
TM includes:TM includes:
01. Recruitment01. Recruitment
02. PM Performance Management02. PM Performance Management
03. Career Development03. Career Development
04. SP Succession Planning04. SP Succession Planning
05. Employee Engagement Processes.05. Employee Engagement Processes.
These processes make up a cycle of activities.These processes make up a cycle of activities.
TM is a consistent & joined-up approach to getting the best fromTM is a consistent & joined-up approach to getting the best from
people. It is a frame of mind in which the company invests in itspeople. It is a frame of mind in which the company invests in its
People, and helps them develop their Potential / Skills &People, and helps them develop their Potential / Skills &
Performances.Performances.

9. TM CONCEPTTM CONCEPT
The Ability / Competency & Power of Employees within anThe Ability / Competency & Power of Employees within an
Organization.Organization.
TM Concept isn’t restricted to Recruiting but also toTM Concept isn’t restricted to Recruiting but also to
Exploration / Development / Transition as per the workingExploration / Development / Transition as per the working
culture of the Organization.culture of the Organization.
TM is a Continuous Process that involves-TM is a Continuous Process that involves-
Employees while meeting the Organizations requirementsEmployees while meeting the Organizations requirements
simultaneously.simultaneously.
TM is the science of using strategic HR Planning to improveTM is the science of using strategic HR Planning to improve
business value and to make it possible for companies andbusiness value and to make it possible for companies and
Organizations to reach their Goals.Organizations to reach their Goals.

11. Process of TMProcess of TM
TM takes the form of a ‘TM takes the form of a ‘ BUNDLEBUNDLE’ of interrelated’ of interrelated
talent management processes that constitutetalent management processes that constitute
the Talent Pipelinethe Talent Pipeline..

12. Business StrategyBusiness Strategy BSBS
TM starts with the BS and what itTM starts with the BS and what it
signifies in terms of the talented peoplesignifies in terms of the talented people
required by the organization. Ultimately,required by the organization. Ultimately,
its aim is to develop and maintain a poolits aim is to develop and maintain a pool
of Talented People. The businessof Talented People. The business
strategy informs the HR Strategy, whichstrategy informs the HR Strategy, which
is concerned generally with each aspectis concerned generally with each aspect
of TM and particularly with talentof TM and particularly with talent
relationship management. The elementsrelationship management. The elements
of the TM Pipeline are as follows.of the TM Pipeline are as follows.

13. The Resourcing StrategyThe Resourcing Strategy
The business plan provides the basis forThe business plan provides the basis for
workforce resource planning, which definesworkforce resource planning, which defines
human capital requirements and leads tohuman capital requirements and leads to
attraction and retention policies andattraction and retention policies and
programmes for internal resourcing (identifyingprogrammes for internal resourcing (identifying
talented people within the organization andtalented people within the organization and
developing and promoting them).developing and promoting them).

14. Attraction & RetentionAttraction & Retention
PoliciesPolicies
These policies and programmes describe theThese policies and programmes describe the
approach to ensuring that the organization bothapproach to ensuring that the organization both
gets and keeps the talent it needs. Attractiongets and keeps the talent it needs. Attraction
policies lead to programmes for externalpolicies lead to programmes for external
resourcing (recruitment and selection of peopleresourcing (recruitment and selection of people
from outside the organization). Retentionfrom outside the organization). Retention
policies are designed to ensure that peoplepolicies are designed to ensure that people
remain as committed members of the remain as committed members of the
organization. The outcome of these policies is aorganization. The outcome of these policies is a
talent flow that creates and maintains the talenttalent flow that creates and maintains the talent
pool.pool.

15. TALENT RETENTION MODELTALENT RETENTION MODEL

16. Talent AuditTalent Audit TATA
A TA identifies those with potential andA TA identifies those with potential and
provides the basis for Career Planning &provides the basis for Career Planning &
development – ensuring that talented peopledevelopment – ensuring that talented people
have the sequence of experience supplementedhave the sequence of experience supplemented
by coaching and learning programmes that willby coaching and learning programmes that will
fit them to carry out more demanding roles infit them to carry out more demanding roles in
the future. TAs can also be used to indicate thethe future. TAs can also be used to indicate the
possible danger of talented people leavingpossible danger of talented people leaving
(RISK ANALYSIS) and what action may need to(RISK ANALYSIS) and what action may need to
be taken to retain them.be taken to retain them.

17. RoleRole
TM is concerned with the roles peopleTM is concerned with the roles people
carry out. This involves role design –carry out. This involves role design –
ensuring that roles provide theensuring that roles provide the
responsibility, challenge and autonomyresponsibility, challenge and autonomy
required to create Role engagement andrequired to create Role engagement and
motivation. It also means taking steps tomotivation. It also means taking steps to
ensure that people have the opportunityensure that people have the opportunity
and are given encouragement to learnand are given encouragement to learn
and develop in their roles. TM Policiesand develop in their roles. TM Policies
focus on role flexibility – giving peoplefocus on role flexibility – giving people
the chance to develop their roles bythe chance to develop their roles by
making better and extended use of theirmaking better and extended use of their
talents.talents.

18. Talent RelationshipTalent Relationship ManagementManagement
Talent relationship management is theTalent relationship management is the
process of building effectiveprocess of building effective
relationships with people in their roles. Itrelationships with people in their roles. It
is concerned generally with creating ais concerned generally with creating a
great place to work, but in particular it isgreat place to work, but in particular it is
about treating individual employeesabout treating individual employees
fairly, recognizing their value, givingfairly, recognizing their value, giving
them a voice and providing opportunitiesthem a voice and providing opportunities
for growth. The aim is to achievefor growth. The aim is to achieve ‘‘TALENTTALENT
ENGAGEMENTENGAGEMENT’,’, ensuring that people areensuring that people are
committed to their work and thecommitted to their work and the
organization. It is always best to build onorganization. It is always best to build on
an existing relationship rather than try toan existing relationship rather than try to
create a new one when someone leaves.create a new one when someone leaves.

19. Performance ManagementPerformance Management
PMPM
PM processes provide a means ofPM processes provide a means of
building relationships with people,building relationships with people,
identifying Talent & Potential, Planningidentifying Talent & Potential, Planning
Learning & Development Activities, andLearning & Development Activities, and
making the most of the Talent Possessedmaking the most of the Talent Possessed
by the Organization. Line managers canby the Organization. Line managers can
be asked to carry out separatebe asked to carry out separate ‘‘RISKRISK
ANALYSISANALYSIS’’ for any key staff to assess thefor any key staff to assess the
likelihood of their leaving. Properlylikelihood of their leaving. Properly
carried out, Performance Management iscarried out, Performance Management is
a means of increasing the engagement &a means of increasing the engagement &
motivation of people by providingmotivation of people by providing
positive feedback and recognition. Thispositive feedback and recognition. This
is part of ais part of a TOTAL REWARD SYSTEM.TOTAL REWARD SYSTEM.

20. THE PM CYCLETHE PM CYCLE

22. Learning & DevelopmentLearning & Development
Learning and development policies andLearning and development policies and
programmes are essential components inprogrammes are essential components in
the Process of TM – ensuring that peoplethe Process of TM – ensuring that people
acquire and enhance the skills andacquire and enhance the skills and
competencies they need. Policies shouldcompetencies they need. Policies should
be formulated by reference tobe formulated by reference to ‘‘EMPLOYEEEMPLOYEE
SUCCESS PROFILESSUCCESS PROFILES’,’, which are describedwhich are described
in terms of competencies and define thein terms of competencies and define the
qualities that need to be developed.qualities that need to be developed.
Employee Success Profiles can beEmployee Success Profiles can be
incorporated into Role Profiles.incorporated into Role Profiles.

23. Career ManagementCareer Management CMCM
CM consists of the processes of CareerCM consists of the processes of Career
Planning & Management Succession.Planning & Management Succession.
Career Planning shapes the progressionCareer Planning shapes the progression
of individuals within an organization inof individuals within an organization in
accordance with assessments ofaccordance with assessments of
organizational Needs, defined Employeeorganizational Needs, defined Employee
Success Profiles, and the Performance,Success Profiles, and the Performance,
Potential & Preferences of individualPotential & Preferences of individual
members of the enterprise.members of the enterprise. ‘‘DestinationDestination
JobsJobs’’ can be identified for people withcan be identified for people with
high potential, which are attainable onlyhigh potential, which are attainable only
if they continue to perform, impress andif they continue to perform, impress and
demonstrate growth potential.demonstrate growth potential.

24. CAREERCAREER

25. THE CM CYCLETHE CM CYCLE

26. Succession PlanningSuccession Planning SPSP
Management SP takes place to ensure that, asManagement SP takes place to ensure that, as
far as possible, the organization has thefar as possible, the organization has the
managers it requiresto meet future businessmanagers it requiresto meet future business
needs.needs.
““Succession planning” is the process of preparing suitableSuccession planning” is the process of preparing suitable
employees to replace key players.employees to replace key players.

27. SUCCESSION PLANNING &SUCCESSION PLANNING &
MANAGEMENTMANAGEMENT

28. The TalentThe Talent PoolPool
The Talent Pool consists of all those employees who haveThe Talent Pool consists of all those employees who have
been identified as talented and who have undergone orbeen identified as talented and who have undergone or
are undergoing the various processes of performanceare undergoing the various processes of performance
management, learning and development, managementmanagement, learning and development, management
development, career management, and talent relationshipdevelopment, career management, and talent relationship
management that constitute the TM Pipelinemanagement that constitute the TM Pipeline..

29. Four Steps for Creating a TM System
• Step 1 —Develop Assessment Tools & Scales.
a. Develop competency definitions and measurement scales.
b. Establish a Performance Appraisal definition and
measurement scale.
c. Establish a “Talent Potential Forecast” definition and
measurement scale.
d. Apply the measurement scales to each job.
• Step 2 —Develop T&D Application tools.
a. Create a Coaching Guide.
b. Assemble a directory of the best T&D programs organized
by competency.
c. Create a directory of top Books Associated with each
competency.

30. Four Steps for Creating a TM
System
• Step 3 —Evaluate each employee using
assessment tools.
• Step 4 —Prepare Action Plans & Reports.
a. Create a “Bench Strength” summary.
b. Create individual Talent Competency
development forms.

31. Barriers to Building TalentBarriers to Building Talent
The four Talent-Building barriers explain why lineThe four Talent-Building barriers explain why line
executives exhortations and HR’s action to build Talentexecutives exhortations and HR’s action to build Talent
aren’t translating into increased Talent Quality & Depth.aren’t translating into increased Talent Quality & Depth.

32. Where Organizations go wrong isWhere Organizations go wrong is
that they fail to balance Complexitythat they fail to balance Complexity
with Values as they build Talentwith Values as they build Talent
Processes.Processes.
(i) CREATING NEEDLESS(i) CREATING NEEDLESS
COMPLEXITYCOMPLEXITY

33. In many Organizations, managerIn many Organizations, manager
have come to see TM Tools &have come to see TM Tools &
Processes as largely separatedProcesses as largely separated
form their day-to-day managementform their day-to-day management
challenges.challenges.
(ii) ADDING NO NEW(ii) ADDING NO NEW
VALUESVALUES

34. Basic Behavioral Science providedBasic Behavioral Science provided
the foundation for the Industrial &the foundation for the Industrial &
Organizational PsychologyOrganizational Psychology
Research of the last few decadesResearch of the last few decades
that informs every modern Talentthat informs every modern Talent
Practice from 360 degree FeedbackPractice from 360 degree Feedback
to conductingto conducting PERFORMANCEPERFORMANCE
APPRAISALAPPRAISAL..
(iii) NEGLECTING THE BASIC BEHAVIORAL(iii) NEGLECTING THE BASIC BEHAVIORAL
SCIENCESSCIENCES

35. In many Organizations fear of theIn many Organizations fear of the
Consequences or a genuine beliefConsequences or a genuine belief
that employees don’t need this levelthat employees don’t need this level
of clarity means Talent Practicesof clarity means Talent Practices
are OPAQUE.are OPAQUE.
(iv) LACKING TRANSPARENCY &(iv) LACKING TRANSPARENCY &
ACCOUNTABILITYACCOUNTABILITY

37. Talent Acquisition is the process ofTalent Acquisition is the process of
finding and acquiring skilled Human Laborfinding and acquiring skilled Human Labor
for Organizational needs and to meet anyfor Organizational needs and to meet any
Labor Requirement. When used in theLabor Requirement. When used in the
context of the Recruiting and HRcontext of the Recruiting and HR
Profession, Talent Acquisition usuallyProfession, Talent Acquisition usually
refers to the Talent Acquisitionrefers to the Talent Acquisition
Department or Team within the HRD.Department or Team within the HRD.
The Talent Acquisition Team within aThe Talent Acquisition Team within a
company is responsible for Finding /company is responsible for Finding /
Acquiring / Assessing & Hiring CandidatesAcquiring / Assessing & Hiring Candidates
to fill Roles that are required to meetto fill Roles that are required to meet
Organizational Goals and fill ProjectOrganizational Goals and fill Project
Requirements.Requirements.
TALENT ACQUISITIONTALENT ACQUISITION

38. The Process of IdentifyingThe Process of Identifying
Promising Young Talent &Promising Young Talent &
Accelerating its progress by puttingAccelerating its progress by putting
a constant eye on them.a constant eye on them.
Talent Identification usuallyTalent Identification usually
achieved by Assessing a number ofachieved by Assessing a number of
variables via a battery of tests.variables via a battery of tests.
TALENTTALENT IDENTIFICATIONIDENTIFICATION

39. Simply put, LEADERS are RESPOSIBLE for DevelopingSimply put, LEADERS are RESPOSIBLE for Developing
the Talent in their organizations. Yet, while manythe Talent in their organizations. Yet, while many
acknowledge its importance, few deliver the coaching andacknowledge its importance, few deliver the coaching and
training at scale to develop their people.training at scale to develop their people. SomeSome
suggestions for senior leaders who want to create asuggestions for senior leaders who want to create a
culture of talent developmentculture of talent development
TALENT DEVELOPMENTTALENT DEVELOPMENT

40. Talent Deployment simply means-Talent Deployment simply means- Is everyone in the rightIs everyone in the right
seat ?seat ?
Eliminate the guesswork from hiring the talent you need andEliminate the guesswork from hiring the talent you need and
matching individuals to the right roles, teams and workmatching individuals to the right roles, teams and work
environments. The SHADOWMATCH BEHAVIORALenvironments. The SHADOWMATCH BEHAVIORAL
BENCHMARKING System delivers precision insights basedBENCHMARKING System delivers precision insights based
on statistically valid benchmarks and behavioralon statistically valid benchmarks and behavioral
assessments to accurately determine if and where anassessments to accurately determine if and where an
individual best fits within your organization. The Systemindividual best fits within your organization. The System
helps with all aspects of Recruiting & TALENThelps with all aspects of Recruiting & TALENT
DEPLOYMENT including:DEPLOYMENT including:
TALENT DEPLOYMENTTALENT DEPLOYMENT

41. The areas that an organization needs to improve inThe areas that an organization needs to improve in
terms of TM initiatives?terms of TM initiatives?
• Aligning employees with the mission and vision of yourAligning employees with the mission and vision of your
organization.organization.
• Assessing candidates skills earlier in the hiring process.Assessing candidates skills earlier in the hiring process.
• Creating a culture that makes employees want to stay withCreating a culture that makes employees want to stay with
the organization.the organization.
• Creating a culture that makes individuals want to join theCreating a culture that makes individuals want to join the
organization.organization.
• Creating a culture that values employees work.Creating a culture that values employees work.
• Creating an environment where employees are excited toCreating an environment where employees are excited to
come twork each day.come twork each day.
• Creating an environment where employees ideas areCreating an environment where employees ideas are
listened to and valued.listened to and valued.
• Creating policies that encourage career growth andCreating policies that encourage career growth and
development opportunities.development opportunities.
• Identifying gaps in current employees and candidateIdentifying gaps in current employees and candidate
competency levels.competency levels.
• What are the areas your organization needs to improve inWhat are the areas your organization needs to improve in
terms of talent management initiatives?terms of talent management initiatives?

42. RECOMMENDATIONSRECOMMENDATIONS for Establishing a Soundfor Establishing a Sound
TM SystemTM System
1.0 Organizations must have meaningful descriptions of the1.0 Organizations must have meaningful descriptions of the
capabilities /skills /behaviors / abilities & knowledge)capabilities /skills /behaviors / abilities & knowledge)
required throughout the organization.required throughout the organization.
2.0 Organizations must be able to relate those skills and2.0 Organizations must be able to relate those skills and
capabilitiescapabilities
to a Role or a center of demand, such as a job position,to a Role or a center of demand, such as a job position,
project orproject or
Leadership Role.Leadership Role.
3.0 TM Processes must create a comprehensive profile3.0 TM Processes must create a comprehensive profile
of their talent. of their talent.
They must be able to track meaningful talent relatedThey must be able to track meaningful talent related
information information
about all of their people -employees, contractors, orabout all of their people -employees, contractors, or
candidates.candidates.
4.04.0
The working culture of the organization should be improved andThe working culture of the organization should be improved and

43. RECOMMENDATIONSRECOMMENDATIONS for Establishing a Soundfor Establishing a Sound
TM SystemTM System
6.0 The organization should identify the crucial talent initiative6.0 The organization should identify the crucial talent initiative
toto
attract and retain the employee. They should know whichattract and retain the employee. They should know which
TMTM
elements can have the greatest impact on the business andelements can have the greatest impact on the business and
therefore provide a better basis for prioritization andtherefore provide a better basis for prioritization and
implementation.implementation.
7.0 To create a sophisticated TM Environment, Organizations7.0 To create a sophisticated TM Environment, Organizations
must:must:
••Define a clear vision for TMDefine a clear vision for TM
••Develop a roadmapDevelop a roadmap
for technology and process integrationfor technology and process integration
••Integrate and optimize processesIntegrate and optimize processes
••Apply robust technology to enable processesApply robust technology to enable processes
••Prepare the workforce for changes associatedPrepare the workforce for changes associated
with the newwith the new

44. CONCLUSIONCONCLUSION
As Organizations continue to pursue High Performance & ImprovedAs Organizations continue to pursue High Performance & Improved
results through TM practices, they are taking a Holistic Approach to TMresults through TM practices, they are taking a Holistic Approach to TM
——
(i) from attracting and selecting wisely,(i) from attracting and selecting wisely,
(ii) to retaining & developing leaders,(ii) to retaining & developing leaders,
(iii) to placing employees in positions of greatest impact.(iii) to placing employees in positions of greatest impact.
The mandate is clear: for organizations to succeed in today’s rapidlyThe mandate is clear: for organizations to succeed in today’s rapidly
changing and increasingly competitive marketplace, intense focus mustchanging and increasingly competitive marketplace, intense focus must
be applied to aligning Human Capital with Corporate Strategy &be applied to aligning Human Capital with Corporate Strategy &
objectives. It starts with Recruiting & Retaining Talentedobjectives. It starts with Recruiting & Retaining Talented
People and Continues by People and Continues by
sustaining thesustaining the
knowledge and competencies across the entire workforce. knowledge and competencies across the entire workforce.
With rapidly changing skill sets and job requirements, this becomes anWith rapidly changing skill sets and job requirements, this becomes an
increasingly difficult challenge for organizations. increasingly difficult challenge for organizations.
Meeting this organizational supply & demand requires the right “Meeting this organizational supply & demand requires the right “ TalentTalent
DNADNA” and supporting technology solutions.” and supporting technology solutions.
By implementing an effective By implementing an effective
TM strategy, including integrated data, processes, and analytics,TM strategy, including integrated data, processes, and analytics,
organizations can help ensure that the right people are in the right organizations can help ensure that the right people are in the right