2. What is Talent Management?
The purpose of TM is to ensure that the right supply of talented
workforce is ready to realize the strategic goals of the organization
both today and in the future
Organization’s efforts to attract, select, develop, and retain key talented
employees in key strategic positions.
Talent management includes a series of integrated systems of
recruiting,
performance management,
maximizing employee potential, managing their strengths and
developing
retaining people with desired skills and aptitude
3. Talent Management
TM introduced by Mc Kinsey consultants, late 1990’s
TM is identified as the critical success factor in corporate
world
TM focuses on
differentiated performance: A, B, C players influencing
company performance and success
identifying key positions in the organization
!!! Surveys show that firms recognize the importance of
talent management but they lack the competence
required to manage it effectively
4. What is Talent?
According to McKinsey; talent is the sum
of
a person’s abilities,
his or her intrinsic gifts,
skills, knowledge, experience ,
intelligence,
judgment, attitude, character, drive,
his or her ability to learn and grow.
5. Who are Talented People?
They regularly demonstrate exceptional
ability and achievement over a range of
activities
They have transferable high competence
They are high impact people who can deal
with complexity (Robertson, Abbey 2003)
6. Why Organizations Need Talent
Development?
To compete effectively in a complex and
dynamic environment to achieve sustainable
growth
To develop leaders for tomorrow from within an
organization
To maximize employee performance as a
unique source of competitive advantage
To empower employees:
Cut down on high turnover rates
Reduce the cost of constantly hiring new people
to train
7. Talent Management Model
There are different approaches to talent
management in organizations
A successful TM model has to link
1. TM creed (culture, values, expectations) with
2. TM strategy and
3. TM system. (Lance and Dorothy Berger, 2011)
The values, expectations and elements of
the desired culture and
the business excellence
should be embedded in HR systems as selection
criteria, competency definitions, performance and
promotion criteria and development processes.
8. The Talent Creed
“A TM creed is the set of core principles,
values and mutual expectations that guide
the behavior of an institution and its people”
It describes in general terms what types of
people are expected to work in the
organization and what type of a culture is
desired to achieve success
9. The Talent Strategy
Describes what type of people the organization will invest in
and how it will be done
Besides the specific elements of their creed, the talent
strategy of all high performing organizations should have
these directives:
1) Identify key positions in the organization (not more than
20, 30 %)
2) Assess your employees and identify the high performers
(classify according to their current and future potential)
3) Retain key position backups
4) Make appropriate investments (select, train, develop,
reward)
11. Allocating Investments in People
Superkeepers- receive about 5 % of all the resouces; need very
high recognition, compensate much more than the pay market,
promote very rapidly
Keepers –receive about 25 % of all the resources, need high
recognition, compensate more than the pay market, promote
rapidly
Solid citizens- receive about 68 % of all the resources, need
recognition, compensate at the market level or just above
Misfits- receive about 2 % of all the resources for some,
compensate at below market average
(Berger and Berger, 2011)
12. Talent Management System
Implementation program of the talent strategy which
has a set of processes and procedures
(1) assessment tools
(2) multi-rater assessment
(3) diagnostic tools
(4) monitoring processes
If the management is not willing to use
assessment in their organizations they can’t do
talent management
13. Assessment Tools for TM
The five assessment tools should be linked to
ensure that each assessment is consistent
with the four other evaluations
Competency Assessment
Performance Appraisal
Potential Forecast
Succession Planning
Career Planning
14. Multi-Rater Assessment
Employee. The owner of the career plan that
is aligned with the succession plan
Boss. The primary assessor
Boss’s boss. The key link in the vertical
succession and career plan
Boss’s peer group. Source of potential new
assignments in the same or other function
15. Diagnostic Tools
SuperkeeperTM reservoir. SuperkeepersTM are employees whose
performance greatly exceeds expectations, who inspire others to
greatly exceed expectations, and who embody institutional
competencies.
Keeper Key position backups. The “insurance policies” that ensure
organization continuity. Every key position should have at least one
backup at the “Keeper” (exceed job expectations) level.
Surpluses. Positions with more than one replacement for an incumbent.
While ostensibly a positive result of the talent management process,
it can be a potential source of turnover and morale problems if the
replacements are blocked by a non-promotable incumbent and/or
there is no realistic way most of the promotable replacements can
advance.
Voids. Positions without a qualified backup. Determine whether it will
transfer someone from the surplus pool, develop alternative
candidates, or recruit externally.
Blockages. Non-promotable incumbents standing in the path of one or
more high-potential or promotable employees.
Problem employees. Those not meeting job expectations (measured
achievement or competency proficiency). Give opportunity to
improve, receive remedial action, or be terminated. The time frame
should be no longer than six months.
(Lance and Dorothy Berger, 2011)
16. Monitoring Processes
Evaluate the results of talent management system
on a regular basis for
• quality,
• timeliness and
• credibility
17. What is competency?
Competencies are the core elements of talentCompetencies are the core elements of talent
management practicesmanagement practices
They are the demonstrableemonstrable and measurable
knowledge, skills, behaviors, personal
characteristics that are associated with or
predictive of excellentexcellent job performance.
Examples
Adaptability, teamwork, decision making, customer
orientation, leadership, innovation etc.
18. Competencies and Definitions
Action Orientation
Targets and achieve results,overcomes obstacles, accepts responsibility,
creates a results-oriented environment.....
Interpersonal Skill
Effectively and productively engages with others and establishes trust,
credibility, and confidence with them
Creativity/Innovation
Generates novel ideas and develops or improves existing and new
systems that challenge the status quo, takes risks, and encourage
innovation
Teamwork
Knows when and how to attract, develop, reward, be part of, and utilize
teams to optimize results. Acts to build trust, inspire enthusiasm,
encourage others, and help resolve conflicts and develop consensus in
supporting higperformance teams
(Berger and Berger, 2011)
19. Why Competencies?
The challenge is to identify which competencies the organization
expects to see in their people
The starting point of the model is the creed (values, principles,
expectations) and the business strategies
Through a competency model the organization sends a consistent
message to the workforce about “what it takes” to be successful in
the job
Helps employees understand what helps drive successful
performance
The Competency Model approach focuses on the “How” of the job.
Competency model is behavioral rather than functional, focuses on
the people rather than jobs
Competency models are outcome driven rather than activities (Job
descriptions focus on activities, competencies focus on outcomes)
Integrates HR strategy with business strategy –both focus on
outcomes
20. Why Competencies?
The competency model serves as the
foundation upon which all workforce
processes are built.
Competencies promote alignment of talent
management systems by creating a common
language that enables these systems to talk
with each other! That is, results of one TM
system is used as the input data for the
following TM system.
21. The Competency Model
The Competency Model identifies usually three
groups of competencies:
Core competencies for the entire organization to shape the
organizational capabilities and culture required to achieve
the strategic goals(5 or 6)
Leadership competencies for the management teams of
various levels for selection, career planning and
development
Functional (technical)competencies (specific for each job
family)
22. Developing a Competency Model
Use commonly available “ready to use”
models with small adjustments for your
organization
Develop own competency model with help of
consultants
Behavioral Benchmarking compare superior
performers with other best people in the
organization and in other benchmark
companies
23. Developing Organization’s Own
Competency Model
Overview of current tasks and responsibilities
Come to agreement about what successful “outcome
driven” performance looks like
Review of competency library and selection of “must
haves” for the position
Rank top competencies as demonstrated by exemplary
(superior) performers
Identify of those competencies that align with the vision,
mission and strategic plan of the organization
Verify the competencies with a larger sample of the
organization
24. Choosing Competencies
Before choosing competencies in an organization
following requirements must have been completed:
Establishment of vision, mission, values
Strategic business goals
Identification of the tasks, responsibilities and
outcomes expected from each position
Identification of the superior (exemplary) performers
Satisfactory competency library
25. Talent Management
TALENT=COMPETENCE+COMMITMENT+CONTRIBUTION
Being competent is not only enough to be a talent
The competent person should be committed to the causes and
goals of the organization
And should be able and willing to contribute to the success of the
organization
So, developing your talent is not enough, the organizations need to
take all the measures to motivate, reward their talent pool to gain
their commitment and contribution.
Retention is also essential to gaurantee future alignment of the
talent with the right key positions
27. Talent Management Model
Expectations for the future. Businesses should identify
Job roles
Spesific objectives
Competencies
Capabilities to meet the expectations
Work environment
Managerial support
Rewards and recognition
Removing barriers
Feedback systems needed to
Focus
To keep on track
Develop
29. Talent Management Process
Organization
Analysis
-Job descriptions
-Job spesifications
Assessing the Emloyees
A B C D
Potential
Candidates
Performance
Evaluation
Buss. Results
Personal
Development
Activities
Career
Committees
Potancial Candidates
and
Succession Lists
Approval
of the
Lists
Analysis
Assessment
Development
Talent
Development
Programs
January - March April May on......
Assessm
ent Tools
30. Structure of a Talent Management
Program
Building Block 1: Identification and assessment of
competencies
Building Block 2: Performance appraisals
Building Block 3: Succession and career planning
Development of talent (coaching, mentoring, training)
Linking compensation with the program (reward and
motivate)
Targeting culture as an important driver of TM programs
Secure senior executives’ commitment to make the
talent management model work
Evaluate the results of talent management system on a
regular basis
31. Integrated Functions of TM
Performance appraisals, assessments of
potential, competency evaluations, career
planning, and replacement planning (the core
elements of talent management) should be
linked to each other.
Stand alone functions are destined to end
with failure
32. HR and TM
HUMAN RESOURCES
MANAGEMENT
TALENT MANAGEMENT
o Broad Scope (entire
employees)
o Emphasize
egalitarianism
oFocus on administrative
functions
oTransactional
oFocus on systems with
silo approach
oFocus on segmentation
(key group of core
employees and key
positions)
o Focus on potential
people
oFocus on the attraction,
development and retention
of talent
oFocus on integratation of
HR systems
33. Classwork and/or Homework
Prepare a list of 5 competencies for your own
position. Explain why you choose these
competencies and what do they include
behaviorally?
