SlideShare une entreprise Scribd logo
1  sur  43
Succession Planning and
Talent Management
Otto Tawanda Chisiri
Succession Planning
Career Development &
Succession Planning (CDSP)
5/18/2015
Otto Tawanda Chisiri . all right
reserved 3
Aim
Foster a process of building
leadership capability across the
lines of business / support
functions
The emphasis is on developing
a broad spectrum of talent
within the management ranks
so that the availability of
internal talent will not be a
constraint to the organization's
strategic direction
Identify the key leadership
success factors
5/18/2015
Otto Tawanda Chisiri . all right
reserved 4
Outcomes
Retention and development of high potential employees
Builds internal staff capabilities (bench strength) for the emerging
organizational demands
Maps various succession options
Facilitates developmental moves across the organization
Establishes a professionally managed organization with the
systems in place to ensure that it will have effective leaders going
forward
5/18/2015
Otto Tawanda Chisiri . all right
reserved 5
Contemporary Issues: Changing Nature of
Work & Organization
Demographics (net-generation, diversity)
Globalization
Technology
Redefined concept of ‘Loyalty’
Challenges in differentiating high performers from poor performers
Wanted Rapid career progression
5/18/2015
Otto Tawanda
Chisiri. all right
reserved6
Elements of Career Management
Individual (Self) Assessment of
Abilities, Interests, career need
and goals
Organizational Assessment of
employee abilities and potential
Communication of information
concerning career opportunities
with the organization
Career Counseling to set realistic
goals and plan for their
attainment
5/18/2015
Otto Tawanda Chisiri . all right
reserved 7
Succession Planning -Definition
Strategic, systematic and deliberate effort to develop
competencies in potential leaders through proposed
learning experiences such as targeted rotations and
educational training in order to fill high-level positions
without favoritism (Mathew Tropiano, 2004)
• Deliberate and systematic effort by an organization to ensure
leadership continuity in key positions and encourage individual
advancement (St-Onge, Mercer)
• A structured process involving the identification and preparation
of potential successors to assume a new roles
5/18/2015
Otto Tawanda Chisiri . all right
reserved 8
WHAT IS SP?
Constant change planning
An organizational journey, not a project
Ensuring continuity of leadership
Identifying gaps in existing talent pool
Identifying and nurturing future leaders
Why SP?
Organization supersede Individuals
– visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward
July 11, 2007 swati Smita9
Ref: Troopiano, 2004
CEO/ Leadership Commitment &
Involvement
Education
and
Training
Self Development
Competency driven
Strategically Targeted
Rotational Assignments
Future Competencies Needed
Aligned with Strategic Plan
Results
1. Talent Driven
culture
2. Accelerated
Development
3. Vision for future
advancement
Accountability
Measurability
Succession Planning Model
5/18/2015
Otto Tawanda Chisiri . all right
reserved 10
Challenges in SP
5/18/2015 11
Benefits of SP
Source: Aberdeen Group, September 2006
Tells about
•the extent to which leadership job openings can be filled from the internal pool
•the av. no. of qualified candidates for each leadership position
•the number of positions with two or more ‘ready now’ candidates
•the attrition rate from the succession pool
TALENT MANAGEMENT
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 13
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 14
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.
5/18/2015
Otto Tawanda Chisiri . all right
reserved 15
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)
5/18/2015
Otto Tawanda Chisiri . all right
reserved 16
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 17
Talent Management Model
There are different approaches to
talent management in organizations
• TM creed (culture, values, expectations) with
• TM strategy and
• TM system. (Lance and Dorothy Berger, 2011)
A successful TM model has to link
• the desired culture and
• the business excellence
The values, expectations and
elements of
should be embedded in HR systems
as selection criteria, competency
definitions, performance and
promotion criteria and development
processes.
18
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 19
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:
• Identify key positions in the organization (not more than 20, 30 %)
• Assess your employees and identify the high performers (classify
according to their current and future potential)
• Retain key position backups
• Make appropriate investments (select, train, develop, reward)
5/18/2015
Otto Tawanda Chisiri . all right
reserved 20
Assessing the Employees
Superkeepers- greatly
exceed expectations (3-5%)
Keepers – exceed
expectations (20 %)
Solid citizens- meet
expectations (75 %)
Misfits- below expectations
(2-3 %)
(Berger and Berger, 2011)
5/18/2015
Otto Tawanda Chisiri . all right
reserved 21
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 22
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 23
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 24
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 25
Diagnostic Tools
Otto Tawanda Chisiri . all right
reserved
26
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.
(Lance and Dorothy Berger, 2011)
Diagnostic Tools
Otto Tawanda Chisiri . all right
reserved
27
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)
What is competency?
Competencies are the core elements of
talent management practices
• They are the demonstrable and measurable
knowledge, skills, behaviors, personal
characteristics that are associated with or
predictive of excellent job performance.
• Examples
• Adaptability, teamwork, decision making,
customer orientation, leadership, innovation etc.
5/18/2015
Otto Tawanda Chisiri . all right
reserved 28
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)
5/18/2015
Otto Tawanda Chisiri . all right
reserved 29
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
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.
5/18/2015
Otto Tawanda Chisiri . all right
reserved 31
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)
5/18/2015
Otto Tawanda Chisiri . all right
reserved 32
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 33
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 34
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 35
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 36
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 37
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......5/18/2015
Otto Tawanda
Chisiri . all right
reserved38
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 39
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
5/18/2015
Otto Tawanda Chisiri . all right
reserved 40
HR and TM
HUMAN RESOURCES
MANAGEMENT
TALENT MANAGEMENT
 Broad Scope (entire
employees)
 Emphasize egalitarianism
 Focus on administrative
functions
 Transactional
 Focus on systems with silo
approach
 Focus on segmentation (key
group of core employees
and key positions)
 Focus on potential people
 Focus on the attraction,
development and retention
of talent
 Focus on integratation of
HR systems
5/18/201541
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?
5/18/2015
Otto Tawanda Chisiri . all right
reserved 42
TATENDA
THANK YOU
&
CONCLUSION
5/18/2015
Otto Tawanda Chisiri . all right
reserved 43

Contenu connexe

Tendances

Organizational development manager perfomance appraisal 2
Organizational development manager perfomance appraisal 2Organizational development manager perfomance appraisal 2
Organizational development manager perfomance appraisal 2
tonychoper5604
 
Succession Planning Presentation by IWCCI
Succession Planning Presentation by IWCCISuccession Planning Presentation by IWCCI
Succession Planning Presentation by IWCCI
Huzaifa Hussain
 
Performance Management
Performance ManagementPerformance Management
Performance Management
VisualBee.com
 
SUCCESSION PLANNING
SUCCESSION PLANNINGSUCCESSION PLANNING
SUCCESSION PLANNING
ELIAS BENYU
 
Succession planning
Succession planningSuccession planning
Succession planning
Rashmi Rawat
 
The Talent Management Handbook: Chapter 15
The Talent Management Handbook: Chapter 15The Talent Management Handbook: Chapter 15
The Talent Management Handbook: Chapter 15
crowelba
 
PowerPoint Talent Acquisition
PowerPoint Talent AcquisitionPowerPoint Talent Acquisition
PowerPoint Talent Acquisition
Marco Stevens
 

Tendances (20)

Organizational development manager perfomance appraisal 2
Organizational development manager perfomance appraisal 2Organizational development manager perfomance appraisal 2
Organizational development manager perfomance appraisal 2
 
Talent Management
Talent Management Talent Management
Talent Management
 
Succession Planning Presentation by IWCCI
Succession Planning Presentation by IWCCISuccession Planning Presentation by IWCCI
Succession Planning Presentation by IWCCI
 
Succession planning ppt
Succession planning pptSuccession planning ppt
Succession planning ppt
 
Presentation on Succession Planning
Presentation on Succession PlanningPresentation on Succession Planning
Presentation on Succession Planning
 
Succession planning process - Step by step Guide
Succession planning process - Step by step GuideSuccession planning process - Step by step Guide
Succession planning process - Step by step Guide
 
Performance Management
Performance ManagementPerformance Management
Performance Management
 
How can HR make the difference?
How can HR make the difference?How can HR make the difference?
How can HR make the difference?
 
TALENT REVIEW
TALENT REVIEWTALENT REVIEW
TALENT REVIEW
 
Talent Management
Talent Management Talent Management
Talent Management
 
Succession planning in HRP
Succession planning in HRPSuccession planning in HRP
Succession planning in HRP
 
Strategic HR Business Partnering
Strategic HR Business PartneringStrategic HR Business Partnering
Strategic HR Business Partnering
 
Strategic Workforce Planning_Succession Planning_HRBP_HRM Metrics
Strategic Workforce Planning_Succession Planning_HRBP_HRM MetricsStrategic Workforce Planning_Succession Planning_HRBP_HRM Metrics
Strategic Workforce Planning_Succession Planning_HRBP_HRM Metrics
 
SUCCESSION PLANNING
SUCCESSION PLANNINGSUCCESSION PLANNING
SUCCESSION PLANNING
 
Performance management an introduction
Performance management an introductionPerformance management an introduction
Performance management an introduction
 
Talent Management
Talent ManagementTalent Management
Talent Management
 
Succession planning
Succession planningSuccession planning
Succession planning
 
The Talent Management Handbook: Chapter 15
The Talent Management Handbook: Chapter 15The Talent Management Handbook: Chapter 15
The Talent Management Handbook: Chapter 15
 
PowerPoint Talent Acquisition
PowerPoint Talent AcquisitionPowerPoint Talent Acquisition
PowerPoint Talent Acquisition
 
Talent management
Talent managementTalent management
Talent management
 

En vedette

Transforming Your Business Case into a Culture of Sustainability through Tal...
Transforming Your Business Case into a Culture of Sustainability through Tal...Transforming Your Business Case into a Culture of Sustainability through Tal...
Transforming Your Business Case into a Culture of Sustainability through Tal...
Linda Morris Kelley
 
Career and Talent Management by Junaid Chohan
Career and Talent Management by Junaid ChohanCareer and Talent Management by Junaid Chohan
Career and Talent Management by Junaid Chohan
Junaid Ashraf
 
Building culture through employee engagement
Building culture through employee engagementBuilding culture through employee engagement
Building culture through employee engagement
plugHR
 
การบริหารคนเก่ง Talent management
การบริหารคนเก่ง Talent management การบริหารคนเก่ง Talent management
การบริหารคนเก่ง Talent management
maruay songtanin
 

En vedette (17)

Transforming Your Business Case into a Culture of Sustainability through Tal...
Transforming Your Business Case into a Culture of Sustainability through Tal...Transforming Your Business Case into a Culture of Sustainability through Tal...
Transforming Your Business Case into a Culture of Sustainability through Tal...
 
A Blueprint for Successful Change Management
A Blueprint for Successful Change ManagementA Blueprint for Successful Change Management
A Blueprint for Successful Change Management
 
Building a culture_for_sustainability_dec_9_2015
Building a culture_for_sustainability_dec_9_2015Building a culture_for_sustainability_dec_9_2015
Building a culture_for_sustainability_dec_9_2015
 
Hrinz Change Management Sig
Hrinz Change Management SigHrinz Change Management Sig
Hrinz Change Management Sig
 
Leveraging Employee Engagement for Sustainability Success
Leveraging Employee Engagement for Sustainability SuccessLeveraging Employee Engagement for Sustainability Success
Leveraging Employee Engagement for Sustainability Success
 
Employee Engagaement And Organizational Competitiveness By Emeka Anazia
Employee Engagaement And Organizational Competitiveness By Emeka AnaziaEmployee Engagaement And Organizational Competitiveness By Emeka Anazia
Employee Engagaement And Organizational Competitiveness By Emeka Anazia
 
Engage or Bust! 2015 - Wellbeing Thought and Action Group - Shirley Duncalf f...
Engage or Bust! 2015 - Wellbeing Thought and Action Group - Shirley Duncalf f...Engage or Bust! 2015 - Wellbeing Thought and Action Group - Shirley Duncalf f...
Engage or Bust! 2015 - Wellbeing Thought and Action Group - Shirley Duncalf f...
 
Building a High Performance Culture Through Employee Engagement
Building a High Performance Culture Through Employee Engagement Building a High Performance Culture Through Employee Engagement
Building a High Performance Culture Through Employee Engagement
 
"Talent Mobility ก้าวสำคัญเพื่อเพิ่มขีดความสามารถด้าน วทน. ของประเทศ" ดร.พิเช...
"Talent Mobility ก้าวสำคัญเพื่อเพิ่มขีดความสามารถด้าน วทน. ของประเทศ" ดร.พิเช..."Talent Mobility ก้าวสำคัญเพื่อเพิ่มขีดความสามารถด้าน วทน. ของประเทศ" ดร.พิเช...
"Talent Mobility ก้าวสำคัญเพื่อเพิ่มขีดความสามารถด้าน วทน. ของประเทศ" ดร.พิเช...
 
3 Steps to Lead Transformational Change Within Your Organization
3 Steps to Lead Transformational Change Within Your Organization3 Steps to Lead Transformational Change Within Your Organization
3 Steps to Lead Transformational Change Within Your Organization
 
Career and Talent Management by Junaid Chohan
Career and Talent Management by Junaid ChohanCareer and Talent Management by Junaid Chohan
Career and Talent Management by Junaid Chohan
 
Building culture through employee engagement
Building culture through employee engagementBuilding culture through employee engagement
Building culture through employee engagement
 
KMITL - SCB Young Talent 2014 - 1st Presentation
KMITL - SCB Young Talent 2014 - 1st PresentationKMITL - SCB Young Talent 2014 - 1st Presentation
KMITL - SCB Young Talent 2014 - 1st Presentation
 
การบริหารคนเก่ง Talent management
การบริหารคนเก่ง Talent management การบริหารคนเก่ง Talent management
การบริหารคนเก่ง Talent management
 
รางวัล 2014 Baldrige award winners
รางวัล 2014 Baldrige award winners รางวัล 2014 Baldrige award winners
รางวัล 2014 Baldrige award winners
 
Calibrating Performance Ratings
Calibrating Performance RatingsCalibrating Performance Ratings
Calibrating Performance Ratings
 
Talent management
Talent managementTalent management
Talent management
 

Similaire à Talent managemeng

Strategic thinking and alignment 01.10.10
Strategic thinking and alignment 01.10.10 Strategic thinking and alignment 01.10.10
Strategic thinking and alignment 01.10.10
National HRD Network
 
Talent management-assessment-center-best-practices-webinar
Talent management-assessment-center-best-practices-webinarTalent management-assessment-center-best-practices-webinar
Talent management-assessment-center-best-practices-webinar
syah rizan
 
HQ Asia-Issue 3-Leadership brand[1] copy
HQ Asia-Issue 3-Leadership brand[1] copyHQ Asia-Issue 3-Leadership brand[1] copy
HQ Asia-Issue 3-Leadership brand[1] copy
Robert Gandossy
 
Successionplanning_2016 Gerry
Successionplanning_2016 GerrySuccessionplanning_2016 Gerry
Successionplanning_2016 Gerry
Geraldine Tan
 
2015 talent mobility research report print
2015 talent mobility research report print2015 talent mobility research report print
2015 talent mobility research report print
Peggy Epstein
 
HC Trends Ethiopia 2015_B copy
HC Trends Ethiopia 2015_B copyHC Trends Ethiopia 2015_B copy
HC Trends Ethiopia 2015_B copy
Bitania Ephrem
 
Talent Gene - The Physiology of High Potential and Talent 01 2014 Final 1.1
Talent Gene - The Physiology of High Potential and Talent 01 2014 Final 1.1Talent Gene - The Physiology of High Potential and Talent 01 2014 Final 1.1
Talent Gene - The Physiology of High Potential and Talent 01 2014 Final 1.1
Tina Tanner
 

Similaire à Talent managemeng (20)

Succession planning breakout - Julie Clark, BVU
Succession planning breakout - Julie Clark, BVUSuccession planning breakout - Julie Clark, BVU
Succession planning breakout - Julie Clark, BVU
 
Strategic thinking and alignment 01.10.10
Strategic thinking and alignment 01.10.10 Strategic thinking and alignment 01.10.10
Strategic thinking and alignment 01.10.10
 
Talent Management Business Briefing
Talent Management Business BriefingTalent Management Business Briefing
Talent Management Business Briefing
 
TJ Insite March
TJ Insite MarchTJ Insite March
TJ Insite March
 
1. strategic talent management
1. strategic talent management1. strategic talent management
1. strategic talent management
 
Making Performance Management Work - 10 Keys to Success
Making Performance Management Work - 10 Keys to SuccessMaking Performance Management Work - 10 Keys to Success
Making Performance Management Work - 10 Keys to Success
 
Talent management-assessment-center-best-practices-webinar
Talent management-assessment-center-best-practices-webinarTalent management-assessment-center-best-practices-webinar
Talent management-assessment-center-best-practices-webinar
 
Creating a workforce planning strategy presentation slides v.2 april 11- mic...
Creating a workforce planning strategy  presentation slides v.2 april 11- mic...Creating a workforce planning strategy  presentation slides v.2 april 11- mic...
Creating a workforce planning strategy presentation slides v.2 april 11- mic...
 
Creating an Integrated Talent Management Practice
Creating an Integrated Talent Management PracticeCreating an Integrated Talent Management Practice
Creating an Integrated Talent Management Practice
 
HQ Asia-Issue 3-Leadership brand[1] copy
HQ Asia-Issue 3-Leadership brand[1] copyHQ Asia-Issue 3-Leadership brand[1] copy
HQ Asia-Issue 3-Leadership brand[1] copy
 
Successionplanning_2016 Gerry
Successionplanning_2016 GerrySuccessionplanning_2016 Gerry
Successionplanning_2016 Gerry
 
How to Turn Wasted Talent Into Killer Leadership
How to Turn Wasted Talent Into Killer LeadershipHow to Turn Wasted Talent Into Killer Leadership
How to Turn Wasted Talent Into Killer Leadership
 
Best Practices of Retention
Best Practices of RetentionBest Practices of Retention
Best Practices of Retention
 
2015 talent mobility research report print
2015 talent mobility research report print2015 talent mobility research report print
2015 talent mobility research report print
 
HC Trends Ethiopia 2015_B copy
HC Trends Ethiopia 2015_B copyHC Trends Ethiopia 2015_B copy
HC Trends Ethiopia 2015_B copy
 
Talent Development As A Journey: from Competencies to Capabilities
Talent Development As A Journey: from Competencies to CapabilitiesTalent Development As A Journey: from Competencies to Capabilities
Talent Development As A Journey: from Competencies to Capabilities
 
EVP3.pdf
EVP3.pdfEVP3.pdf
EVP3.pdf
 
Talent Gene - The Physiology of High Potential and Talent 01 2014 Final 1.1
Talent Gene - The Physiology of High Potential and Talent 01 2014 Final 1.1Talent Gene - The Physiology of High Potential and Talent 01 2014 Final 1.1
Talent Gene - The Physiology of High Potential and Talent 01 2014 Final 1.1
 
How Organizations Are Using Analytics in Succession Decisions
How Organizations Are Using Analytics in Succession DecisionsHow Organizations Are Using Analytics in Succession Decisions
How Organizations Are Using Analytics in Succession Decisions
 
SUPERVOSORY MANAGEMENT SKILLS
SUPERVOSORY MANAGEMENT SKILLS SUPERVOSORY MANAGEMENT SKILLS
SUPERVOSORY MANAGEMENT SKILLS
 

Plus de Tawanda Chisiri

FRAMEWORKS OF COMUNNITY BASED MANAGEMENT.ppt
FRAMEWORKS OF COMUNNITY BASED MANAGEMENT.pptFRAMEWORKS OF COMUNNITY BASED MANAGEMENT.ppt
FRAMEWORKS OF COMUNNITY BASED MANAGEMENT.ppt
Tawanda Chisiri
 
Emotionla intelligence presentation.ppt [autosaved] [autosaved]
Emotionla intelligence presentation.ppt [autosaved] [autosaved]Emotionla intelligence presentation.ppt [autosaved] [autosaved]
Emotionla intelligence presentation.ppt [autosaved] [autosaved]
Tawanda Chisiri
 
Creating human resources policy and procedures
Creating human resources policy and proceduresCreating human resources policy and procedures
Creating human resources policy and procedures
Tawanda Chisiri
 
COT MANAGEMENT TRANING CALENDER
COT MANAGEMENT TRANING CALENDERCOT MANAGEMENT TRANING CALENDER
COT MANAGEMENT TRANING CALENDER
Tawanda Chisiri
 

Plus de Tawanda Chisiri (20)

EMPLOYEE ONBOARDING .pptx
EMPLOYEE ONBOARDING .pptxEMPLOYEE ONBOARDING .pptx
EMPLOYEE ONBOARDING .pptx
 
COPORATE GOVERNANCE.pdf
COPORATE GOVERNANCE.pdfCOPORATE GOVERNANCE.pdf
COPORATE GOVERNANCE.pdf
 
STRATEGIC THINKING .doc
STRATEGIC THINKING .docSTRATEGIC THINKING .doc
STRATEGIC THINKING .doc
 
STRATEGIC THINKING TIME TABLE.pdf
STRATEGIC THINKING TIME TABLE.pdfSTRATEGIC THINKING TIME TABLE.pdf
STRATEGIC THINKING TIME TABLE.pdf
 
SUCCESSION PLANNING .pptx
SUCCESSION PLANNING .pptxSUCCESSION PLANNING .pptx
SUCCESSION PLANNING .pptx
 
FINANCE FOR SECRETARIES.pptx
FINANCE FOR SECRETARIES.pptxFINANCE FOR SECRETARIES.pptx
FINANCE FOR SECRETARIES.pptx
 
BRANDING.ppt
BRANDING.pptBRANDING.ppt
BRANDING.ppt
 
Branding Strategies.ppt
Branding Strategies.pptBranding Strategies.ppt
Branding Strategies.ppt
 
board evaluation.pptx
board evaluation.pptxboard evaluation.pptx
board evaluation.pptx
 
INFORMATION SYSTEM.pptx
INFORMATION SYSTEM.pptxINFORMATION SYSTEM.pptx
INFORMATION SYSTEM.pptx
 
FRAMEWORKS OF COMUNNITY BASED MANAGEMENT.ppt
FRAMEWORKS OF COMUNNITY BASED MANAGEMENT.pptFRAMEWORKS OF COMUNNITY BASED MANAGEMENT.ppt
FRAMEWORKS OF COMUNNITY BASED MANAGEMENT.ppt
 
CREATING FRAUD POLICY.pptx
CREATING FRAUD POLICY.pptxCREATING FRAUD POLICY.pptx
CREATING FRAUD POLICY.pptx
 
SUSATAINABILITY.pptx
SUSATAINABILITY.pptxSUSATAINABILITY.pptx
SUSATAINABILITY.pptx
 
COT WELCOME.ppt
COT WELCOME.pptCOT WELCOME.ppt
COT WELCOME.ppt
 
ANALYTICAL THINKING.pptx
ANALYTICAL THINKING.pptxANALYTICAL THINKING.pptx
ANALYTICAL THINKING.pptx
 
ORGANISTION AS A SYSTEM .pptx
ORGANISTION AS A SYSTEM .pptxORGANISTION AS A SYSTEM .pptx
ORGANISTION AS A SYSTEM .pptx
 
SIX SIGMA AND INVENTORY CONTROL.pptx
SIX SIGMA AND INVENTORY CONTROL.pptxSIX SIGMA AND INVENTORY CONTROL.pptx
SIX SIGMA AND INVENTORY CONTROL.pptx
 
Emotionla intelligence presentation.ppt [autosaved] [autosaved]
Emotionla intelligence presentation.ppt [autosaved] [autosaved]Emotionla intelligence presentation.ppt [autosaved] [autosaved]
Emotionla intelligence presentation.ppt [autosaved] [autosaved]
 
Creating human resources policy and procedures
Creating human resources policy and proceduresCreating human resources policy and procedures
Creating human resources policy and procedures
 
COT MANAGEMENT TRANING CALENDER
COT MANAGEMENT TRANING CALENDERCOT MANAGEMENT TRANING CALENDER
COT MANAGEMENT TRANING CALENDER
 

Dernier

Obat Aborsi Bandung 0851\7696\3835 Jual Obat Cytotec Di Bandung
Obat Aborsi Bandung 0851\7696\3835 Jual Obat Cytotec Di BandungObat Aborsi Bandung 0851\7696\3835 Jual Obat Cytotec Di Bandung
Obat Aborsi Bandung 0851\7696\3835 Jual Obat Cytotec Di Bandung
Obat Aborsi Jakarta Wa 085176963835 Apotek Jual Obat Cytotec Di Jakarta
 
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
Khaled Al Awadi
 
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg PfizerJual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Pusat Herbal
 
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di PasuruanObat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Jakarta Wa 085176963835 Apotek Jual Obat Cytotec Di Jakarta
 
Obat Aborsi Depok 0851\7696\3835 Jual Obat Cytotec Di Depok
Obat Aborsi Depok 0851\7696\3835 Jual Obat Cytotec Di DepokObat Aborsi Depok 0851\7696\3835 Jual Obat Cytotec Di Depok
Obat Aborsi Depok 0851\7696\3835 Jual Obat Cytotec Di Depok
Obat Aborsi Jakarta Wa 085176963835 Apotek Jual Obat Cytotec Di Jakarta
 
Shots fired Budget Presentation.pdf12312
Shots fired Budget Presentation.pdf12312Shots fired Budget Presentation.pdf12312
Shots fired Budget Presentation.pdf12312
LR1709MUSIC
 
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![©  ر00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![©  ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
nafizanafzal
 

Dernier (20)

Unlocking Growth The Power of Outsourcing for CPA Firms
Unlocking Growth The Power of Outsourcing for CPA FirmsUnlocking Growth The Power of Outsourcing for CPA Firms
Unlocking Growth The Power of Outsourcing for CPA Firms
 
Obat Aborsi Bandung 0851\7696\3835 Jual Obat Cytotec Di Bandung
Obat Aborsi Bandung 0851\7696\3835 Jual Obat Cytotec Di BandungObat Aborsi Bandung 0851\7696\3835 Jual Obat Cytotec Di Bandung
Obat Aborsi Bandung 0851\7696\3835 Jual Obat Cytotec Di Bandung
 
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
 
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deck
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deckPitch Deck Teardown: Goodcarbon's $5.5m Seed deck
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deck
 
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg PfizerJual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
 
Mastering The Art Of 'Closing The Sale'.
Mastering The Art Of 'Closing The Sale'.Mastering The Art Of 'Closing The Sale'.
Mastering The Art Of 'Closing The Sale'.
 
WAM Corporate Presentation May 2024_w.pdf
WAM Corporate Presentation May 2024_w.pdfWAM Corporate Presentation May 2024_w.pdf
WAM Corporate Presentation May 2024_w.pdf
 
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdfThe Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
 
What are the differences between an international company, a global company, ...
What are the differences between an international company, a global company, ...What are the differences between an international company, a global company, ...
What are the differences between an international company, a global company, ...
 
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di PasuruanObat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
 
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
 
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptxGoal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
 
10 Easiest Ways To Buy Verified TransferWise Accounts
10 Easiest Ways To Buy Verified TransferWise Accounts10 Easiest Ways To Buy Verified TransferWise Accounts
10 Easiest Ways To Buy Verified TransferWise Accounts
 
A DAY IN THE LIFE OF A SALESPERSON .pptx
A DAY IN THE LIFE OF A SALESPERSON .pptxA DAY IN THE LIFE OF A SALESPERSON .pptx
A DAY IN THE LIFE OF A SALESPERSON .pptx
 
Obat Aborsi Depok 0851\7696\3835 Jual Obat Cytotec Di Depok
Obat Aborsi Depok 0851\7696\3835 Jual Obat Cytotec Di DepokObat Aborsi Depok 0851\7696\3835 Jual Obat Cytotec Di Depok
Obat Aborsi Depok 0851\7696\3835 Jual Obat Cytotec Di Depok
 
Moradia Isolada com Logradouro; Detached house with patio in Penacova
Moradia Isolada com Logradouro; Detached house with patio in PenacovaMoradia Isolada com Logradouro; Detached house with patio in Penacova
Moradia Isolada com Logradouro; Detached house with patio in Penacova
 
Shots fired Budget Presentation.pdf12312
Shots fired Budget Presentation.pdf12312Shots fired Budget Presentation.pdf12312
Shots fired Budget Presentation.pdf12312
 
Chapter 2 Organization Structure of a Treasury
Chapter 2 Organization Structure of a TreasuryChapter 2 Organization Structure of a Treasury
Chapter 2 Organization Structure of a Treasury
 
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![©  ر00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![©  ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
 
Beyond Numbers A Holistic Approach to Forensic Accounting
Beyond Numbers A Holistic Approach to Forensic AccountingBeyond Numbers A Holistic Approach to Forensic Accounting
Beyond Numbers A Holistic Approach to Forensic Accounting
 

Talent managemeng

  • 1. Succession Planning and Talent Management Otto Tawanda Chisiri
  • 2. Succession Planning Career Development & Succession Planning (CDSP)
  • 3. 5/18/2015 Otto Tawanda Chisiri . all right reserved 3 Aim Foster a process of building leadership capability across the lines of business / support functions The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction Identify the key leadership success factors
  • 4. 5/18/2015 Otto Tawanda Chisiri . all right reserved 4 Outcomes Retention and development of high potential employees Builds internal staff capabilities (bench strength) for the emerging organizational demands Maps various succession options Facilitates developmental moves across the organization Establishes a professionally managed organization with the systems in place to ensure that it will have effective leaders going forward
  • 5. 5/18/2015 Otto Tawanda Chisiri . all right reserved 5 Contemporary Issues: Changing Nature of Work & Organization Demographics (net-generation, diversity) Globalization Technology Redefined concept of ‘Loyalty’ Challenges in differentiating high performers from poor performers Wanted Rapid career progression
  • 6. 5/18/2015 Otto Tawanda Chisiri. all right reserved6 Elements of Career Management Individual (Self) Assessment of Abilities, Interests, career need and goals Organizational Assessment of employee abilities and potential Communication of information concerning career opportunities with the organization Career Counseling to set realistic goals and plan for their attainment
  • 7. 5/18/2015 Otto Tawanda Chisiri . all right reserved 7 Succession Planning -Definition Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004) • Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (St-Onge, Mercer) • A structured process involving the identification and preparation of potential successors to assume a new roles
  • 8. 5/18/2015 Otto Tawanda Chisiri . all right reserved 8 WHAT IS SP? Constant change planning An organizational journey, not a project Ensuring continuity of leadership Identifying gaps in existing talent pool Identifying and nurturing future leaders Why SP? Organization supersede Individuals – visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward
  • 9. July 11, 2007 swati Smita9 Ref: Troopiano, 2004 CEO/ Leadership Commitment & Involvement Education and Training Self Development Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan Results 1. Talent Driven culture 2. Accelerated Development 3. Vision for future advancement Accountability Measurability Succession Planning Model
  • 10. 5/18/2015 Otto Tawanda Chisiri . all right reserved 10 Challenges in SP
  • 11. 5/18/2015 11 Benefits of SP Source: Aberdeen Group, September 2006 Tells about •the extent to which leadership job openings can be filled from the internal pool •the av. no. of qualified candidates for each leadership position •the number of positions with two or more ‘ready now’ candidates •the attrition rate from the succession pool
  • 13. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 13
  • 14. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 14
  • 15. 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. 5/18/2015 Otto Tawanda Chisiri . all right reserved 15
  • 16. 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) 5/18/2015 Otto Tawanda Chisiri . all right reserved 16
  • 17. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 17
  • 18. Talent Management Model There are different approaches to talent management in organizations • TM creed (culture, values, expectations) with • TM strategy and • TM system. (Lance and Dorothy Berger, 2011) A successful TM model has to link • the desired culture and • the business excellence The values, expectations and elements of should be embedded in HR systems as selection criteria, competency definitions, performance and promotion criteria and development processes. 18
  • 19. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 19
  • 20. 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: • Identify key positions in the organization (not more than 20, 30 %) • Assess your employees and identify the high performers (classify according to their current and future potential) • Retain key position backups • Make appropriate investments (select, train, develop, reward) 5/18/2015 Otto Tawanda Chisiri . all right reserved 20
  • 21. Assessing the Employees Superkeepers- greatly exceed expectations (3-5%) Keepers – exceed expectations (20 %) Solid citizens- meet expectations (75 %) Misfits- below expectations (2-3 %) (Berger and Berger, 2011) 5/18/2015 Otto Tawanda Chisiri . all right reserved 21
  • 22. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 22
  • 23. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 23
  • 24. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 24
  • 25. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 25
  • 26. Diagnostic Tools Otto Tawanda Chisiri . all right reserved 26 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. (Lance and Dorothy Berger, 2011)
  • 27. Diagnostic Tools Otto Tawanda Chisiri . all right reserved 27 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)
  • 28. What is competency? Competencies are the core elements of talent management practices • They are the demonstrable and measurable knowledge, skills, behaviors, personal characteristics that are associated with or predictive of excellent job performance. • Examples • Adaptability, teamwork, decision making, customer orientation, leadership, innovation etc. 5/18/2015 Otto Tawanda Chisiri . all right reserved 28
  • 29. 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) 5/18/2015 Otto Tawanda Chisiri . all right reserved 29
  • 30. 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
  • 31. 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. 5/18/2015 Otto Tawanda Chisiri . all right reserved 31
  • 32. 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) 5/18/2015 Otto Tawanda Chisiri . all right reserved 32
  • 33. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 33
  • 34. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 34
  • 35. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 35
  • 36. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 36
  • 37. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 37
  • 38. 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......5/18/2015 Otto Tawanda Chisiri . all right reserved38
  • 39. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 39
  • 40. 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 5/18/2015 Otto Tawanda Chisiri . all right reserved 40
  • 41. HR and TM HUMAN RESOURCES MANAGEMENT TALENT MANAGEMENT  Broad Scope (entire employees)  Emphasize egalitarianism  Focus on administrative functions  Transactional  Focus on systems with silo approach  Focus on segmentation (key group of core employees and key positions)  Focus on potential people  Focus on the attraction, development and retention of talent  Focus on integratation of HR systems 5/18/201541
  • 42. 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? 5/18/2015 Otto Tawanda Chisiri . all right reserved 42
  • 43. TATENDA THANK YOU & CONCLUSION 5/18/2015 Otto Tawanda Chisiri . all right reserved 43