The document discusses objectives, essentials, elements and strategies of talent management. It aims to capture and retain talent, identify challenges, and establish trends. Talent management involves identifying and developing potential in people through a supportive culture. Key elements include resourcing, attraction, retention, performance management and learning. Strategies center around acquiring, developing and retaining top talent through internal and external approaches.

3. Objectives of Talent Management
 Capture the right talent and convert it
 Identify various upcoming challenges of talent
management
 Establish upcoming trends in talent management.
 Identify the ways to retain the best talent.

4. Essentials of Talent Management
 Activity of identifying, realizing, and guiding untapped
potential in people.
 Nurturing and developing of people
 Involves individual and organization development
 Supportive people oriented organizational culture.
 Deliberate approach undertaken

5. THE ELEMENTS OF TALENT
MANAGEMENT
 The resourcing strategy
 Attraction and retention policies and programmes
 Talent audit
 Role development
 Talent relationship management
 Performance management
 Total reward
 Learning and development
 Career management

6. CHARACTERSTICS OF HR AND TM PROCESS
HR process TM Process
Goals Greater efficiency , Better management of people to
obedience achieve strategic business goals
Metrics Shorter time to hire , lower Higher quality hires , stronger
cost to fill, higher leadership pipeline
percentage of employees
reviewed
Benefits More efficient HR Better business performance
performance
Users HR professionals / power Business managers , HR
users professionals
Decision Makers HR specialist HR specialist, senior executives,
business managers,

7. TALENT MANAGEMENT PROCESS
Clarifying
Expectations
Feedback
Coaching
Appraisal of
Talent Usage

8. ATTRACTION STRATEGIES
 Employer branding
 Employer of choice
 Targeted recruitment and selection

9. RETENTION STRATEGIES
 Factors affecting retention
 Risk analysis
 Analysis of reasons for leaving
 Areas for action

11. TALENT ACQUISITION STRATERGIES

12. INTERNAL STRATERGIES

13. EXTERNAL STRATERGIES

15. Components to Talent Management
 Strategic Plan
 Competencies Required
 Talent Inventory
 Succession Plan
 Recruitment Plan
 Development Plan

16. Successful Talent Management
 Senior management’s support
 Readiness
 Ability to link people and processes
 Understandable
 Evaluation and review

17. Talent Management
Phase 1 Phase 2 Phase 3
Talent Inventory Succession Development
Planning Planning
Identify needed Identify successors Job Rotation
competencies to key positions
Identify key Identify Development
positions competency gaps assignments
Identify high Develop Formal training
potential recruitment plans
employees
Mentoring
Leadership
Development

18. Talent Inventory
Individual Talent Assessment
 Work history
 Special Contributions
 Major Accomplishments
 Key Attributes / Strengths / Special Skills
 Aspirations
 Development

19. Development Planning

22. POSSIBLE SOLUTIONS

23. Ways To Manage Talent
 Connecting corporate strategy with the quantity and quality
of leadership required to execute it.
 Driving leader’s accountability for the cultural strategies that
support business goals.
 Identifying those individuals with the highest leadership
potential across the organization early in their careers.
 Assessing high-potential talent against a holistic and future-
facing definition of leadership
 Accelerating the development of high-potential talent and
improving the quality of executive leadership
 Enhancing the focus on growing better leaders at all levels
from first line upwards

24. Talent Management
should be about…
 Enabling employees to deliver business success
 Ability to direct the positive energy of people to the right areas.
 How it will achieve the specific goals of the organisation
 Valuing the natural talents and aspirations of the employees
 Understanding what blockages can spoil all the hard work
 Operating people processes that join together with one another and
with the business’s goals
 Understanding how to manage people for alignment as well as
ability

26.  Start with the end in mind—talent strategy
must be tightly aligned with business
strategy
 Talent management professionals need to
move from a seat at the table to setting the
table
 One must know what one is looking for—the
role of Success Profiles
 The talent pipeline is only as strong as its
weakest link

27.  Talent Management is not a democracy
 Potential, performance and readiness are
not the same thing
 Talent management is all about putting the
right people in the right jobs
 Talent management is more about the
“hows” than the “whats.”
 Software does not equal talent
management

28.  Job Stretch and Mobility
 Freedom and Stimulation
 Deep Immersion
 Teaching and Coaching
 Diversity of Talents and Personalities
 Horizontal Growth Paths

29. DDI’s Talent Management Model

31.  Tackling Talent Shortages
 Managing Talent and Improving Leadership Development
Category 1: Developing and Retaining the Best Employees
Category 2: Anticipating Change
Category 3: Enabling the Organization
 Mastering the Fundamentals of HR
 Sustainability and Corporate Social Responsibility

32. HOW CAN HR TACKLE THESE CHALLENGES?
 Focus on Managing Talent
3. Analyze the age of their workforce down to the job-function level
4. Develop plans for individual career management
5. Develop plans for knowledge management for the firm
6. Encourage lifelong learning to renew skills and keep them update
7. Develop a better understanding of staffing needs and trends, and
develop tools to acquire, develop, retain and reward talent based on
workforce demands
8. Grow comfortable in a global world with geographically dispersed
workforce

33. Role of HR in Talent Management
 Executing talent management strategy
 Being custodians of the talent
management process
 Providing guidance and fresh thinking
about talent management programs

34. Talent Management Helps in
Increasing Reducing
 Employee  Employee
satisfaction turnover
 Worker
 Time to ramp
new hires
productivity
 Learning
effectiveness

35. Executing Talent Management
Strategies through People, Process
and Technology

36. People
 From  To
 HR owned  Business-owned
function/ process strategy that the
HR Business
 Siloed HR partner develops
functions based on
process  Unified talent
organization
 Limited by of HR models
competencies,
history &  Capability to
assumptions manage talent

37. Processes
 From  To
 Siloed &  Unified & fluid
integrated
 Enables different
 Peanut butter strategies for “All
approach same & Few”
for everyone

38. Technology
 From  To
 Modules  Unified & fluid
 Process support  Business decision
support
 Developed to serve HR
 Developed to
serve the
business and
employees

39. Conclusion
 “Talent Management” has
become one of the most
important buzzwords in
Corporate HR and Training
today.
..at any one time 59% of
employees will be
open to working
elsewhere

40. THANK YOU!!!
 Neha Taneja
 Pallavi Singhvi
 Swati Pasricha
 Siloni Sangra
 Bhavisha Sharma
 Lovleen Bhola
 Nidhi Bhandari