talent management人才管理.ppt

TALENT MANAGEMENT BA 509,Buket Akyel,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,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,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.,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),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,Talent Management Model,There are different approaches to talent management in organizations A successful TM model has to link TM creed (culture, values, expectations) with TM strategy and 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.,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,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),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),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),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,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,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,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 continu。