A talented way to manage talent by Toronto Training and HR February 2012
A talented way to manage talent February 2012
Oct 21, 2014
Half day open training event held in Toronto, Canada.
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A talented way to manage talent
by Toronto Training and HR
February 2012
Contents
3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Reasons why career management is important 9-10 Principles for talent masters11-13 Workforce analytics14-15 An integrated and inclusive career and talent management system16-17 Promoting self-managed career development18-19 Areas needing attention20-21 Levers to pull22-24 Development centres25-26 Key talent27-28 Spotting talented leaders29-30 Secrets for spotting talent31-33 Linking talent management with business goals34-35 Talent management interventions36-37 Making talent management work38-39 Not for profit sector talent management 40-42 Career questions43-46 Additional questions to ask47-50 Case studies51-52 Drill53-54 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definitions
Page 6
DefinitionsTalentTalent management
High potentialsKey talent
Page 7
Reasons why career management is
important
Page 8
Reasons why career management is important
Growing future leaders and specialistsResourcing and redeploymentImproving organizational performanceBoosting employee engagementAttracting and retaining high quality employees
Page 9
Principles for talent masters
Page 10
Principles for talent mastersA leadership team that gets it-beginning with the CEOExplicitly defined and articulated valuesA culture of trust and candourA goals and results orientationAn understanding that differentiation breeds meritocracy and sameness breeds mediocrityA rigorous approach to talent managementA business partnership with HRContinuous learning and improvement
Page 11
Workforce analytics
Page 12
Workforce analytics 1 of 2REASONS FOR LACKING WORKFORCE ANALYTIC INSIGHTDefining the required knowledge and skills to execute the business strategyRetaining valuable talentDeveloping career plans and succession plans
Page 13
Workforce analytics 2 of 2MAXIMIZING WORKFORCE ANALYTICSDefine workforce challengesEnsure consistency in data collectionDefine a common workforce analytics platformMake the platform easy to useEnhance HR analytic capacity
Page 14
An integrated and inclusive career and talent management
system
Page 15
An integrated and inclusive career and talent management
system Consult to gain understanding and supportEnsure an integrated and inclusive talent and career development strategyCommunicate widelyIdentify the talent poolsUse effective and efficient practices and methodsMonitor and adaptMeasure and evaluate impact
Page 16
Promoting self-managed career
development
Page 17
Promoting self-managed career development
Raise awareness of the centrality of self-development to the effective operation of the organization’s talent and career management systemEnsure an effective personal development planning processFocus on learning styles and skillsResource the self-development process
Page 18
Areas needing attention
Page 19
Areas needing attentionTalent management strategyLeadership capabilityEngagement, enablement and productivity
Page 20
Levers to pull
Page 21
Levers to pull
Promoting innovation, growth and breakthroughs in performanceLinking talent management to business strategy Pay and prospectsCommunicationAwardsCorporate social responsibility Learning and developmentGender balance and diversity
Page 22
Development centres
Page 23
Development centres 1 of 2
WHEN COMBINED WITH PSYCHOMETRIC TESTS WITH FEEDBACK AND CAREER REVIEWFocus on the future as much as the past and the presentPromote reflection and insight as well as measurement of skills and competenciesProvide two-way collaborative processes Transparent, with participants able to see clear evidence for assessments
Page 24
Development centres 2 of 2
WHEN COMBINED WITH PSYCHOMETRIC TESTS WITH FEEDBACK AND CAREER REVIEWRealistic, not only on account of the methodology used but also because managers were involved as assessors and because of the focus on the actual career criteria and activities used in the organization
Page 25
Key talent
Page 26
Key talentThey won’t stay stillThey’re always looking for the next thingTheir values are importantThey want flexibilityThey need room to grow and change with challenges to meetThey are specialForeign lands are attractiveThey are rare
Page 27
Spotting talented leaders
Page 28
Spotting talented leadersGive individuals the opportunity to performMake it a level playing fieldGive constructive and effective feedbackProvide people with a compelling vision of the futureBe open and honest about their potential
Page 29
Secrets for spotting talent
Page 30
Secrets for spotting talent
Simplify your searchTrust your own experienceAre they smart enough?Make them think on their feetWhen interviewing, delve don’t glideDon’t fear the oddballCan they listen? Can you?Have the courage to ask: ‘What can go right?’
Page 31
Linking talent management with
business goals
Page 32
Linking talent management with business goals 1 of 2
PROCESSESSourcing critical skills to meet short- and long-term business goalsBuilding a high-performance workplaceStrengthening the organization’s performance and its ability to competeProviding a framework for recruiting and developing talent
Page 33
Linking talent management with business goals 2 of 2
PROCESSESEncouraging a learning organization that constantly adaptsEnhancing the organization’s brand by becoming an employer of choice
Page 34
Talent management interventions
Page 35
Talent management interventions
Promote the process and generate a supportive environmentBoost employee engagementTreat each employee as an individualIdentify and develop new leaders
Page 36
Making talent management work
Page 37
Making talent management work
Decide what your organization’s talent needs are – now and in the future Hire only the bestWho should we develop?Seek opportunities to develop talentEncourage openness and transparencyUse line managers as talent ambassadors
Page 38
Not for profit sector talent management
Page 39
Not for profit sector talent management
Don’t assume that, because your organization is a not for profit, the best practices for managing talent are out of reachEngage your board and senior leaders in talent-management discussions - you may be surprised by their level of engagement Focus on the outcomes you hope to achieve – not the tools or systems you feel are needed
Page 40
Career questions
Page 41
Career questions 1 of 2
QUESTIONS ASKED THROUGHOUT THE CAREERWho am I (in terms of abilities and potential)?How am I viewed by others?What are my career options?How can I achieve my career goals?
Page 42
Career questions 2 of 2
KEY TRANSITION POINTSThe first point at which, when working in an organization, career opportunities become accessibleThe plateau reached when little if any further upward career movement is likelyThe approach to exiting the organization
Page 43
Additional questions to ask
Page 44
Additional questions to ask 1 of 3
Am I clear about what I mean by talent?Does my view of talent fit with how the rest of the organization views it?Do I know the main boundaries of my talent management role?How exactly can professional and specialist staff assist me in managing talent?
Page 45
Additional questions to ask 2 of 3
In managing talent, what key features of the external environment do I need to take into account?Is our talent pipeline working well and what might be making it more effective?How do my talent management practices compare with others in my organization?
Page 46
Additional questions to ask 3 of 3
What tools can I use to identify the right talent, assess potential and promote employee engagement?How do I measure the success of my talent management?How could I help make us an employer of choice?Are my mentoring and coaching skills adequate for enhancing performance?Do I take my Gen Ys seriously and am I fully engaging them?
Page 47
Case study A
Page 48
Case study A
Page 49
Case study B
Page 50
Case study B
Page 51
Drill
Page 52
Drill
Page 53
Conclusion and questions
Page 54
Conclusion and questions
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