Chapter 5-6 TM

8/9/2019 Chapter 5-6 TM

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Developing TM system

Talent Developmental Method

The Talent Myth

The Talent Value Chain

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Illustrative Developmental Method

On the job coaching and mentoring

Staff meeting on current problems

Job rotation

Emergency fill-in assignments

Special one person projects

Task force assignment

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Illustrative Developmental Method(contd...)

Company Educational courses including e-learning

Courses outside the company (includes e-

learning) Guided Reading

Teaching Educational courses

Assistance from counselor or psychologist

Extracurricular Activity

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Representative corecompetencies

Action orientation

Communication

Creativity and innovation

Critical judgement

Customer orientation

Interpersonal skill Leadership

Teamwork

Technical and functional expertise

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Human Resource Planning

Surpluses (more replacement for oneemployee

Voids (No replacement: Watch for significant

position) Blockages (No promotion)

Problem employee not meeting expectations

Superkeepers: whose performance isexceptional and do more than anybody else

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Talent Myth

Talent is in many people but it may not get apush; hidden talent needs to be explored

Talent identification is during early childhood

Talent still is controversial between heredityand environment

Talent has different interpretation, value and

significance in different occupations Talent is like ”milk with an expiry date”

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Factors nurturing talent

This requires total reward workforce Deal

Individual Growth

Compelling Future

Positive Workplace

Total Pay

M ' ”T l Ki ” f

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Manager's ”Tool Kit” for Superkeepers

Tool # 1 Know Talent /Reward strategies

Tool # 2 Keep Talent alligned with Goals

Tool # 3 Deliver the Scarce-Talent Message

Tool # 4 Make Superkeeper Career Plan

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Soul searching on Talent myth

”Employees are the key and force behind everysuccess. We have formed a task force to lookinto and champion employee”

- S Gopalakrishnan, CEO of Infosys (Yahoonews 12th March, 2010

Infosys: 9 hours per day presence, attrition11.6%, Two exams required for promotion, I-Race for promotion. All these factors arecreating a resentment in employees

Retaining them becomes essential and CEO is

sensitive to this.

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Useful tips in TM

Delegate the task to the right kind of person;One who has aptitude and knack for that work

Give your superiors regular feedback reports

Concentrate more on your people rather thantasks to be done

Make people completely responsible for their

work

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The Talent Value Chain

It is all about value added process in anorganization

Managers expects each individual to put in

something useful and positive in the processfrom entire production to selling process

”Talent Tracks” positions in companies rather than tenure track positions

Employees who sell/provide good ideas winothers and get a coveted place in organization

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Talent breeds Innovation

Imagination + Knowledge = Innovation

”Imagination is more powerful than knowledge”Einstein

Imagination has to cultivated while knowledgecan be acquired from books and other sources

Every innovation starts in someone's

imagination Develop an ”Idea Bank” for your company

which should be futuristic in its goals & mission

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Unique examples

Walt Disney: Disneyland is the livingmonument of imgination across all cultures

Henry Ford: Imagination with knowledge while

making motor cars even when there were nopaved highways

Bill Gates: Every family will need a PC;Computers will do micro-surgery in next 20years (Futuristic estimates)

Michael Dell: changing the entire startegy of marketing by directly daeling with customer

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FIVE links in Idea-Talent Chain

Anticipation

Articulation

Acceptance

Action

Leverage

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Five ways to create values

Make sure your idea is unique, authentic andgenuine and put it to test

Expose the idea to the right people and involve

those people intensely (Idea Bank) Ensure that all information is adequate,

accurate and free flowing at all levels

Provide the right resources to the peopleinvolved

Expect something unexpected; Many failures,surprises, and setbacks will come, so learn

from these

Chapter 5-6 TM

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