Talent Management 2 (1)

8/3/2019 Talent Management 2 (1)

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Creating Talent Management system for

Org. excellence



S even HR conditions to be met

1.Performance oriented culture2.Low turnover 3.High level of employee satisfaction

4.A cadre of qualified replacements5.Effective investment in employee compensation

and development6.Use of institutional competencies in employee

selection7.Performance evaluation process



Su ccessf u l companies artic u lateon three ou tcomes

1.Identification , selection, development andretention of Superkeepers

2.Identification and development of qualified

replacements3.Classifications of and investment in each

employee Superkeepers

Keepers Solid Citizens Misfits



Organizations failed d u e to

Unlinking/incoherence of Performance appraisals Assessment of potential

Competency evaluation Career planning Replacement planning Training and development

Selection



Talent Reservoir

Its goal is to build pool of highly talented peoplecapable of supporting current and future org.goals.

Major components:1.Designing and building Talent Reservoir

solution2.Capturing Talent Reservoir solution in software

package3.Implementing Talent Reservoir solution



Designing and bu ilding Talent Reservoir sol u tion

Step I- Talent Reservoir team is made.Consists of HR manager, consultants, CEO, staff etc.

Step II- Collect info. on org. structure, companyvalues, employee demographics, business plans,policies, annual reports, survey, culturedescription, training and development.



Step III- development of assessment toolsI. Performance AppraisalII. Potential Forecast

III. Measurement Scales for Performance andPotential [5 point]IV. Core/institutional Competencies-behavioral/skill expectations that are crucial to

success of each employee and org.



Most org. use to 9 to 11 competencies in itsTalent Reservoir process.Nine Core/institutional Competencies are:

1.Action orientation2.Communications3.Creativity and innovation4.Critical judgment



5. Customer orientation6. Interpersonal skills7. Leadership

8. Teamwork9. Technical/functional expertise



V. Mapping and weighing competencies-provide clarity and specificity to competencydefinition.

Numerical weights can be assigned to eachcompetency.

All jobs can be evaluated in terms of competencies and weights and develop a

complete score for job.



Methods of mapping and weighing process

1.No maps, glossaries or weights are used.Rating scales for performance is applied.

2.A glossary of behavior is used as supplement

to competency3.Maps and weights are used to refine

comparisons of employee behavior with specificexpectations for current and future jobs



³People behave as they are measured´VI. Talent development approach- once allcompetencies are finalized they serve as DNA for

Talent Reservoir solution.VII. Human resource planning- set guideline tointerpret and act upon.



F ive major sit u ational classes tobe addressed in HR planning

1.Surplus2.Voids3.Blockages

4.Problem employees5.SuperkeepersMost HR plans are complex , Talent Reservoir team must develop guidelines for assisting

managers in interpreting and managing problems



VIII. Segmenting Talent reservoir- talentmanagement grid is used to segment talent poolin each employee classification.

IX. Employee and Job demographics- Employee name Title/designation Date of hire

Date in current position



Retirement dateOrg. Must collect titles of all current & projectedposition and list them in directory. They represent

sum total of career opportunities available andpotentially available to employees.



Capt u ring Talent Reservoir sol u tion in software package

After data collection it is codified in writing andcontained in manual . Then inputting theinformation into computer system.

Microsoft Access



I mplementing Talent Reservoir

sol u tion Managers and employees gathers data on org.

competencies. After meeting with theemployee, supervisor take assessment of each

incumbent and prepare first draft of talentmanagement plan.

Creating Talent Reservoir Plan: a) supervisor is accountable for final assessment and

recommendation.



b) TM program formally begins when supervisor adds replacement and career planning data toemployee assessment previously developed.

c) After entering all data series of specialityreports are developed like;

Bench strength report Replacement summary

Core competency report



d) comprehensive plan is developed for wholeorg.

e) Once complete plan is developed all

managers are made aware of the variouschanges and develop suitable action plan todevelop them.



Concl u sion

Through TM programs:1.Identification and creation of career paths,

development and reward plans for

superkeepers. This will ensure high quality rolemodels.

2.Identifying key positions and associated voidsare immediately addressed. This will ensure

continuity.



3. Segmenting of talent pool in each investmentcategory of (superkeeper, keeper, solid citizenand misfit) and managing investment in each

category.

Talent Management 2 (1)

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