Talent Management

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TALENT MANAGEMENT

Prepared By: Zohra Rubab

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Bill Gates once said,

“Take our twenty best people away from us and I can tell you that

Microsoft would be an unimportant company.”

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o Super keepers are a very small group of individuals who have demonstrated superior accomplishments, have inspired others to attain superior accomplishments, and who embody the core competencies and values of the organization.

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Talent Management Assessment Tools

Performance Appraisal

Potential Forecast

Measurement Scales for

Performance and Potential

Core/Institutional Competencies

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1. On-the-job coaching/ mentoring

To develop competencies in some phase of

current job

Covers all employeesWhen the particular

competency is needed for the job

2. Staff meeting on current problems

To develop a sense of participation and sharing of

problems

Covers all employees

When problems arise

3. Job rotationTo broaden

knowledge of unit operations

Plan prepared by managers Focus on Superkeepers and

Keepers

scheduling

Talent Development Approaches

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4. Task forceassignment

To develop ability to lead and participate

in group activitiesCovers all employees As needed

5. Company educational

courses

To develop knowledge applying

to specific areas Covers all employees Continuously

6. Extracurricular activity

To discover and apply principles of leadership

Emphasis on Superkeepers

Activities that have specific objectives for

self-development

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TALENT MANAGEMENT SYSTEM

COMPETENCY BASED MANAGEMENTPrepared By: Zohra Rubab

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What is competency?

• An underlying characteristic of a person/organization which enables to deliver performance in a given job, role or a situation.

Job related competencies

Personal competencies

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Skills

Knowledge

Values

Behavior

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DEVELOPING TALENT MANAGEMENT SYSTEM

Four Step Process

1. List of Organization’s Core competencies & Assessment tools

2. Training & Development solution3. Assessment of Employees’ Core competencies &

“Potential forecast”4. Action Plans

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Step 1: List of our Core competencies

• Targets achieved, Establish standards & responsibilities, Creates result oriented environment

Action Orientation

• Communicates well both verbally & in writing, effective, concise & clear

Communication

• Generate ideas and develop or improves existing & new system

Creativity/ Innovation

Interpersonal Skills • Establish trust, credibility & confidence

Leadership • Motivates, empower, inspire, collaborate

Teamwork • Reward & utilize teams to optimize results, inspire enthusiasm, help resolve conflicts

Technical Expertise • Strong technical proficiencies & knowledge

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Step 2: Training & Development solution

1.Coaching Guide 2.Trainings

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Step 3: Assessment of Employees’ Core competencies & “Potential forecast”

o Substitute organization competencies & definition for the sample competencies.

o (Refer to the step 1 worksheet)

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Step 4: Action Plans

Approaches to Action Plan

Bench Strength Summary

Individual Competency Assessment

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Core Competency Personal Score Current Position Evaluation

Action Orientation 2 Below expectations

Communications 1 Greatly below expectations

Creativity/ Innovations 2 Below expectations

Interpersonal skills 3 Meets expectations

Leadership 3 Meets expectations

Teamwork 3 Meets expectations

Technical/ Functional Expertise

1 Greatly below expectations

Total 20

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Strength & Development Needs

Areas of strength

Areas to be developed

Actions

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Coaching for Retention

Succession Planning

Developing Leadership Through Competencies

Employment Branding Strategies

Strategies for Dealing with Talent Management Issues

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Finding and Hiring Fast-Track Talent

On Campus recruitment

Launching Internship Program

Inviting applicants for on spot assessment

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Using A Talent Management Model for Selection

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