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1、Strategic Workforce PlanningSession 4Talent ManagementTalent Management FrameworkPurpose of TMTM ToolsTM ProcessesKey Elements of TMTM PrinciplesDefinition of TM BENEFITS OF TALENT MANAGEMENTDrivers of talent attraction and retentionMc Kinsey Study The War for TalentIt will become increasingly diffi
2、cult to attract and retain they best talentSupply of talent shrinking and more elusiveSupply of tomorrows leaders decliningTalent more mobile across companiesGreater competition for “best” talentMore sophisticated skills required for leading growth, globalization, and technological changeCompanies w
3、aking up to their talent gap and vying to upgrade their talentSmall companies increasingly attractiveTalent Management FrameworkPurpose of TMTM ToolsTM ProcessesKey Elements of TMTM PrinciplesDefinition of TM BENEFITS OF TALENT MANAGEMENTTalented People?oTalented people are those expected, by their
4、managers, to produce superior performance both now and in the futureoThey achieve this through application of their knowledge, skills and creativity while demanding personal growth with or without the support of the broader organisation. o“Talented individuals are mobile monopolies with global passp
5、orts.” (Karaoke Capitalism Ridderstrale & Nordstrom)oSome lack knowledge and skills but are talented, the challenge is to spot this Talent Management FrameworkPurpose of TMTM ToolsTM ProcessesKey Elements of TMTM PrinciplesDefinition of TM BENEFITS OF TALENT MANAGEMENTTalent Management PrinciplesOut
6、comesInputsTalent Management FrameworkPurpose of TMTM ToolsTM ProcessesKey Elements of TMTM PrinciplesDefinition of TM BENEFITS OF TALENT MANAGEMENTKey Elements of Talent ManagementReviewTalent Management FrameworkPurpose of TMTM ToolsTM ProcessesKey Elements of TMTM PrinciplesDefinition of TM BENEF
7、ITS OF TALENT MANAGEMENTTalent Management ProcessesManaging TalentBusiness ResultsTalent Management ProcessesTalent Management ProcessesTalent Management ProcessesBusiness ResultsManaging TalentTalent Management ProcessesTalent Management ProcessesBusiness ResultsManaging TalentTalent Management Pro
8、cessesAS ISTO BE Managing TalentManaging TalentManaging TalentShaping Talent PoolsManaging TalentBusiness ResultsTalent Management FrameworkPurpose of TMTM ToolsTM ProcessesKey Elements of TMTM PrinciplesDefinition of TM BENEFITS OF TALENT MANAGEMENTTalent Management ToolsThe Talent Management Matri
9、xPotential369258147HighMediumLowUnder-performingGoodStrongPerformanceTalent Management MatrixTotal CompensationKeep well ahead (25%) of market. Grant long-term incentives.RetentionAssign a member of top management to monitor satisfaction and engagement.EngagementAssign to key committees, teams, netw
10、orks; special invitations to meetings; provide opportunities to represent G-P in community and industry forums.ExposureArrange exposure to significant and relevant senior management/board members, Executive Development programs.AssessmentProvide complete continuous assessment, evaluation and feedbac
11、k alternatives.CoachMake coaches available for key skill development.MentorAssign a senior level mentor.AssignmentMove aggressively through a series of targeted, challenging, diverse and broadening jobs every 24-36 months.DevelopmentUse challenging jobs to enhance current skills and develop others.
12、Consider as candidate for G-P sponsored graduate or executive development programs.Illustrative Example - 9The CLC Four LensesIndividual Exercises “How good are we at managing talent?” “Options for addressing strategic talent management issues” Please complete they questionnaires in your file Scorin
13、g De-briefingCONVERSATION TOPIC #1“Start by paying me a decent, market-related salary.or perhaps a little bit more. We can then focus on the other things that really matter.”What drives retention of talent?CONVERSATION TOPIC #2“ I want to have absolute clarity of what the Company can provide before
14、I commit “The psychological contractCONVERSATION TOPIC #3“Freedom and autonomy mean a lot to me. Lets discuss the expected outcomes from the task , but then leave me to get on with it.”Generation gap?CONVERSATION TOPIC #4“ I look at the quality of leadership before a make a decision for a better job
15、, or consider a transfer” Career decisionsCONVERSATION TOPIC #5“Im not too concerned with the rigidities and formalities of performance management systemsI just want to get on with the job. But I thrive on feedback ongoing, honest and sometimes fierce feedback.” Career decisionsCONVERSATION TOPIC #6
16、“Although we dont talk about it much , recognition is a big thing. Recognition through financial reward is great, but non-financial recognition also plays a big role.”Line of sightCONVERSATION TOPIC #7“ I suppose Im a true believer in life-long learning: training and development, coaching and mentor
17、ing all those things mean a lot to me.”Drivers of talent growthCONVERSATION TOPIC #8“ But I regard everyone as talented. I dont like the blue eyed boy syndrome in our organization”Definition and affirmation of talentCONVERSATION TOPIC #9“My passion lies in geology. Yes, Im obsessed with rocks. But,
18、please, I dont want to manage people thats a big turn-off for me. That said, what are my career prospects?”Only management?CONVERSATION TOPIC #10“I know that Im not the cream of the crop.I realize that Im not super-intelligent. However, I am a solid performer and add a lot of value. I am also very l
19、oyal. Dont forget about me.”Balance in organizationsCONVERSATION TOPIC #10oLook after the top talent, but dont forget about the B players.oPossibly the B players are the real stars in the organisation.oThe A players tend to be constantly on the look for greener pastures, and are often very self-cent
20、red.oLike any employees, no matter how secure and grounded, B players need nurturing and recognition.Harvard Business ReviewCONVERSATION TOPIC #11“I look at what the psychometric tests say it is a scientific way for me as a line manager to identify talented people”Assessment and testingCONVERSATION
21、TOPIC #12“I regard myself as a maverick . Some people even call me weird. But I also know that I make a substantial contribution to the company. Allow me to continue to push the boundaries.” Are talented people all mavericks?CONVERSATION TOPIC #13“I want to be developed to my full potential ; I am t
22、he type of person that needs to be stretched. But, to the extent that it is possible, I want to maintain an acceptable work-life balance.”WLB a Company manual entry?CONVERSATION TOPIC #14“Yes, Im 48 and white and male. As you know, I have an excellent track record and still have a lot to offer. Use
23、me, develop me, stretch me.”CONVERSATION TOPIC #15“Im 59 and should be retiring next year. But I am still healthy - mentally, physically and emotionally. Can we not work out a deal where, after retiring, I work for the company two days a week?”1.People First!“When land was the productive asset, nati
24、ons battled over it. The same is happening now for talented people.”Stan Davis & Christopher Meyer, futureWEALTHTalent!Tina Brown: “The first thing is to hire enough talent that a critical mass of excitement starts to grow.”Source: Business2.02. Soft is Hard!3. FUNDAMENTAL PREMISE: We Are in an Age
25、of Talent/Creativity/ Intellectual-capital Added.“Human creativity is the ultimate economic resource.” Richard Florida, The Rise of the Creative Class4. Talent “Excellence” in Every Part of Every Organization.5. P.O.T./ Pursuit Of Talent = OBSESSION.“The leaders of Great Groups love talent and know
26、where to find it. They revel in the talent of others.”Warren Bennis & Patricia Ward Biederman, Organizing Genius6. Talent Masters Understand Talents Intangibles.Visibly energetic/Passionate/Enthusiastic about everything.Engaging/Inspires others. (Inspires the interviewer!)Loves messes & pressure. Im
27、patient/ Action fanatic.A finisher.Exhibits: Fat “WOW Project” Portfolio. (Loves to talk about her work.)Smart.Curious/ Eclectic interests/ A little (or more) weird.Well-developed sense of humor/ Fun to be around. *No. 1 re bosses: Exceptional talent selection & development record. (Former co-worker
28、s: “Did you visibly grow while working with X?” /“How has the department/team grown on a world-class scale during Xs tenure?”)7. HR Is “Cool.”“HR doesnt tend to hire a lot of independent thinkers or people who stand up as moral compasses.” Garold Markle, Shell Offshore HR Exec (FC/08.05)8. There Is
29、an “HR Strategy”/ “HR Vision”“Omnicom very simply is about talent. Its about the acquisition of talent, providing the atmosphere so talent is attracted to it.” John WrenEVP = Challenge, professional growth, respect, satisfaction, opportunity, rewardSource: Ed Michaels et al., The War for Talent 9. T
30、here Is a FORMAL Recruitment Strategy.Cirque du Soleil: Talent (12 full-time scouts, database of 20,000). R&D (40% of profits; 2X avg corp). Controls (shows are profit centers; partners like Disney offset costs; $100M on $500M). Scarcity builds buzz/brand (1 new show per year. “People tell me were l
31、eaving money on the table by not duplicating our shows. Theyre right.” Daniel Lamarre, president).Source: “The Phantasmagoria Factory”/Business 2.0/1-2.200410. HR Strategy = BUSINESS StrategyPeople DepartmentCenter for Talent ExcellenceSeriously Cool People Who Recruit and Develop Seriously Cool PeopleEtc.“In the CEO job you will not use much of what you have learnt here you will be into people. The recruitment of people, the evaluation of peoplethe dealing with people” Jackto the Stanford MBA Class
