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1、TALENT MANAGEMENTBA 509Buket Akyel 1What is Talent Management?The purpose of TM is to ensure that the right supply of talented workforce is ready to realize the strategic goals of the organization both today and in the future Organizations efforts to attract, select, develop, and retain key talented
2、 employees in key strategic positions. Talent management includes a series of integrated systems of recruiting, performance management, maximizing employee potential, managing their strengths and developing retaining people with desired skills and aptitude 2Talent ManagementnTM introduced by Mc Kins
3、ey consultants, late 1990snTM is identified as the critical success factor in corporate worldnTM focuses on qdifferentiated performance: A, B, C players influencing company performance and successqidentifying key positions in the organization! Surveys show that firms recognize the importance of tale
4、nt management but they lack the competence required to manage it effectively3What is Talent?According to McKinsey; talent is the sum of na persons abilities, nhis or her intrinsic gifts, nskills, knowledge, experience , nintelligence, njudgment, attitude, character, drive, nhis or her ability to lea
5、rn and grow.4Who are Talented People?nThey regularly demonstrate exceptional ability and achievement over a range of activitiesnThey have transferable high competencenThey are high impact people who can deal with complexity (Robertson, Abbey 2003)5Why Organizations Need Talent Development?nTo compet
6、e effectively in a complex and dynamic environment to achieve sustainable growth nTo develop leaders for tomorrow from within an organizationnTo maximize employee performance as a unique source of competitive advantage nTo empower employees:Cut down on high turnover ratesReduce the cost of constantl
7、y hiring new people to train6Talent Management ModelnThere are different approaches to talent management in organizationsnA successful TM model has to link1.TM creed (culture, values, expectations) with2.TM strategy and 3.TM system. (Lance and Dorothy Berger, 2011)The values, expectations and elemen
8、ts of qthe desired culture and qthe business excellence should be embedded in HR systems as selection criteria, competency definitions, performance and promotion criteria and development processes. 7The Talent Creedn“A TM creed is the set of core principles, values and mutual expectations that guide
9、 the behavior of an institution and its people”nIt describes in general terms what types of people are expected to work in the organization and what type of a culture is desired to achieve success 8The Talent StrategyDescribes what type of people the organization will invest in and how it will be do
10、neBesides the specific elements of their creed, the talent strategy of all high performing organizations should have these directives:1)Identify key positions in the organization (not more than 20, 30 %)2)Assess your employees and identify the high performers (classify according to their current and
11、 future potential)3)Retain key position backups4)Make appropriate investments (select, train, develop, reward) 9Assessing the EmployeesSuperkeepers- greatly exceed expectations (3-5%)Keepers exceed expectations (20 %)Solid citizens- meet expectations (75 %)Misfits- below expectations (2-3 %)(Berger
12、and Berger, 2011)10Allocating Investments in People Superkeepers- receive about 5 % of all the resouces; need very high recognition, compensate much more than the pay market, promote very rapidlyKeepers receive about 25 % of all the resources, need high recognition, compensate more than the pay mark
13、et, promote rapidlySolid citizens- receive about 68 % of all the resources, need recognition, compensate at the market level or just aboveMisfits- receive about 2 % of all the resources for some, compensate at below market average(Berger and Berger, 2011)11Talent Management SystemImplementation prog
14、ram of the talent strategy which has a set of processes and procedures(1) assessment tools (2) multi-rater assessment(3) diagnostic tools(4) monitoring processesIf the management is not willing to use assessment in their organizations they cant do talent management 12Assessment Tools for TMThe five
15、assessment tools should be linked to ensure that each assessment is consistent with the four other evaluationsnCompetency AssessmentnPerformance AppraisalnPotential ForecastnSuccession PlanningnCareer Planning13Multi-Rater AssessmentnEmployee. The owner of the career plan that is aligned with the su
16、ccession plannBoss. The primary assessor nBosss boss. The key link in the vertical succession and career plannBosss peer group. Source of potential new assignments in the same or other function14Diagnostic ToolsSuperkeeperTM reservoir. SuperkeepersTM are employees whose performance greatly exceeds e
17、xpectations, who inspire others to greatly exceed expectations, and who embody institutional competencies. Keeper Key position backups. The “insurance policies” that ensure organization continuity. Every key position should have at least one backup at the “Keeper” (exceed job expectations) level.Sur
18、pluses. Positions with more than one replacement for an incumbent. While ostensibly a positive result of the talent management process, it can be a potential source of turnover and morale problems if the replacements are blocked by a non-promotable incumbent and/or there is no realistic way most of
19、the promotable replacements can advance.Voids. Positions without a qualified backup. Determine whether it will transfer someone from the surplus pool, develop alternative candidates, or recruit externally.Blockages. Non-promotable incumbents standing in the path of one or more high-potential or prom
20、otable employees.Problem employees. Those not meeting job expectations (measured achievement or competency proficiency). Give opportunity to improve, receive remedial action, or be terminated. The time frame should be no longer than six months.(Lance and Dorothy Berger, 2011)15Monitoring ProcessesEv
21、aluate the results of talent management system on a regular basis for quality, timeliness and credibility16What is competency?Competencies are the core elements of talent management practicesThey are the demonstrableemonstrable and measurable knowledge, skills, behaviors, personal characteristics th
22、at are associated with or predictive of excellent excellent job performance.ExamplesqAdaptability, teamwork, decision making, customer orientation, leadership, innovation etc. 17Competencies and DefinitionsAction OrientationTargets and achieve results,overcomes obstacles, accepts responsibility, cre
23、ates a results-oriented environment. Interpersonal SkillEffectively and productively engages with others and establishes trust, credibility, and confidence with themCreativity/InnovationGenerates novel ideas and develops or improves existing and new systems that challenge the status quo, takes risks
24、, and encourage innovationTeamworkKnows when and how to attract, develop, reward, be part of, and utilize teams to optimize results. Acts to build trust, inspire enthusiasm, encourage others, and help resolve conflicts and develop consensus in supporting higperformance teams(Berger and Berger, 2011)
25、18Why Competencies?The challenge is to identify which competencies the organization expects to see in their peopleThe starting point of the model is the creed (values, principles, expectations) and the business strategiesThrough a competency model the organization sends a consistent message to the w
26、orkforce about “what it takes” to be successful in the jobHelps employees understand what helps drive successful performanceThe Competency Model approach focuses on the “How” of the job. Competency model is behavioral rather than functional, focuses on the people rather than jobsCompetency models ar
27、e outcome driven rather than activities (Job descriptions focus on activities, competencies focus on outcomes)Integrates HR strategy with business strategy both focus on outcomes19Why Competencies?The competency model serves as the foundation upon which all workforce processes are built. Competencie
28、s promote alignment of talent management systems by creating a common language that enables these systems to talk with each other! That is, results of one TM system is used as the input data for the following TM system.20The Competency ModelnThe Competency Model identifies usually three groups of co
29、mpetencies:qCore competencies for the entire organization to shape the organizational capabilities and culture required to achieve the strategic goals(5 or 6)qLeadership competencies for the management teams of various levels for selection, career planning and developmentqFunctional (technical)compe
30、tencies (specific for each job family)21Developing a Competency ModelUse commonly available “ready to use” models with small adjustments for your organizationDevelop own competency model with help of consultantsBehavioral Benchmarking compare superior performers with other best people in the organiz
31、ation and in other benchmark companies22Developing Organizations Own Competency ModelOverview of current tasks and responsibilitiesCome to agreement about what successful “outcome driven” performance looks likeReview of competency library and selection of “must haves” for the positionRank top compet
32、encies as demonstrated by exemplary (superior) performersIdentify of those competencies that align with the vision, mission and strategic plan of the organizationVerify the competencies with a larger sample of the organization23Choosing CompetenciesBefore choosing competencies in an organization fol
33、lowing requirements must have been completed: nEstablishment of vision, mission, values nStrategic business goalsnIdentification of the tasks, responsibilities and outcomes expected from each positionnIdentification of the superior (exemplary) performersnSatisfactory competency library24Talent Manag
34、ementTALENT=COMPETENCE+COMMITMENT+CONTRIBUTIONnBeing competent is not only enough to be a talentnThe competent person should be committed to the causes and goals of the organizationnAnd should be able and willing to contribute to the success of the organizationSo, developing your talent is not enoug
35、h, the organizations need to take all the measures to motivate, reward their talent pool to gain their commitment and contribution. Retention is also essential to gaurantee future alignment of the talent with the right key positions25Talent Management Model26Talent Management ModelnExpectations for
36、the future. Businesses should identify qJob rolesqSpesific objectivesqCompetenciesnCapabilities to meet the expectationsnWork environmentqManagerial supportqRewards and recognitionqRemoving barriersnFeedback systems needed to qFocusqTo keep on trackqDevelop27Talent Management Cycle28Talent Managemen
37、t ProcessOrganization Analysis-Job descriptions-Job spesificationsAssessing the EmloyeesABCDPotentialCandidatesPerformance EvaluationBuss. ResultsPersonal DevelopmentActivitiesCareerCommitteesPotancial CandidatesandSuccession ListsApproval of theLists AnalysisAssessmentDevelopmentTalent DevelopmentP
38、rogramsJanuary - MarchAprilMay on.Assessment Tools29Structure of a Talent Management ProgramnBuilding Block 1: Identification and assessment of competenciesnBuilding Block 2: Performance appraisalsnBuilding Block 3: Succession and career planning nDevelopment of talent (coaching, mentoring, training
39、)nLinking compensation with the program (reward and motivate)nTargeting culture as an important driver of TM programs nSecure senior executives commitment to make the talent management model worknEvaluate the results of talent management system on a regular basis30Integrated Functions of TMnPerforma
40、nce appraisals, assessments of potential, competency evaluations, career planning, and replacement planning (the core elements of talent management) should be linked to each other. nStand alone functions are destined to end with failure31HR and TMHUMAN RESOURCES MANAGEMENTTALENT MANAGEMENTo Broad Sc
41、ope (entire employees)o Emphasize egalitarianismoFocus on administrative functionsoTransactionaloFocus on systems with silo approachoFocus on segmentation (key group of core employees and key positions)o Focus on potential people oFocus on the attraction, development and retention of talentoFocus on integratation of HR systems32Classwork and/or HomeworknPrepare a list of 5 competencies for your own position. Explain why you choose these competencies and what do they include behaviorally?33
