• Enhancing the attraction, longterm development, and retention of key human resources to maximize performance.
1

Nature Of Talent Management
Creating and maintaining an organizational culture that values people
Key Areas of Talent
Management
Identifying future needs and developing individuals to fill those needs
Establishing ways to conduct and manage activities to support talent development
Developing a pool of talented people who can supply future job needs
2

• HR Planning
• Recruiting
• Selection
• Training
• Career & Succession Planning
• Performance Mgmt
• Retention
3

Effective Talent Management
4

Careers and Career Planning
• Career
• Series of work-related positions a person occupies through life.
• Career Paths
• Employees’ movements through opportunities over time .
5

Careers and Career Planning
• Org-Centered Career Planning
• Identifying career paths that provide for logical progression of people in jobs in the organization.
• Individual-Centered Career
Planning
• Focuses on an individual’s career interests rather than on org. needs.
6

Organizational and Individual Career
Planning Perspectives
7

• Self-Assessment
• Feedback
• Setting career goals
8

• Interests
• Self-image
• Personality
• Background
• Family
• Education
9

General Career Periods
10

Portable Career Path
11

• Minimizing entry shock for new employees
• Orientation/Socialization
• Supervisor
• Time
• Realistic Job Preview
12

Technical and
Professional Workers
Dual Career Ladders
Women and Careers
Sequencing
Glass Ceiling
Special
Individual
Career
Issues
Global Career Concerns
Repatriation
Global Development
Dual-Career Couples
Family vs.Career
Relocation
13

• Development
• Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work).
• Developing Specific
Capabilities/Competencies
•
•
Lifelong learning
Redevelopment
14

Development vs. Training
15

HR Development Approaches
16

Possible Means for Developing Employees in a Learning Organization
17

Management Lessons Learned from Job
Experience
18

Supervisor
Development
Executive
Education
Management
Mentoring
Management
Development
Methods
Leadership
Development
Management
Modeling
Management
Coaching
19

Stages in Management Mentoring
Relationships
20

Problems with Management
Development Efforts
Failing to conduct an adequate needs analysis
Common
Problems in
Management
Development
Trying out fad programs or training methods
Failing to address organizational factors that result in encapsulated development
Substituting training instead of selecting qualified individuals
21

Succession
Planning
Process
22

Identifying development needs of the workforce
Assisting in identifying needed future job skills
Noting employees who might fill future positions
Communicating the succession planning process to employees
Tracing and regularly updating succession plan efforts
Succession
Planning
23

• Supply of employees to fill future key openings
• Providing career paths and plans for employees, increasing employee retention and performance motivation
• Continually reviewing human capital needs as organizational changes occur
• Enhancing organizational “brand” and reputation as a good place to work
24

• Focusing only on CEO and top management succession
• Starting too late, reacting to openings
• Not linking to org strategic plan
• HR not involved in planning process
• Looking only internally for succession candidates
25