HRM4413
People Management
& Development in Business
Week 8
Talent Management
Dr Nitin Vihari
Senior Lecturer in HRM
N.Poluru@mdx.ac.ae
09/12/2022
Slide 1
Learning Objective
• To challenge traditional views of the role and purpose of human
resource management and development practitioners and consider
how the changing employment landscape is influencing the focus and
the desired impact that people management and development
activities have on a business.’
• Learning Outcome 1: ‘….major contemporary research debates in the
fields of people management and development and business’
So let’s think…..some questions
Is talent important to organisations - Yes or no?
1. If yes, when did it become important?
2. If yes, then what is talent?
3. How do you manage talent operationally (on a day to day basis)
and/or strategically?
4. How do you manage talent in the changing employment landscape?
What is ‘Talent’?
‘Talent refers to individuals who can make a
significant
difference
to
organisational
performance. This may either be through their
immediate contribution or, in the longer-term,
by reaching their highest levels of potential.’
-CIPD Factsheet, 2020
When did Talent
become important?
• The term “war for talent” was
coined by McKinsey’s Steven
Hankin
in
1997
and
popularized by the book of
that name in 2001 (Michaels,
Handfield-Jones & Axelrod,
2001, HBR)
How do you
manage talent?
• Talent management is the
systematic attraction,
identification, development,
engagement, retention and
deployment of those
individuals who are of value to
an organization.
• This may be through their high
potential or because they fulfil
critical roles.
-CIPD Factsheet, 2020
Overview of Talent Management
Traditional
approach to
Talent
Management
Identify
those positions which would come under the
talent remit: likely to be senior and top
management roles
Assess
the suitability of candidates to fill these roles in
the shorter term: the succession plan.
Assess
the suitability of candidates for the medium
term: the talent pool.
Develop
programmes for each of these candidates to
ensure that they have the right levels of skill
today and in the future
Assess and candidates for the longer term: graduate or fast
develop
track programmes.
Talent Management in the 21st Century is different to talent
management in the 20th Century (Kalaman, 2012, 2016)
Significance of
‘making your
people before your
product’ (Kalman,
2016)
Realize that the world is an
open market for talented
people
Talent should no longer be
seen as an audience ‘looking
and waiting for things to
happen!’ Talent want to be
part of a community that fully
participates and engages in
activities
Include all staff in your talent
strategy embracing both an
inclusive and selective
approach
Ensure that the CEO takes
ownership of the talent
management strategy
basically becoming the CTO
(Chief Talent Officer)
Ensure all leaders and
managers understand their
responsibility to implement
the talent strategy
CHALLENGE – To engage all
management in your talent
strategy
Talent review
Talent Management Cycle- Panasonic
5
Developmental
activities
for Identified
High Potentials
6
Succession Planning
4
Diagnose Individual
Strengths and
Weaknesses
Panasonic
Leadership
Competencies
7
Selecting into
Regional Executive
Positions
3
Identify Individuals
with Future Growth
Potential
1
2
Criteria
for Leadership
Success
Identify + Evaluate
Regional Executive
Positions
The Japanese
term Sunao represents
a mind that accepts life in a
constructive way,
a mind that is docile in the
face of truth. It enables us
to develop disciplined
objectivity, free from
prejudice.
TM Cycle and the link to the Talent Management
Process- Panasonic
Performance Management/ Rewards
Learning
• Used to identify learning opportunities and develop
learning plans based on competency rating
• Used to define organisational expectations from
different roles
• Used to enable supervisors and managers to
evaluate performance objectively and fairly
Panasonic’s
Competency Model
Recruitment & Selection
• Used as an evaluation parameter when
selecting candidates. It helps to assess if there
is a good fit between individual and the role
and culture
Coaching and Mentoring
• Used to understand required skills and abilities
when coaching and mentoring employee
performance and results
Succession/Development Planning
• Used to identify, actively promote and develop top performers based
on competency rating
• Managers who provided
frequent recognition and
encouragement
were
rewarded with an increase in
productivity of 31%.
• In
all
her
awkward
ordinariness
there
is
extraordinariness. She is
talent discovered.
• As HR managers, can you
uncover the susan in each
one of your employees? Can
you draw her out?Can you
support her fully?Put her on
the right stage?In front of the
right audience?Can you keep
her focused on her talent?
• If so, then be prepared to be
wowed.
https://www.youtube.com/watch?v=RxPZh4AnWyk
Manage your talent pipeline like a supply chain
(1/2)
• (Ford vs Toyota).
• Transactional Employment Relationships
• The Great Resignation
• Education and Training system: The market’s primary pipeline of
Talent should be in sync with the demand.
• Why does Amazon invest so much in its AWS Training and
Certification program?
• Why does sales force.com so heavily promote its trailhead learning
platform?
Manage your talent pipeline like a supply chain
(2/2)
• Employers must work actively to draw from a broader talent base
(62% of occupations are less likely today to require college degrees
than they were in 2017; If this trend continues, 1.4 million jobs will be
open in next 5 years; truly necessary skills vs “nice to have”.)
• Employers must invest in “growing their own”. (only 31% of workers
with expertise in emerging technologies were promoted from within,
driving the turnover).
• Employers need to implement fundamental principles of supply chain
management (community colleges and technical training academies).
AI and Talent Management
• Talent management has 3 main phases: employee attraction, development and
retention.
• Employee Attraction: Pymetrics utilizes AI in candidate assessment tools that
measure actual skill demonstration and reduces bias in the screening process as a
result. Homepage (pymetrics.ai)
• Employee Development: EdApp is an AI based LMS which provides employees
personalized learning recommendations based on performance and engagement
analytics, allows HR leaders to create micro-learning content within minutes and
enables to track learner progress and revise content based on analytical insights.
The Mobile Learning Management System | EdApp: The Mobile LMS
• Employee Retention: Microsoft Viva+Glint, an employee experience platform
that combines sentiment analysis with actual collaboration data to gauge
employee engagement and well-being. Microsoft Viva and Glint Employee
Feedback | Microsoft Viva
When can AI tools go wrong?
• Employees tend to have low trust in AI-driven decisions. Fostering
algorithmic literacy may help.
• Issues with AI bias and ethical implications (Amazon AI tools
reportedly disadvantaged women applicants; targeting 85% women
for supermarket cashier positions; 75% blacks for jobs at taxi
companies).
Definition of Talent Management from an inclusive
strategy point of view
• ‘Talent strategy is the attraction, retention, reward, development and
deployment of people in specific strategic positions or projects and
the development of a culture of opportunity for all employees in
order that the organization can achieve its business goals and
objectives.’
Openness about performance and
realism about potential
Factors to ensure
an inclusive
strategy works
Transparency in selection and
promotion processes
Space and support for
self‐development
An executive team and managers who
don’t ‘hoard’ their high performers
A Cross – Boundary Matrix for Talent
Talent Matrix
Business benefits of having effective
Talent Management programme
• Talent management programmes could enhance the organization’s
performance resulting in higher business performance indicators.
• An effective talent management programme could support the
achievement of stretch targets by ensuring a supply of leaders
through all parts of the organization.
• Giving talent the opportunity to gain insight into the company
through structured development and secondment opportunities.
• The development of internationally minded leaders would support
the organization’s global growth.
Summary:
• Talent: what is it?
• Talent: how can it be managed?
• How do organizations respond to the changing landscape?