TALENT MANAGEMENT
AWARENESS PRESENTATION FOR HR TEAM
SOMR STATISTICS
All the 5 most valuable firms in USA, 4 have been
innovation leaders in new talent management practices in
the last five years.
ii. In a survey of top corporate change priorities by Fortune
top 20 companies globally in 2012, the need to grow
innovation ranked no 1 . 80% of them indicated their
innovation is people driven.
iii. Of the 20 countries with least productive workforce
globally in a productivity survey of 2011, none of the
Country's top business recorded a score of at least 5 out of
10 in a talent management practices adoption survey done
in 2010
i.
BACKGROUND
Starting with the end in mind-
A PWX industry report of 2012 indicated
many insurance companies in the region are
facing mounting skills shortages.Yet,
investment in recruitment, training and
career development often trails behind
other financial sectors.
BackgroundIn a competitive labour market, successful
companies will need to develop a strategic
approach to HR management capable of
anticipating and responding to evolving business
needs and workforce expectations. They will also
need to identify and realise opportunities to
differentiate benefits, career development
prospects and other key aspects of their
employment brand in home and emerging
markets.
TALENT MANAGEMENT
The evolving models of people Management;
1) Personnel Management
2) Human Resource Management
3) Human Capital Management
4) Talent Management
Where would you rate your employer organization?
TALENT
Talent Management was first outlined by Mckinsey in 1990 and
they defined talent as the sum of:
 A person’s abilities,
 His or her intrinsic gifts,
 Skills, knowledge, experience ,
 Intelligence,
 Judgment, attitude, character, drive,
 His or her ability to learn and grow
OUR TAKE
From our experience, we add that talent is the
combination of those attributes that makes an
individual specifically suited to the business
model of the specific organization. A talented Tax
Accountant for a State Corporation is not
necessarily a talented Tax Accountant for a
commercial enterprise as the two have a
completely different business models.
NOTE
Is this talent to XYZ Ltd?;
a. Grade A candidate – 1st class honours?
b. Smart , fast thinker?
c. Eloquent, fluent in speech?
ANSWER
Yes and no dependant?
- TM Model
- Success in talent resourcing and
- Stage in TM Strategy
How many years do you estimate P&G has taken to achieve
current practices?
CONCLUSSION
Good talent is business and job specific.
Should be clearly defined based in real
business needs as derived from business
strategy , business model etc. (See
Competence Mapping and Competence
Modelling)
APPLYING TALENT CONCEPT
In today’s competitive business environment, an
organization that is seeking talented employees
should be looking for employees who;
- Talented employee a)Demonstrate clear understanding of the
business model and create innovative
solutions to emerging challenges or
innovative products/services in response to
emerging customer needs. (Have competencies
essential to drive business model)
Talented employee...
b)
Repeatedly demonstrate exceptional ability
and achievement over a range of activities
not just their job tasks. Can your
receptionist effectively participate in your
customer service review meetings and
propose significant improvements in your
customer service touch points?
Talented employee....
c) They have transferable
competence from task
to task, project to project or job to job. Every
organization is involved in multiple projects of
varying size and scope from a simple software
purchase project to a complex new product
development project. Employees who think in
blocks of tasks, jobs or functions can only
participate in one or two such projects and
completely miss their footing in other projects
Talented employee..
d) They
are high impact people who can deal
with business complexities across functions,
projects or programmes.
WHY TALENT MANAGEMENT
Why is talent management important to your business?
Looking at it with the end in mind what is the ultimate benefit?
THE ULTIMATE IN TM
A vibrant talent pipeline that has the
capacity to satisfy diverse competencies
existing and emerging business needs at both
operational and strategy level
b) Good supply of leaders from within an
organization to lead operations, core
functions and business strategy.
a)
TALENT ULTIMATE
 At the invidual level, employees who are
ready to take a pole position in transforming
business and drivingi t to the future from
the low positions they hold
GOOD TM PRACTICES
What organizations do you know with good
TM Practices and what stands out?
P&G
New recruitment is only at entry level
positions.
 All vacancies are filled from within with
automatic promotion for positions below.
 All employees are ready for the challenges
of the next higher position at any one time.

Google
Application of people analytics in Talent Modellingdata based people management decision making.
 “All people decisions at Google are based on data and
analytics”
 The goal is to … “bring the same level of rigor to
people-decisions that we do to engineering decisions”
Example
A retention algorithm — it developed a
mathematical algorithm to proactively and
successfully predict which employees are most
likely to become a retention problem. This
approach allows management to act before it’s
too late and it further allows retention solutions
to be personalized.
Most common model –Fortune 500
Companies
Competency based TM
i.
Clear competence model
ii. Competence based recruitment
iii. Competence based training and development
iv. Competence based performance management
QUESTION
Should TM focus on all employees or the
few talented employees?
FOCUS OF TM?
PILLARS OF TALENT MANAGEMENT
The focus of Talent Management is the building of an effective
talent pipeline
1. Defining Talent – talent mapping and
2.
3.
4.
5.
modelling
Talent Resourcing
Talent Development
Engaging Talent
Rewarding Talent
TALENT MAPPING AND MODELLING
Do your job descriptions include essential
competencies for each job?
What process was used to define the
competencies?
On what are the job competencies based on?
Are the competencies aligned to business
strategy or model?
COMPETENCE MAPPING
Is the Conner stone of Talent Management to which
all other initiatives should be well aligned to:
It is the process of profiling or defining essential
competencies ;
a) Business and functional/professional level
b) Job level
End product is business and job competence maps
COMPETENCE MODEL
The corporate level approach to talent
mapping covering the range of
competencies that need to be defined at
corporate and functional level. See sample
talent model – University of London
ILLUSTRATION
KEY CHALLENGES GERMAN INSURANCE –INDUSTRY
 How to capture growth in a two-speed global economy
 How to adapt business models to structural shifts in the
industry (low-interest-rate environment, Solvency II, aging
populations)
 How to create competitive advantage through execution
excellence in distribution, claims, pricing, and closed books
 How to leverage global scale in a “multi-local” industry
 How to build the capabilities necessary to win
ILLUSTRATION
HR COMPETENCE BASED JD
QUESTION
What corporate level competence
categories/bands can you consider for your
organization from this list?
1. Technical competencies
2. Professional Competencies
3. People competencies
4. Interpersonal competencies
5. Business competencies
Competence list...
6. Strategy competencies
7. Innovation competencies
9. Technology competencies
10. Personal competencies
LINKING COMPETENCE MAPPING TO
TM
What will you apply your competence maps
to?
COMPETENCE MAP APPLICATION
1) Recruitment – Competence Assessment
2) T&D- Competence based training (CBT)
3) Business reorganization – Competence
Assessment (CA)
4) Career Progression – CBT & CA
5) Performance Management- Competence
based Performance Appraisal (CBPA)
PILLAR 2- TALENT RESOURCING
There is only one acceptable approach to
Talent Resourcing – Talent Hunting and best
accomplished through only one methodAssessment Center.
ASSEMENT CENTER
A method of evaluating candidates through a
set of standardized evaluation techniques
under controlled conditions as prescribed
by the International Congress on
Assessment Center Method
WHY ASSESSMENT CENTER
1) Easily in-builds competence model
2) Variety of methods for Competence
Assessment – Actual or potential competence
3) Objectivity of process
4) Identifies competence gaps for development
5) Justification – adequate documentation of
process and outcomes
MODEL ASSESSMENT CENTER
See possible range of tools
Challenges:
i) Developing job specific assessment tools
aligned to competence map.
ii) Using assessment tools to accurately evaluate
competence and behaviour.
iii) Compiling a suitable report to inform
decision making.
TM PILLAR 3- TALENT DEVELOPMENT
Three essential methods;
1) Talent based training (CBT)
2) Coaching and Mentoring
3) Career Progression
CBT APPROACH
1. Clear Definition of Competence Maps
2. Assessment of competence gaps preferably
before and after training
3. Targeted Training to address competence
gaps with due consideration to best ways
to develop the competence .
EXCERCISE
What would be the most ideal ways to develop
the following competencies;
i. Foreign exchange trading
ii. Strong interpersonal skills for front line
staff.
iii. Good understanding of the business model
iv. Insight to mortgage market trends for
product development
v. Leadership skills
COMPETENCE ASSESSMENT
The most challenging aspect of CBT.
Recommendation = a 360 degree approachthe more objective and measurable the
method the better. Best with evidence based
work based feedback system rather than
exclusive assessment systems.
MENTORING AND COACHING
The default approach to talent development for TM;
1) Job specific
2) Organization specific
3) ‘real time’ training – real issues, live illustration,
immediate impact
4) Task specific –procedure, method or system
specific
5) Immediate assessment feedback
6) Cost effective- uses existing work systems
COACHING /MENTORING
- Coaching - Task specific demonstration and
guidance
- Mentoring – broad guidance more on
performance influencing behaviour . Best
equated to role modelling though not
exactly one and the same thing
ROLE OF HR C&M
What is the role of HR in C&M
ROLE OF HR IN C&M
- On boarding – socializing new employees into
C&M
- Training managers on C&M.
- Developing guidelines for implementing C&M
and systems for monitoring C&M.
- Accountability for C&M – HR Partnership
Managers should account for the input in
training and discipline before other alternatives
are considered.
WHAT ARE THE LIMITATIONS OF C&M
Many –for example cannot be used to
develop non existing competencies the
superior does not herself posses.
Be conscious of organization specific
limitations
CAREER PROGRESSION
Current trend is moving away from brick based
career progression to merit based progression
based on;
1. Competence assessment
2. Competitive progression
Rule of thumb – have a clear policy that suits
organization environment and business needs
PILLA4: ENGAGING AND ENABLING
TALENT
Talent thrives in dynamic and flexible
working environment that appreciates and
empowers it to optimize its potential.
Engagement – the level of optimum focus
and devotion to the organization, best seen
as percentage of total working time spent
on constructive contribution to
organizational betterment
ENGAGING TALENT
Creating an facilitative environment for talent
to thrive;
i. Eliminating barriers to effective
performance especially creativity and
innovation.
ii. Providing avenues and incentives for
expressing creativity and innovation.
ENGAGING TALENT-QUESTION
What common barriers exist in your environment to higher
talent engagement.?
The solution = effective engagement survey
ENABLING TALENT
Recognizing and appreciating talent’s worth to
the business;
Effective and effective performance
measurement and reporting.
ii) Recognition, appreciation acknowledgement
ii) Effective internal communication and
feedback system (information is power)
i)
ICT APPLICATION IN ENGAGEMENT AND
ENABLEMENT
a. Engagement survey and feedback.
b. Effective and affordable employee
communication and feedback
REWARDING TALENT
A talent oriented reward system essential
but ideally part of an integrated Talent
Management Strategy. Require a lot of ‘out
of the box’ interventions in;
a. Identifying high potential and actual talent.
b. Flexible placement system to place talented
employees in the most suited jobs or roles.
c. Applying flexible reward systems especially
incentives
TALENT MANAGEMENT STRATEGY
MEASURING AND REPORTING TRM
TRM Matrix =‘That’s which gets measured, gets done’
Developing indicators for talent reporting
TRM MATRIX
How can you measure your success in;
a. Talent resourcing -% of good talent out of
total recruits, learning curve etc
b. Talent mapping – level of fit between
defined competencies and business needs.
c. Talent developing – cost of training as a %
different variables, learning curve,
competence index growth etc