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7/24/2019 Freeha Ihsan
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Operationalizing
TalentManagement
ProcessPresenter: Freeha Ihsan
Roll no: 006
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What is TALENT
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Talent Management
Purpose- right supply o talente! "or#orce isrea!y to realize the strategic goals oorganization $oth to!ay an! in the uture
%n inte
grate!process that
matches
capa$ility "ithcommitment $y
pro&i!ing orthe right
people or theright 'o$ at the
right time in
or!er toma(imizein!i&i!ual an!organizational
e)ecti&eness*
Talent management reers tothe s#ills o attracting
highly s#ille! , prota$le ,perorming "or#ers. o
integrating ne" "or#ers. an!!e&eloping an! retaining
current "or#ers to meet current
an! uture $usiness o$'ecti&es*/
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Talent ManagementProcess
MissionriticalRoles
Perormanc
e %ppraisal
ompetency
1uccessionPlanning
areer2e&elopme
nt
3!ucation
4 Training
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Ten Templates or
Talent ManagementProcess
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5: 1trategic onte(t an!usiness Priorities
CurrentCapability
Assessment ofCurrent
Capabilityinindustry
5Importance
ActivitiesofCompetitiveLeverages
7Plot these
acti&itiesagainst
Importancean! ritically
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7: 8oining the 2ots-Integration o e)orts
%ppointments Managing usiness
Ris#s I!entiying an!
!e&eloping Talent
What areour
organizatio
nalpressurePoints9
2ri&ers loc#ers onnections olla$orations
What%ctions !o"e nee! to
ta#e9
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: a e o er ana ys san!
the art o possi$leStakeholders ofTalentManagement
Who Cares? Who no!s? Who can?
oar!
Top Team
In&estor. ;entureapitalists
Management an!proessional
population
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>: Pinpointing prioritiesaroun! critical rolesWhere to look" Identify critical#oles
What to look for" $ro%ling there&uirements
Credibility' capability' career' careermanagement
Who to look for" assessing talentcoverage
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?: Filtering @ey People ororganizational attentionWho is hol!ing $ac# the progression
o our ne(t generation oproessionals an! managers9
Retention: Who are "e at Ris# olosing9
Proacti&e 2e&elopment: "ho nee!organizational attention an!
in&estment to accelerate an! gro"9
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=o 1uccessor or role()posure
=ominate! pro&i!e
co&er or many roles*ependency
In!i&i!ual "ant toprogress "ithout
replacement
#estrained
In!i&i!ual $loc# $y incum$ent"ho is not rea!y to mo&e+locked
More than 5 in!i&i!ual rea!y tomo&e $ut only one canAt risk
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: uccess on ar ng$ut
only "hen "e ha&e to =o 1uccessor or role()posure
=ominate! pro&i!e
co&er or many roles*ependency
In!i&i!ual "ant toprogress "ithout
replacement
#estrained
In!i&i!ual $loc# $y incum$ent"ho is not rea!y to mo&e+locked
More than 5 in!i&i!ual rea!y tomo&e $ut only one canAt risk
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: o es anResponsi$ilities
to esta$lish accounta$ility
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B: %n agen!a or talentre&ie"s
!hat preparation is needed toma)imi,e the &uality of the talent
revie!?
!hat agenda should thetalent revie! !ork to?
!hat outcomes does thetalent revie! need to
achieve?!hat follo! up is re&uired totranslate these outcomes
into action?
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C: areer on&ersation.personalizing talent
Management#etention" -b.ective"
to agree a career development planto ensure the individual/s retention
$ipeline +lockage" -b.ective"
to revie! career options to %nd a solutionthat is in the interests of both theindividual and the organi,ation
$roactive *evelopment" -b.ective"
to identify the speci%c activities andre&uired support that !ill accelerate the
individual/s gro!th and development
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50: 3&aluating Impact
$otential -utcomes
$#I-#ITI(S
Select the key indicators for yourorgani,ation
ACTI-0S
0o! imagine that your organi,ation in12 months time has achieved these
outcomes3 What did it do?
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If you want 1 year of prosperity, grow grain.
If you want 10 years of prosperity, growtrees.If you want 100 years of prosperity, growPEOPLE.
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