Freeha Ihsan

7/24/2019 Freeha Ihsan

1/18

Operationalizing

TalentManagement

ProcessPresenter: Freeha Ihsan

Roll no: 006


2/18

What is TALENT


3/18

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*/


4/18

Talent ManagementProcess

MissionriticalRoles

Perormanc

e %ppraisal

ompetency

1uccessionPlanning

areer2e&elopme

nt

3!ucation

4 Training


5/18


6/18

Ten Templates or

Talent ManagementProcess


7/18

5: 1trategic onte(t an!usiness Priorities

CurrentCapability

Assessment ofCurrent

Capabilityinindustry

5Importance

ActivitiesofCompetitiveLeverages

7Plot these

acti&itiesagainst

Importancean! ritically


8/18

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


9/18

: 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


10/18

>: 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


11/18

?: 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


12/18

=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


13/18

: 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


14/18

: o es anResponsi$ilities

to esta$lish accounta$ility


15/18

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?


16/18

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


17/18

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?


18/18

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.

Documents

Freeha Ihsan