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8/3/2019 Talent Management 2 (1)
http://slidepdf.com/reader/full/talent-management-2-1 1/21
Creating Talent Management system for
Org. excellence
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S even HR conditions to be met
1.Performance oriented culture2.Low turnover 3.High level of employee satisfaction
4.A cadre of qualified replacements5.Effective investment in employee compensation
and development6.Use of institutional competencies in employee
selection7.Performance evaluation process
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Su ccessf u l companies artic u lateon three ou tcomes
1.Identification , selection, development andretention of Superkeepers
2.Identification and development of qualified
replacements3.Classifications of and investment in each
employee Superkeepers
Keepers Solid Citizens Misfits
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Organizations failed d u e to
Unlinking/incoherence of Performance appraisals Assessment of potential
Competency evaluation Career planning Replacement planning Training and development
Selection
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Talent Reservoir
Its goal is to build pool of highly talented peoplecapable of supporting current and future org.goals.
Major components:1.Designing and building Talent Reservoir
solution2.Capturing Talent Reservoir solution in software
package3.Implementing Talent Reservoir solution
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Designing and bu ilding Talent Reservoir sol u tion
Step I- Talent Reservoir team is made.Consists of HR manager, consultants, CEO, staff etc.
Step II- Collect info. on org. structure, companyvalues, employee demographics, business plans,policies, annual reports, survey, culturedescription, training and development.
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Step III- development of assessment toolsI. Performance AppraisalII. Potential Forecast
III. Measurement Scales for Performance andPotential [5 point]IV. Core/institutional Competencies-behavioral/skill expectations that are crucial to
success of each employee and org.
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Most org. use to 9 to 11 competencies in itsTalent Reservoir process.Nine Core/institutional Competencies are:
1.Action orientation2.Communications3.Creativity and innovation4.Critical judgment
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5. Customer orientation6. Interpersonal skills7. Leadership
8. Teamwork9. Technical/functional expertise
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V. Mapping and weighing competencies-provide clarity and specificity to competencydefinition.
Numerical weights can be assigned to eachcompetency.
All jobs can be evaluated in terms of competencies and weights and develop a
complete score for job.
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Methods of mapping and weighing process
1.No maps, glossaries or weights are used.Rating scales for performance is applied.
2.A glossary of behavior is used as supplement
to competency3.Maps and weights are used to refine
comparisons of employee behavior with specificexpectations for current and future jobs
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³People behave as they are measured´VI. Talent development approach- once allcompetencies are finalized they serve as DNA for
Talent Reservoir solution.VII. Human resource planning- set guideline tointerpret and act upon.
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F ive major sit u ational classes tobe addressed in HR planning
1.Surplus2.Voids3.Blockages
4.Problem employees5.SuperkeepersMost HR plans are complex , Talent Reservoir team must develop guidelines for assisting
managers in interpreting and managing problems
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VIII. Segmenting Talent reservoir- talentmanagement grid is used to segment talent poolin each employee classification.
IX. Employee and Job demographics- Employee name Title/designation Date of hire
Date in current position
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Retirement dateOrg. Must collect titles of all current & projectedposition and list them in directory. They represent
sum total of career opportunities available andpotentially available to employees.
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Capt u ring Talent Reservoir sol u tion in software package
After data collection it is codified in writing andcontained in manual . Then inputting theinformation into computer system.
Microsoft Access
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I mplementing Talent Reservoir
sol u tion Managers and employees gathers data on org.
competencies. After meeting with theemployee, supervisor take assessment of each
incumbent and prepare first draft of talentmanagement plan.
Creating Talent Reservoir Plan: a) supervisor is accountable for final assessment and
recommendation.
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b) TM program formally begins when supervisor adds replacement and career planning data toemployee assessment previously developed.
c) After entering all data series of specialityreports are developed like;
Bench strength report Replacement summary
Core competency report
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d) comprehensive plan is developed for wholeorg.
e) Once complete plan is developed all
managers are made aware of the variouschanges and develop suitable action plan todevelop them.
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Concl u sion
Through TM programs:1.Identification and creation of career paths,
development and reward plans for
superkeepers. This will ensure high quality rolemodels.
2.Identifying key positions and associated voidsare immediately addressed. This will ensure
continuity.