40533248 talent management

8/8/2019 40533248 Talent Management

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EMERGING TREND INHRM

SUBMITTED BY:-

ASHWIN

DOLLY

NIHARIKA

SAMEER

SHEENA


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CHANGE AT WORK PLACE

1. GLOBALIZATION

2. Information Revolution/ Internet

3. New technology

4. HRM Philosophy: Psychological Contract


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CHANGING HR SCENCE AT GLOBALAND NATIONAL LEVEL

1.Multilateral IR: consumer/public/gender issues

2. New issues:

Customer Creation/sustenance

Protecting environment

Gender issues

Safetypromotion

Child labor abolition

3. Medias role in new issues

4. Building Cooperation with unions


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THE NEW HRM TREND

New Trends in India: IR practicesrooted in HR Strategy

Identify & enforce behavior

Strive forCompetitive advantage

Focus on new interventions

HRM & IRmerged to produce positive energy

HR strategy is the single most importantConsultancy Area


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Implementation of Quality managementstandards ISO 9001 and ISO 9004 of 2000

Introduction of six- sigma practices

Human resource outsourcing

Retention strategy for the existing skilledmanpower


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SOME SOFT STRATEGICHRM

Empowerment/Involvement

Talent Management

P-CMM

E-HRM

Learning organization

QWL, welfare: justice

Employee respect, fairness, pride, camaraderie

Diversity management


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SOME COMPANIES THAT

PRACTICE SOFT HRSTRATEGIES


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PRUDENTIAL PROCESS MGTSERVICE

(PPMS) Company with 1,200 employees--Serves Prudential UKsPresident said that ifHR fails to live up to expectation, it would be disastrous to theircompany.

Has reduced attrition to 20 % (Industry 45%)

Strategy comprises:--Competes on its culture and not on compensation

-- Family (friends, boyfriends, girlfriends) encouraged to visit workplace

--Rapidly enhances their skills

--Offers them a conducive environment; makes them stick

Sponsors continuing education

--After18 months, employees are eligible for MBA programs

--Specially tailored with top-rated Indian business schools

--1/2 tuition feepaid by PPMS


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CLASSIC STRIP (MFG.): COME OUT

OF CONTROL MINDSETy 214 workers including contract workers - Most are blue-

collar

growth from 4 workers 25 years ago

y 44 acre campus in Vasai, Mumbai grown from 10x5 ft.space 25 years ago

y Main motto dignity at work.

--Believes in: valuing every individual, giving peopletheir due, freedom, respect, opportunity backed by lots oftraining.


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y Won Safety & Environment 2003 award (SIGA given to5 cos. worldwide.)

y Employee spends 2 hrs every month on training

(kaizen)

--Co. has a library with trade journals, magazinesand books

--Most employees are with the Company for the last15-20 yrs--Women make 1/3rd of the workforce

--It includes handicapped people--Proactive diversitypolicy

--The Company shares with employees a %age ofits annual profits


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MAHINDRA AND MAHINDRA

Focus on HR Hired a Yale University-educatedpresident ofHR

He was earlier a CEO for 2 Tata Group companies

Heads 150HR manager

Is partner in building Company Strategy

Responsibilities include CSR

Business Strategy aimed to give competitive advantage:

--Talent management

--Creating synergy

--Creating a culture of integration--Mapping

--Succession planning

--Developing a global mind-set. (Grossman, 2006).


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TALENT MANAGEMENT


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DEFINITIONS

1.Talent is like electricity. We don't understandelectricity. We use it.

-Maya Angelou, Peninsula school, USA

2. Talent is culture with insolence.

-Aristotle


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TALENT MANAGEMENT

It refers to the process of

developing and integrating new workers,

developing and retaining current workers, and

attracting highly skilled workers to work for acompany.

This process of attracting and retaining profitableemployees, as it is increasingly more competitive betweenfirms and of strategic importance, has come to be knownas "the war for talent."


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IMPORTANCE

RECRUITMENT

RETENTION

EMPLOYEE DEVELOPMENT

LEADERSHIP AND HIGH POTENTIALEMPLOYEE DEVELOPMENT.

PERFORMANCE MANAGEMENT

WORKFORCE PLANNING

CULTURE


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SOURCE OF TALENT

Talentmanagement

Internaltalent

HiddenTalent

Talent Frommarket


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TALENT MARKETPLACE

A talent marketplace is an employee training and developmentstrategy that is set in place within an organization.

It is found to be most beneficial for companies where the most

productive employees can pick and choose the projects andassignments that are most ideal for the specific employee.

An ideal setting is where productivity is employee centric Thepoint of activating a talent marketplace within a department isto harness and link individuals particular skills with the task athand.

Examples of companies that implement the talent marketplace

strategy are American Express and IBM.


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WHY TALENTMANAGEMENT?

Talent management implies recognizing aperson's inherent skills, traits, personality andoffering him a matching job. This is beneficialfor both organization and employee

Organization Benefits :

* Increased productivity

* A better linkage between individuals' efforts

* Commitment of valued employees* Reduced turnover

* A balance between people's jobs and skills


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Employee Benefits :

* Higher motivation and commitment

* Career development

* Sustained motivation and job satisfaction


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Other important benefits :

Transparence about our Human Capital

Recognition &Development of performance andpotential

Long term Competitiveness


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TALENT MANAGEMNT PROCESS

PLAN

EVALUATE

DEVELPO

ADVANCE

LEAD

ANALYSIS


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MONITOR AND MEASURE TALENT

SELF MANGEMENT

-Progress Monitoring

- Self Assessment

- Competencies updates


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MEASURE AND MONITOR TALENT

Employee Management

-Appraisals

- Project Review

- Performance reviews

-Progress monitoring


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WAY TOMANAGETALENT

RECOGNISETALENT

ATTRACTING

TALENT

RETAINGTALENT

MANAGINGSUCCESS

SELECTINGTALENT


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TMS

Talent management systems (TMS) TalentManagement is the process of recruiting, managing,assessing, developing and maintaining anorganizations most important resourceits people.

TMS is an effective tool for creation of relationshipbetween talent and management. This deals howorganization attract, keep and

manage talents.


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TMS

AttractTalent

KeepTalent

ManageTalent

IdentifyTalent


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A LIVE EXAMPLE

Indesit Company UK got HR Excellence Award-2o1o,Best Talent Management Company.

It successfully increased the internal movement of high-performing managers, broadened and stretched staff,

and ensured managers were held accountable for talentmanagement


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CONCLUSION

It is agreed by almost all CEOs of big companiesthat it is the human resource a talented one that can provide them competiveness in the long

run. So, it is the duty of the HR department tonurture a brigade of talented workforce which canwin the war in the business field.


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QUALITY WORK LIFE


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MEANING

Quality of work life (QWL) is viewed as an alternativeto the control approach of managing people.

Therefore, organizations are required to adopt astrategy to improve the employees quality ofwork life (QWL) to satisfy both the organizationalobjectives and employee needs


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OBJECTIVE

Improved working conditions for the employee,and

Increase organizational effectiveness.


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SCOPE

Restructuring of multiple dimensions of theorganisation by instituting a mechanism, whichintroduces and sustains changes over time.

Focus on work teams.

Autonomy in planning work.

Focus on skill development, and

Increased responsiveness to employee concerns.


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ISSUES IN QWL

Pay & stability of employment

Occupational stress

Organizational health program.

Alternative work schedule. Participative management

Recognition

Congenial worker supervisor relation

Grievances procedure

Adequacy of resources

Seniority& merit in promotion

Employment on permanent basis


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THE ORGANIZATIONEMPLOYEE SHOULD AVOIDTHE FOLLOWING ACTIVITIES

WHILE WORKING IN ANY OFTHE

Commercial Bribes and Extortion

Accepting Gifts

Employee Theft

Computer Theft

Trade Secrets


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HOW TO IMPROVE OUTCOMESFROM WORK-LIFE INITIATIVES BY

ATTENTION TO THE ROLE OFMANAGERS/WORKPLACECULTURE

1.Training and Support

2. Accountability

3. Resourcing

4. Creating a Culture of Acceptance and

Encouragement


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OPERATIONAL SYSTEM FORIMPROVING QWL

Job Enrichment

Job Rotation

Quality Circles

Workers Participation

Organizational Development

Labor Welfare


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QWL FOLLOWS THE FOLLOWINGASPECTS

Occupational healthcare

Suitable working time

Appropriatesalary

Flexible WorkingOption


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RESULTS OF QWL

Positive results of QWL have been supported by a number ofprevious studies, including reduced

absenteeism, lower turnover, and

improved job satisfaction.

Not only does QWL contribute to a company's ability to recruitquality people, but also it enhances a company'scompetitiveness.


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E- HRM


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INTODUCTION

Advances in computer-related technology havehad major impact on the use of information formanaging HR.

The development of e-business has included waysto move HRM activities onto the internet.


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DEFINITION

The processing and transmission ofdigitalized HR information is calledElectronic human resource management.

Information technology is changing theway HR departments handle recordkeeping and information sharing.


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EARLIER


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NOW


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TYPES

THERE ARE THREE TIER OF E-HRM

Operational

Relational

Transformational


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CRITICAL E HR TOOLS

E-recruitment E-appraisal E-leave E-claims E-profile E-learning E-attendance E-overtime


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BENEFITS OF E-HRM

Business

HR division

Employees


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GLOBAL HRM


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INTRODUCTION

G-HRM is the interplay among three dimensions:

HR activities Types of employees

Countries of operations

Thus in broad terms G-HRM involves the same

activities as domestic HRM. however domesticHRM is involved with employees within onenational boundary whereas G-HRM is involvedwith employees across several nations.


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OBJECTIVE OF G-HRM

Ensure an international look with respect tolocal sensitiveness.

Spread cross cultural sensitiveness and

awareness amongst managers and employeesacross the globe.

Bring in local perspective in the region ofoperation.


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PRESENCE OF G HRM

The international look was achieved byhiring on board managers fromgeographies.

Companies like Wipro and Infosys havepeople across the globe on there boardof directors.


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IMPORTANCE

It is important to make different parties aware ofthe cultural sensitiveness.

Most of the organizations have comprehensivecross cultural trainings that they impart to there

employees across geographies.

Cross cultural awareness can make or breaksubsidiaries of an organization.


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HOW IT WORKS

It would be prudent to follow the complex tofollow the complex Japanese traditions forJapanese subsidiary of an Indian company.

No culture shock for employees.

For a local presence to grow the global HRMteam ensures that operations in a particulararea look as local as possible.


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NEED FOR G HRM

It enables different parts of the organizationsfunction smoothly and effectively.

Hold important responsibility of holding theorganization together as one.


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CONCLUSION

Exciting time for HR professionals

More emphasis on cost containment and control

Focus on employee responsibility and involvement at

work

Greater use of technology in communication withemployees

More flexible patterns of work


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PEOPLE CAPABILITY

MATURITY MODEL


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THE PEOPLE-CMM

A conceptual model --from IBM and developedby Watts Humphrey --based on state-of-art andstate-of-practiceworkforce practices

A maturity framework forcontinuously improvingthe management anddevelopment of humanassets of an organization Talent and organization

development

Excellence at work!

Version 1.0 released in1995

Version 2.0 released in2001 (from Bangalore!)

PeoplePeople CMM MaturityCMM Maturity


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PeoplePeople--CMM MaturityCMM MaturityFrameworkFramework

Software Engineering Institute

Basic HROperationalPractices

Competency

BasedPractices

Measured &Empowered

Practices

ContinuousImprovement

Level 1Level 1InitialInitial

Level 2Level 2

ManagedManaged

Level 3Level 3DefinedDefined

Level 4Level 4PredictablePredictable

Level 5Level 5OptimizingOptimizing


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ADVANTAGE PEOPLECMM

Improve the ability of Knowledge Intensive Organizations to Attract, Develop,Deploy, Motivate, Organize and Retain talent

Ensure alignment between the individuals and organizations motivations

Develop workforce required to execute business strategy

Prioritize activities for improving workforce capability

Integrate operational process improvements with workforce process improvements

BPO / ITEs Specific

Enhance employee and customer satisfactions levels

Enhance talent management by optimum utilization of manpower through betterskill mapping

Retain and engage talent

Provide motivation in a highly dynamic work environment


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SOME RESULTS REPORTED

Boeing

60% Increase in employee

satisfaction

33% drop in attrition

Ericsson

Provided direction for improvements

GDE Systems

Aligned personal and organizations goals


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Mastek

Alignment with SW-CMMefforts

Helped ininstitutionalization

Data

ma

ticsStream-lined and

mainstreamed HR activities


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40533248 talent management

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