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TALENT MANAGEMENT TRAINING PROGRAMME
Course Objectives The objectives of the course are to:
• Define and explain key concepts associated with Talent Management;
• Highlight the importance of Talent Management to organizational success;
• Identify the phases of Talent Management and implementation skills;
• Identify techniques to manage talent; and
• Explore succession planning strategies.
Learning Outcomes At the end of the training, participants will be able to:
• Differentiate between Talent Management and Managing Talent;
• Highlight the importance of Talent Management to organizational success;
• List and implement the phases of Talent Management;
• Demonstrate practical techniques to recognize, manage, and retain talent;
and
• Plan for future talent needs using the 9-Box Model.
Overview
An organization’s workforce generally is its highest cost, it is therefore highly
important to invest in it. Every organization wants to have the best and brightest
employees, and with Talent Management that can be achieved.
Talent Management helps in developing a more skilled workforce, and attracting
better and more skilled new hires.
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Having a talented group of employees has always been a key to success; it will
translate into better performance and higher productivity. Talent Management is
the investment that will pay dividends for years to come.
Organizations know that they must have the best talent in order to succeed in the
hyper-competitive and increasingly complex global economy. Along with the
understanding of the need to hire, develop, and retain talented people,
organizations are aware that they must manage talent as a critical resource to
achieve the best possible results.
Few, if any, organizations today have an adequate supply of talent. Gaps exist at the
top of the organization, in the first- to mid-level leadership ranks, and at the front
lines.
Talent is an increasingly scarce resource, so it must be managed to the fullest effect.
Talent Management within the Public Sector
If the old saying is correct, in that companies are only as good as their staff, when it
comes to Governments and Public Service Organizations, excellence can only be
achieved when organizational priorities are met. Talent management is defined as
ensuring that people are matched to the right job for their skills, competencies,
career plans and the anticipation of required HCM for an organization. For HR, this
means ensuring assertive recruitment, planned onboarding, continuous learning and
development, performance management, and finally, career support from hire to
retire.
Complex Talent Management in Today`s Public Sector.
Federal governments, for instance, represent the largest employers in the country,
impacting everyone under its jurisdiction. Just to function, over ten thousand
employees need to be hired, onboarded and ready to respond in the name of the
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nation. They are not just regular employees; they are symbolic of the needs of a
nation.
Human Resources is no joke: it can be complex, time consuming and inefficient if not
dealt with carefully, and with the right tools. Who would’ve thought that dealing
with employees was such a complex matter? If a company that outgrew its strategic
plan within 24 months is going through growing and recruitment pains, just imagine
handling the HR objectives that directly involve the primary functionalities of the
public sector. From International multistate entities or partnerships, independent
states, regional provinces to local municipal bodies, the struggle is real. The principle
may be the same when it comes to the employee life cycle, but what about the work
load?
How are thousands upon thousands of employees with specific profiles, appointed
to perform specific tasks tracked and managed effectively? Most importantly, how
does the Public-Sector counter challenges such as low unemployment rates,
shortages of qualified personnel, institutional pressure to follow specific
organizational structures, policies, updating credentials, budgets, cutbacks culture,
employee retention, readily available learning and development programs through
Talent Management?
Is there some kind of magic wand to keep the orchestra playing in sync?
Siloed vs. horizontal approaches while maintaining internal recruitment
Though there are implications in siloed approaches to talent management with a
horizontal government approach, it is strongly recommended (regardless of the size
of your organization) to always look at your internal pool when hunting for new
talent, as governments do have very specific roles they need to fill within their
organizations.
Talent management is not as generic as sometimes people may think: doctors will
not become business experts in global summits, and rarely will social workers be
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transferred to manage the economy. For instance, it is expected that within the
financial ladder, officers and other functions have an appropriate history of
promotion, understanding (and in some cases implementing) the proper systems
designed to categorize, sort and track internal employees on a government-wide
basis is crucial.
The problem? Talent is poorly managed all too often and this issue stems from a
lack of support and a failure to identify needs.
It’s obvious that focusing on internal talent and favouring mobility can reduce the
need – and the cost – of recruitment. But how can you fully benefit from it without a
way to know about your internal pool’s ambitions? Are new training sessions
needed? Is an internal movement possible without creating a gap in other
departments? In an organization of hundreds or thousands of employees, the
managers’ intuition and informal collaboration are no longer enough to organize
internal mobility. A modern HR management platform is a major advantage and a
necessity to take away the guesswork out of the equation.
By now, public entities have spent a lot of time figuring out their needs when it
comes to immediate onboarding, productivity and individual development. At this
level, employees are expected to be ready to take on the challenges expected of
them while being responsive. In today’s time, with new generations moving more
toward a digital arena, recruitment and onboarding is a lot more than what it used to
be: It is all about creating a great candidate experience that will motivate the
candidate to engage. Its about finding talent across thousands of platforms that will
have a global and specific reach, and about being able to communicate throughout
the process.
Public Service organizations must rely on experienced and trusted partners that can
drive strategic performance and be ready for change, with better insight into human
potential while gaining efficiency and simplifying the already complex administrative
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work with streamlined HR processes. What is entrusted to Public Service by citizens
is something that has a profound impact on countries and ultimately, societies.
Having the right people in the right positions.
Serving the Public Sector covers a wide range. It goes from agricultural departments,
to heritage; from social development for our children, to finance, fisheries and
oceans, global affairs, and health. We are indeed referring as well to those
subdivisions of people ensuring food safety is carried out effectively, so you’re not
hospitalized by your morning coffee. We’re referring to people who are promoting
trade agreements at a global scale, people who wear badges, embodying the true
meaning of serve and protect. All of them employees; just like the rest of us.
Components of Talent Management
When thinking about your organization’s future, it’s important to think not only
about goals, objectives, and initiatives, but obviously how to achieve them. A major
contributor is obviously your employees. Aligning the organization’s business
strategy with its workforce is called talent management, and it involves aligning the
right person with the right role with the right tools.
The Seven Components of Talent Management
Talent management includes seven components that, when implemented
strategically, combine to keep an organization on the leading edge.
Strategic Employee Planning. Developing your organizational goals and strategic
plan is the first step. Next you must think about how to reach your goals and
implement the plan. More specifically, you must identify the key roles and personnel
who will get you there. You may already have the positions and people in place, or
you may need to adjust the current structure to fill the gaps.
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Talent Acquisition and Retention. Bringing new talent into your organization is
important, yet equally so is recognizing and cultivating talent you already have in-
house. Hiring from within your organization is more cost-effective, so when you’re
working at talent pooling, remember to look internally as well as externally.
Performance Management. Aligning the right person with the right role is the heart
of performance management. Its ultimate goal is to ensure that roles align with
business strategy to achieve goals. It enables you to ensure that you’re aligning a
talented employee with a role that suits them, develops goals for success, supports
their development, and moves the organization forward.
Learning and Motivating. Semantics become important here, because learning is
more than training. Learning is the acquisition of information and skills, which yields
knowledge and experience. Implement learning programs that include activities and
tasks that support the organization’s culture and initiatives. When employees see
how their growth impacts the organization, they’ll see just how valuable their role is.
Compensation. Alignment remains the important concept. Aligning your strategic
goals with incentives means recognizing employees, rewarding contributions to
success, and acknowledging their value to the organization.
Career Development. This ties back to the talent retention component and the
notion that hiring from within is not only an option, but often preferable. Nurture
potential leaders by providing professional development tools that can advance their
career.
Succession Planning. Knowing the talent within your organization is a start. Knowing
the key roles essential to its success is equally vital. Which roles are critical to
success? Who currently fills those roles? What happens when those positions
become available? Having a plan in place means that the decisions are already made,
and that the organization will continue to run smoothly if a key position must be
filled quickly.
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Setting Performance Goals
To perform well, employees need to know what is expected of them. The starting
point is an up-to-date job description that describes the essential functions, tasks,
and responsibilities of the job. It also outlines the general areas of knowledge and
skills required of the employee an employee to be successful in the job.
Performance expectations go beyond the job description. When you think about high
quality on-the-job performance, you are really thinking about a range of expected
job outcomes, such as
• What goods and services should the job produce?
• What impact should the work have on the organization?
• How do you expect the employee to act with clients, colleagues, and
supervisors?
• What are the organizational values the employee must demonstrate?
• What are the processes, methods, or means the employee is expected to use?
In discussing performance expectations an employee should understand why the job
exists, where it fits in the organization, and how the job's responsibilities link to
organization and department objectives. The range of performance expectations can
be broad but can generally be broken into two categories:
• Results (The goods and services produced by an employee often measured
by objectives or standards)
• Actions & Behaviors (The methods and means used to make a product and
the behaviors and values demonstrated during the process. Actions and
Behaviors can be measured through performance dimensions.)
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Performance expectations serve as a foundation for communicating about
performance throughout the year. They also serve as the basis for reviewing
employee performance. When you and an employee set clear expectations about the
results that must be achieved and the methods or approaches needed to achieve
them, you establish a path for success.
S.M.A.R.T. Performance Objectives and Standards
Performance objectives and standards are two of the most common methods to
define expected results. Both objectives and standards are most useful when, in
addition to being written down and verifiable, they are:
• Specific
• Measurable
• Attainable
• Relevant
• Timely
Specific – Objectives and standards should let employees know exactly which actions
and results they are expected to accomplish.
Measurable – Whenever possible, objectives and standards should be based on
quantitative measures such as direct counts, percentages, and ratios..
Attainable – The objective or standard should be achievable, but challenging, and
attainable using resources available.
Relevant – Individual goals, objectives and standards should be in alignment with
those of the unit and the department in support of the University’s mission.
Timely – Results should be delivered within a time period that meets the department
and organization’s needs.
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Objectives and standards identify baselines for measuring performance results. From
performance objectives and standards, supervisors can provide specific feedback
describing the gap between expected and actual performance.
It can be very useful to define both objectives and standards for a position, but it is
not necessary.
Standards are directly linked to job-task completion.
Example: Ensure that all grant requests are written, reviewed, and submitted to the
granting agency/foundation by the required deadlines.
Objectives are broader in scope, go beyond day-to-day standards, and are clearly
linked to helping the organization or department meet its goals and objectives.
Example: Identify three new grant/funding sources by the end of FY 2006.
In some cases, you and the employee may find it better to set a series of standards
with only a few objectives, while in other situations it may make more sense to set
objectives alone.
The advantages and disadvantages outlined below can give guidance on when to use
objectives or standards or both.
Objectives – Advantages
Objectives –
Disadvantages Standards – Advantages
Standards -
Disadvantages
Ties unit/organization’s
objectives to employee’s
objectives.
Specific to individual.
Facilitates employee and
supervisor
Can focus on
annual results,
while ignoring
routine aspects of
job.
Care must be
Tied to job duties and
responsibilities.
Best when applied to any
employee performing the
same job duties.
Facilitates communication.
Can become too
task oriented.
Less flexible when
responsibilities of a
position change. If
standards are not
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Objectives – Advantages
Objectives –
Disadvantages Standards – Advantages
Standards -
Disadvantages
communication.
Future – oriented.
Flexible.
Can be put into place for
all employees, but more
easily used for
employees with a
broader scope of
responsibilities, and a
mixture of non-routine
and routine work.
taken to ensure
objectives are
realistic.
Can be
compromised by
changing
circumstances.
Too much
flexibility.
Must be
consistent with
culture and can be
time consuming
to implement a
fully integrated
system.
Makes it very clear how
performance will be
measured.
Standards can exist for any
job. They are particularly
useful in jobs where for
health, safety, legal and/or
operations reasons work
must be done in a certain
way. They are also more
easily put into place for
jobs that have a large
number of routine tasks
required.
reviewed and
updated regularly, it
can hold the
employee and unit
back.
May not provide
enough challenge
for employee.
Takes time to
develop.
In addition to objectives and standards (which focus on end results) it is important to
consider other aspects of performance. As discussed earlier, Performance
Expectations = Results + Actions & Behaviors.
Understanding the actions and behaviors that employees can use to perform the job
is often as important to success as end results. Behavior is the day-to-day activity in
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which people engage to produce results and relates closely to the process side of
work.
Focusing on the way people go about their work is based on the belief that doing
things correctly will lead to positive organizational results. However, many actions
and behaviors are not easy to measure. For this reason, managers and employees
should discuss difficult to quantify aspects of performance in terms that are
• Specific,
• Observable,
• Job-related, and
• Behavioral.
When described in this way, behaviors and actions can be grouped
into performance dimensions that can be used to review job performance.
For example, if success in meeting an objective such as “updating an on-line graduate
application program” requires strong interpersonal skills, then the employee should
know that s/he will have to build solid relationships, collaborate, and incorporate
ideas and suggestions made by colleagues. Performance will be reviewed on how
well behaviors associated with the dimension, interpersonal skills, are demonstrated
in reaching the objective.
Performance dimensions are defined based on the job and the work itself.
In creating a performance dimension you start with the job and state the range of
behaviors employees must exhibit to successfully meet or exceed job expectations.
These behaviors are then grouped into broad categories that we are calling
“dimensions.” Performance dimensions help answer the question: “How does
someone act and/or behave when s/he does the job well?”
Since dimensions are broad categories, a specific dimension generally applies to any
employee working in a given job. It is also possible for departments and units and
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even entire organizations to have dimensions that apply to any employee who works
in the group.
In addition to strong interpersonal skills, other examples of performance dimensions
include:
• Customer Service Orientation
• Teamwork
• Effective Communication
• Valuing Diversity
• Analysis and Problem-Solving
• Decision-Making and Results Orientation
• Adaptability
• Fostering a Safe and Secure Environment
This list is by no means exhaustive. Each organization should agree on the definitions
used for a dimension and the job or job groups to which a dimension will be applied.
It is common, for example, to have a series of dimensions that apply to all
supervisors and/or managers in an organization. The definition and validation of
dimensions is a key objective of the Staff Infrastructure Steering Committee (SISC)
Performance Management Working Group.
For dimensions to be an effective means of measuring performance, they must have
two characteristics:
• Have a clear general definition, and
• Have well-defined levels of performance at each point along a rating scale.
This definition of Teamwork is one example of a performance dimension definition.
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The Teamwork Dimension describes how employees build alliances to solve
problems and achieve objectives, work cooperatively and respectively with co-
workers, use diplomacy and tact when interacting with others, diffuse tension, help
manage conflict, collaborate, foster collegial and cooperative attitudes, relate well to
all kinds of people regardless of level inside or outside of organization, and
contribute to the overall success of their work units and departments by sharing
knowledge and information.
Teamwork is then defined for each point along a rating scale.
Performance dimensions focus on the actions that need to be taken by anyone doing
that job to get the work done. As discussed above, performance dimensions are
groupings of behaviors/actions and are defined based on the requirements and
expectations of the job.
In contrast, a competency is a cluster of knowledge, skills and abilities that describes
a general trait that an employee has or should have to perform a job. While
competencies relate to the individual, performance dimensions relate to the job.
For example, a performance dimension for a Budget Analyst’s position may be to
“Prepare budget documents and reports.” It will then be useful to measure how well
an employee holding the job:
1. “Presents information in a clear, concise manner that illustrates budget issues
that need to be resolved”,
2. “Produces timely budget documents and reports that are tailored to each
customer’s needs. and,
3. Frequently uses graphics and other aids to summarize and synthesize data.
If the person holding the position is a highly competent communicator and
knowledgeable about the budget process, then there is an overlap between the
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performance dimension “Prepare budget documents and reports” and the
employee’s “communication” and “technical knowledge” competencies.
Since competencies focus on an employee’s traits they are useful in hiring and
development. Performance dimensions, which focus on the job, are useful for
performance management and review.
Giving Constructive Performance Feedback
Praising good performance is easy, but what about those times when someone on
your team needs a kick in the butt more than a pat on the back?
In that case, you'll need to give some negative feedback--and do it without
demotivating or demoralizing the other person. This post explains exactly how to do
this.
Before we get started, though, it's important to remember that the goal of feedback
is not to tell people what to do or how to do it. That's mistaking the process for the
goal.
The actual goal of feedback--even negative feedback--is to improve the behavior of
the other person to bring out the best in your entire organization.
With that in mind, here are the 10 rules:
1. Make negative feedback unusual.
When a work environment becomes filled with criticism and complaint, people stop
caring, because they know that--whatever they do--they'll get raked over the coals. "I
try to give seven positive reinforcements for every negative comment," says Dan
Cerutti, a general manager at IBM.
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2. Don't stockpile negative feedback.
Changes in behavior are more easily achieved when negative feedback is
administered in small doses. When managers stockpile problems, waiting for the
"right moment," employees can easily become overwhelmed.
"Feedback is best given real time, or immediately after the fact," explains
management coach Kate Ludeman.
3. Never use feedback to vent.
Sure, your job is frustrating--but although it might make you feel better to get your
own worries and insecurities off your chest, venting a string of criticisms seldom
produces improved behavior. In fact, it usually creates resentment and passive
resistance.
4. Don't email negative feedback.
People who avoid confrontation are often tempted use email as a vehicle for
negative feedback. Don't.
"That's like lobbing hand grenades over a wall," says legendary electronic publishing
guru Jonathan Seybold. "Email is more easily misconstrued, and when messages are
copied, it brings other people into the fray."
5. Start with an honest compliment.
Compliments start a feedback session on the right footing, according to according to
management consultant Sally Narodick and current board member at the
supercomputer company Cray. "Effective feedback focuses on the positive while still
identifying areas for further growth and better outcomes."
6. Uncover the root of the problem.
You can give better feedback if you understand how the other person perceives the
original situation. Asking questions such as, "Why do you approach this situation in
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this way?" or "What was your thought process?" not only provides you perspective,
but it can lead other people to discover their own solutions and their own insights.
7. Listen before you speak.
Most people can't learn unless they first feel that they've been heard out. Effective
feedback "means paying attention and giving high-quality feedback from an
empathic place, stepping into the other person's shoes, appreciating his or her
experience, and helping to move that person into a learning mode," says Ludeman.
8. Ask questions that drive self-evaluation.
Much of the time, people know where they're having problems and may even have
good ideas about how to improve. Asking questions such as "How could we have
done better?" and "What do you think could use improvement?" involves the other
person in building a shared plan.
9. Coach the behaviors you would like to see.
Negative feedback is useless without a model for how to do better. But simply telling
the other person what to do or how to do it is usually a waste of time.
10. Be willing to accept feedback, too.
If you truly believe that negative feedback can improve performance, then you
should be willing to accept it as well as provide it. In fact, few things are more
valuable to managers than honest feedback from employees. It's to be treasured
rather than discouraged or ignored.
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Career Mapping and Employee Development
Career maps help both employers and employees. They offer plans for success and
identify areas of opportunity within an organization. With a company-wide career
map determined, organizations can set goals and make major decisions for the
betterment of the company.
In this article, we define career mapping, offer a guide on creating your own and
provide a template with an example.
What is career mapping?
Career mapping is the process by which employers create methods for individual
advancement within their company. Career maps explain the requirements for
advancement at each stage of an employee's career. Employees often create their
own career maps as they identify their own course of progression within an
organization. They create their own progression routes and determine the
requirements needed to get from their entry-level position to their goal.
Why should you create a career map?
Career maps not only identify directions for advancement for each type of employee,
but they also help businesses determine weak points and further goals. For example,
when employers find a barrier that might inhibit employees from reaching their goal,
they take the necessary steps to send their business in a direction that grants more
opportunities. Career maps lead to content, manageable and retainable employees.
Career map components
Career maps comprise multiple facets of information in determining methods for
advancement. Many include detailed personality profiles along with educational and
leadership requirements. The following list includes more specific details on the
various components of career maps:
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• Job descriptions and specifications
• Required competencies
• Personality profiles
• Training and development
Job descriptions and specifications
Every new level of employment within a single career path needs a formal job
description and a list of specifications. While many job descriptions are found online,
most roles are unique in their duties and details. Interview those within a specific
role or those in similar roles to determine a job description.
Required competencies
Especially at higher levels, some roles require certain skills or education. Similar to
the previous section, interview those within these roles for their opinions. Take note
if they have specific degrees or identify a particular skill set commonality within that
level range. If these positions don't yet exist, conduct online research on these or
similar roles.
Personality profiles
Aside from role qualifications, another necessary component involves personality
profiles. Outspoken individuals generally find more success in leadership roles.
Others find more success as part of a team. Depending on the role, you must identify
what type of personality fits it best.
Training and development
Formal education only gets employees so far. Some roles require additional training
for proficiency. For example, when you identify that performance of a certain role
requires bi-monthly seminars or other forms of training, list the details within that
role on the career map.
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How to create a career map
Creating a career map is often a challenging process. It requires a significant amount
of research but knowing all the opportunities for advancement helps both employer
and employee. The following list of steps outline how to create a career map:
1. Determine a starting point
2. Determine a final goal
3. Identify how to connect the two points
4. Create a series of smaller goals within two points
1. Determine a starting point
The first step in the process of creating a career map is determining an initial entry
position. This is often the role most new hires take when joining a company and has
few requirements. The starting point acts as the basis for the whole map. From it
branches various possibilities available to those on a given career progression route.
2. Determine a final goal
The second step is to determine your final goal. In most cases, this will be the highest
available position and where the map ends. When determining smaller scale
objectives, this may simply be the next career level from the previous level.
3. Identify how to connect the two points
The next step is understanding what it takes to advance from one point to another or
a starting point to a final goal. Various ways of reaching those goals include training
seminars, higher education, specific licensing and more. Each method of bridging the
gap is unique to individual roles and industries.
4. Create a series of smaller goals within two points
Similar to the previous goal, you need to set small goals within two points. Earning
your position in the next stage of your career often seems like a monumental task.
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Setting smaller goals between objectives makes the process seem faster and easier.
The more goals you reach, the less time it takes to reach the next level. Repeat this
process as needed for every stage within a career map.
Career mapping template
With the basic steps for creating a career path in mind, using a template becomes
simple. The following sections outline the basics of an effective career map:
[Starting job title: Your first section outlines all the details surrounding the starting
point. Include a full job description.]
[Bullet point defining further requirements]
[Bullet point defining personality profile details]
[A heading introducing goals. Ensure your goals are both relevant and achievable.
Consider the S.M.A.R.T system when determining objectives as it creates more
effective goals. Goals between career stages often include years of work experience,
the number of positive work reviews, specific achievements or rewards earned or
other related feats. Include as many as needed for the specific role.]
[Goal 1]
[Goal 2]
[Goal 3]
[Ending job title: This final section outlines all the details surrounding the ending
point. Treat it similarly to the starting point and include a job description and a
personality profile.]
Career mapping example
Now that you understand how to create a career map, use the provided template to
create your own. Below is an example of a two-stage career map using the template:
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*Administrative Assistant**:* Handles minor office tasks such as filing, report
taking, data entry and multi-line phone management. With proficient expertise in
applications such as Excel and PowerPoint, creates organized spreadsheets and
meeting presentations. Greet and assist all visitors as necessary.
• Requirements include an associate degree in administrative assisting or
related field and at least one year of previous experience
• Outgoing personality with a passion for customer service
There are three goals for this position:
1. At least 3 continuous years of employment
2. Discover and implement at least one method of improving customer service
3. Attend one training seminar on the principles of management
*Assistant Office Manager**:* Monitors daily activities involving the office and
concierge desk. Schedules building maintenance operations as needed throughout
the year. Maintains employee records and managerial procedures. Assists Office
Manager as needed.
Pertinent Questions in Talent Management
How important is it to have the right people in the right positions?
How big and qualified is the talent pool when in need for readily available
alternative candidates, whilst maintaining employee mirth, without sacrificing your
size?
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Notable Quotes
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