Human Resources Management(a.k.a. HRM)

Talent Management(a.k.a. TM)

&Dokuz Eylul University

(a.k.a. DEU)

Ali Dindar presents

How many timeshave you thought about having the

right people?

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do we miss everyday?

How many opportunities

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THAT WE ARE CREATING & ENABLING THE CHANGE?

How many of us really believe

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TO DISCOVER & DEVELOP THEIR POTENTIAL,

Do we really enable others

or could we be more?...

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WITHOUT BEING MORE?...

Is it possible to do more

without changing myself?...

Can I change others

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How many friends

do I have?

should I have?

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How can I develop

myself and my friends?

Individual discovery and

reflection

Mentoring

Learning CirclesT

Team Experiences

Conferences and Seminars

Virtual Spaces; forums, blogs and resource

sharing30.03.2011

LADIES & GENTLEMEN, ...

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The era of...

GET READYTO WELCOME

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MANAGEMENT

TALENT

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FIRST LET’S PLAY A SIMPLE GAME...Rules:

We will be in two groups

We will play –it will take around 15 sec.

Then we will tell each other what we see in the picture.

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FIRST GROUP, PLEASE LOOK AT

THE FLOOR!

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TAKE A LOOK AT THE PICTURE FOR A FEW SECONDS...

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SECOND GROUP, PLEASE LOOK AT

THE FLOOR!

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TAKE A LOOK AT THE PICTURE FOR A FEW SECONDS...

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THANK YOU!

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WHAT DO YOU SEE IN THE PICTURE?

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THIS IS THE POWER OF A

PARADIGM.

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FLOW OF SESSION

Intro / Expectations

TM processes

TM as a sub-system

Other

Updated HR

FLOW OF SESSION

LEARNING OBJECTIVES:Understanding theory of TM

Understanding importance of TM

TM Systems

Updates by time

What can I do in TM (HR) departments?

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The Human Resource Management (HRM) function includes a variety of activities, and key among them is responsibility for human resources - for deciding what you have and whether to

, , ,

conform to various regulations.

ensuringyour personnel and management practices

WHAT IS TALENT MANAGEMENT?

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staffing needsuse independent

contractors or hire employees to fill these needs

recruiting and training the best employeesensuring they are high performersdealing with performance issues

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Intro / Expectations

TM processes

TM as a sub-system

Other

Updated HR

FLOW OF SESSION

Planning

Marketing

Selection

Goal-Setting

Education & Training

CoachingTracking

Transition

Performance

Assessment

Rewards & Recognitio

n

Fast Track

TM PROCESSES

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TM PROCESSES:

Planning

•TM planning is a process that identifies current and future human resources needs for an organization to achieve its goals.

Marketing

•TM marketing includes; definition of job roles and promotion processes.

Selection

•The goal of the selection process is to find the best available person for the job, a person with the knowledge, skills, abilities, and motivation to successfully fill the position.

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TM PROCESSES:

Goal-

Setting

•Goal Setting is important that it creates a synergy between Organizational Goals and Individual Goals.

Education &

Training

•One key factor in employee motivation and retention is the opportunity to continue to grow and develop job and career enhancing skills.

Coachin

g

•Coaching involves working in a partnership between coach and client(s) to provide structure, guidance and support.

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TM PROCESSES:

Tracking

•Succession planning is nothing more than having a systematic process where managers identify, assess and develop their staff to make sure they are ready to assume key roles within the company.

Transitio

n

Performance Assessment

•Performance appraisal is a process of assessing, summarizing and developing the work performance and competency development of employees.

Current Res.Current Res.Elected Res.Elected Res.Other stuff

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TM PROCESSES:

Rewards

& Recognition

•A leader makes other people feel important and appreciated. The leader excels at creating opportunities to provide rewards, recognition and thanks to his or her members.

Fast Trac

k

•Fast Track is a process that is related on succession planning. In this process you have to define employees (high potential employees) who had top performance and high competencies. These employees are your future leaders of your organization. You can give them bigger responsibilities faster than others.

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Intro / Expectations

TM processes

TM as a sub-system

Other

Updated HR

FLOW OF SESSION

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1-Recruitment Coordination2-Finalizing Talent Plan3-Training the leaders on TM4-Providing tools for PMS.

1-Performance Appraisals2-Reward & Recognition within the team3-Development of team members4-Motivation of members

•Input for Talent Planning•Setting Performance Criteria•Analyzing Training Needs

TM Department Other Leaders

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Intro / Expectations

TM processes

TM as a sub-system

Other

Updated HR

FLOW OF SESSION

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The role of this group was to hire people, pay them, and make sure they had the necessary benefits.

In the 1980s and 1990s organizations realized that the HR function was in fact more important – and the concepts of “Strategic HR” emerged.  During this period organizations realized that the VP of HR had a much larger role:  recruiting the right people, training them, helping the business design job roles and organization structures (organization design), develop “total compensation” packages which include benefits, stock options and bonuses, and serving as a central point of communication for employee health and happiness. 

STAGE 1:   PERSONNEL DEPARTMENT

STAGE 2: STRATEGIC HR

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STAGE 3:   TALENT MANAGEMENT: We are now entering a new era:  the emergence of “Talent

Management.”   While strategic HR continues to be a major focus, HR and L&D organizations are now focused on a new set of strategic issues:

How can we make our recruiting process more efficient and effective by using “competency-based” recruiting instead of sorting through resumes, one at a time?

How can we better develop managers and leaders to reinforce culture, instill values, and create a sustainable “leadership pipeline?”

How do we quickly identify competency gaps so we can deliver training, e-learning, or development programs to fill these gaps?   How can we use these gaps to hire just the right people?

How do we manage people in a consistent and measurable way so that everyone is aligned, held accountable, and paid fairly?

How do we identify high performers and successors to key positions throughout the organization to make sure we have a highly flexible, responsive organization?

How do we provide learning that is relevant, flexible, convenient, and timely?

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Intro / Expectations

TM processes

TM as a sub-system

Other

Updated HR

FLOW OF SESSION

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•Recruiting

•Hiring

•Training

•Organization Development

•Communication

•Performance Management

WHAT CAN YOU DO IN TM DEPARTMENT?

•Coaching

•Policy Recommendation

•Salary and Benefits

•Team Building

•Employee Relations

•Leadership

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THANKS FOR LISTENING

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