Talent Management

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“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it”

Peter Drucker

Talent Management

Talent management is the strategic management of the flow of talent through an organization.

Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives.

Behind these numbers are gaps in areas particularly relevant in today’s environment

Traditionally Engaged

Belief in company goals

and objectives

Emotional connection

(pride, recommendation)

Willingness to give

extra effort to support

success

Energy

Can sustain energy

needed at work

Have social supports in

work environment

Have sense of

enthusiasm and

accomplishment at work

Enablement

Freed from obstacles to

succeed at work

Have resources to

perform well

Can meet work

challenges effectively

Ensuring people are

capable of doing their

jobs well

Ensuring people have

capacity to perform at

their best

Values and Culture

Performance Review

HR Processes

Leadership

Organisation, Team and Job

Design

Individual and Team

Competence

Core Work Processes

Talent Challange Employer Brand “what do people think of us?”

Recruitment Processes “how we do attract talented people to us?”

Reward & Recognition “what keeps our talent with us?”

Performance Management “where is our talent in the organisation?”

Talent Management “how do we manage our talent?”

Communication “how do we talk to our talented people?”

Talent Management

Talent-management processes include:

Workforce planning Talent-gap analysis Recruiting Staffing Education and development Retention Talent reviews Succession planning Evaluation

Talent Management

To drive performance, deal with an increasingly rapid pace of change and create sustainable success, an organization must integrate and align these processes with its business strategies.

What is Talent?

According to McKinsey; talent is the sum of

• a person’s abilities,

• his or her intrinsic gifts,

• skills, knowledge, experience ,

• intelligence,

• judgment, attitude, character, drive,

• his or her ability to learn and grow.

Who are Talented People?

• They regularly demonstrate exceptional ability and achievement over a range of activities

• They have transferable high competence

• They are high impact people who can deal with complexity (Robertson, Abbey 2003)

Why Organizations Need Talent Development?

• To compete effectively in a complex and dynamic environment to achieve sustainable growth

• To develop leaders for tomorrow from within an organization

• To maximize employee performance as a unique source of competitive advantage

• To empower employees: Cut down on high turnover rates Reduce the cost of constantly hiring new people to

train

Talent Management Model

Talent Management Model

Acquiring Talent

Sourcing talent is the process to generate a pool of qualified candidates for a particular job. The organization must announce the job’s availability to the market and attract qualified candidates to apply. The organization may seek applicants from inside the organization, outside the organization or both.

Talent selection is the process to make a “hire” or “no hire” decision about each applicant for a job. The process usually involves determining the characteristics required for effective job performance, interviewing, and then measuring applicants on those characteristics.

Key Assumptions

“Organizations need to get the right people on the bus and in the right seats to succeed.”

“Good coaching, training, mentoring, etc., is not likely to make up for bad selection.”

“Hire hard….Manage easy!”

Collins, J. (2001). Good to great. New York: HarperCollins.

Acquisition Workflow

Requisition process.

Sourcing.

Application process.

Screening and interviewing.

Acquisition.

Employment offers.

Regrets.

Sourcing

Candidates

College recruiting.

Newspapers.

Recruiting services.

Web sites.

Trade journals.

Temp-to-hire.

Important Considerations

Person-Job Fit: The match between a person’s knowledge, skills and abilities and the requirements (competencies) of a specific job (“demands-ability fit”).

Related to higher performance and lower turnover.

Person-Organization Fit: The congruence of an individual’s personality, beliefs and values with the culture, norms and values of the organization.

Related to job satisfaction, commitment and turnover.

Person-Job Fit Analysis

Review core competencies (knowledge, skills, and attributes) for the position.

Observe or ask someone doing the same or a similar job to help validate.

List and prioritize the essential and desirable competencies.

Essentials: The job cannot be performed without these essential KSAs (e.g., experience running X, Y, and Z reports in Siebel’s CRM application).

Desirables: Not essential to perform the job, but can be used to differentiate candidates (e.g., fluent in German).

Person-Organization Fit

Person-Organization Fit

Personality and work group (cultural fit):

Conscientiousness (careful, hardworking, organized, etc.)

Agreeable (cooperative, good-natured, tolerant, etc.)

Extroversion (sociable, gregarious, talkative, etc.)

Emotional stability (anger, worry, insecurity, etc.)

Openness to experience (flexible, curious, open to ideas, etc.)

Personal values and organization values.

Personal interests and organization opportunities.

Expectations and rewards.

Followership and management style.

Selection Methods

Interviews.

Ability tests.

Personality tests .

Integrity tests.

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