talent management
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TALENT MANAGEMENT
Prepared By: Zohra Rubab
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Bill Gates once said,
“Take our twenty best people away from us and I can tell you that
Microsoft would be an unimportant company.”
Prepared By: Zohra Rubab
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3Prepared By: Zohra Rubab
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o Super keepers are a very small group of individuals who have demonstrated superior accomplishments, have inspired others to attain superior accomplishments, and who embody the core competencies and values of the organization.
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Talent Management Assessment Tools
Performance Appraisal
Potential Forecast
Measurement Scales for
Performance and Potential
Core/Institutional Competencies
Prepared By: Zohra Rubab
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1. On-the-job coaching/ mentoring
To develop competencies in some phase of
current job
Covers all employeesWhen the particular
competency is needed for the job
2. Staff meeting on current problems
To develop a sense of participation and sharing of
problems
Covers all employees
When problems arise
3. Job rotationTo broaden
knowledge of unit operations
Plan prepared by managers Focus on Superkeepers and
Keepers
scheduling
Talent Development Approaches
Prepared By: Zohra Rubab
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4. Task forceassignment
To develop ability to lead and participate
in group activitiesCovers all employees As needed
5. Company educational
courses
To develop knowledge applying
to specific areas Covers all employees Continuously
6. Extracurricular activity
To discover and apply principles of leadership
Emphasis on Superkeepers
Activities that have specific objectives for
self-development
Prepared By: Zohra Rubab
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TALENT MANAGEMENT SYSTEM
COMPETENCY BASED MANAGEMENTPrepared By: Zohra Rubab
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What is competency?
• An underlying characteristic of a person/organization which enables to deliver performance in a given job, role or a situation.
Job related competencies
Personal competencies
Prepared By: Zohra Rubab
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Skills
Knowledge
Values
Behavior
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DEVELOPING TALENT MANAGEMENT SYSTEM
Four Step Process
1. List of Organization’s Core competencies & Assessment tools
2. Training & Development solution3. Assessment of Employees’ Core competencies &
“Potential forecast”4. Action Plans
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Step 1: List of our Core competencies
• Targets achieved, Establish standards & responsibilities, Creates result oriented environment
Action Orientation
• Communicates well both verbally & in writing, effective, concise & clear
Communication
• Generate ideas and develop or improves existing & new system
Creativity/ Innovation
Interpersonal Skills • Establish trust, credibility & confidence
Leadership • Motivates, empower, inspire, collaborate
Teamwork • Reward & utilize teams to optimize results, inspire enthusiasm, help resolve conflicts
Technical Expertise • Strong technical proficiencies & knowledge
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Step 2: Training & Development solution
1.Coaching Guide 2.Trainings
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Step 3: Assessment of Employees’ Core competencies & “Potential forecast”
o Substitute organization competencies & definition for the sample competencies.
o (Refer to the step 1 worksheet)
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Step 4: Action Plans
Approaches to Action Plan
Bench Strength Summary
Individual Competency Assessment
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Core Competency Personal Score Current Position Evaluation
Action Orientation 2 Below expectations
Communications 1 Greatly below expectations
Creativity/ Innovations 2 Below expectations
Interpersonal skills 3 Meets expectations
Leadership 3 Meets expectations
Teamwork 3 Meets expectations
Technical/ Functional Expertise
1 Greatly below expectations
Total 20
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Strength & Development Needs
Areas of strength
Areas to be developed
Actions
Prepared By: Zohra Rubab
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18Prepared By: Zohra Rubab
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Coaching for Retention
Succession Planning
Developing Leadership Through Competencies
Employment Branding Strategies
Strategies for Dealing with Talent Management Issues
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Finding and Hiring Fast-Track Talent
On Campus recruitment
Launching Internship Program
Inviting applicants for on spot assessment
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Using A Talent Management Model for Selection
Prepared By: Zohra Rubab
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22Prepared By: Zohra Rubab