2. TALENT
‘Talent signals an ability to learn and develop in the
face of new challenges. Talent is about future
potential rather than past track record. So talent
tends to be measured in terms of having certain
attributes, such as a willingness to take risks and
learn from mistakes, a reasonable (but not too high)
level of ambition and competitiveness, the ability to
focus on ‘big picture’ issues, and an awareness of
their own strengths, limitations and impact on
others…’
3. 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
4. TALENT MANAGEMENT
A conscious, deliberate approach undertaken
to attract, develop and retain people with the
aptitude and abilities to meet current and
future organizational needs. Talent
management involves individual and
organizational development in response to a
changing and complex operating environment.
It includes the creation and maintenance of a
supportive, people oriented organization
culture.’
OR
‘Talent management is the process of ensuring
that the organization attracts, retains,
motivates and develops the talented people it
needs.’
5. 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
6. • TM introduced by Mc Kinsey consultants, late 1990’s
• TM is identified as the critical success factor in corporate
world
• TM focuses on
– differentiated performance: A, B, C players influencing
company performance and success
– identifying key positions in the organization
!!! Surveys show that firms recognize the importance of talent
management but they lack the competence required to
manage it effectively
7. 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 includes a series of integrated
systems of
recruiting,
performance management,
maximizing employee potential, managing their
strengths and developing
retaining people with desired skills and aptitude
8. Talent management model
• There are different approaches to talent management
in organizations
• A successful TM model has to link
1. TM creed (culture, values, expectations) with
2. TM strategy and
3. TM system. (Lance and Dorothy Berger, 2011)
The values, expectations and elements of
– the desired culture and
– the business excellence
should be embedded in HR systems as selection criteria,
competency definitions, performance and promotion
criteria and development processes
9. TALENT=COMPETENCE+COMMITMENT+CONTRIBUTION
• Being competent is not only enough to be a talent
• The competent person should be committed to the
causes and goals of the organization
• And should be able and willing to contribute to the
success of the organization
So, developing your talent is not enough, the
organizations need to take all the measures to
motivate, reward their talent pool to gain their
commitment and contribution.
Retention is also essential to gaurantee future alignment
of the talent with the right key positions
11. • People are not your Asset but the Right people are............
Just as Customer Acquisition describes the overall strategic process
around identifying market sectors, targeting client prospects,
running direct marketing campaigns, selling and receiving the order
(i.e. acquiring a new customer), so Talent Acquisition involves all
the sub-processes around finding, attracting and engaging highly
talented individuals into your organization. Hence TML's Talent
Acquisition involves the planning, sourcing, assessing, hiring and
on-boarding of top talent. Strategic Talent Acquisition takes a long-
term view of not only filling positions today, but also using the
candidates that come out of a recruiting campaign as a means to fill
similar positions in the future. In the most enlightened cases of
Strategic Talent Acquisition, we help clients to recruit today for
positions that do not even exist today but are expected to become
available in the future.
12.
13. ?
Create Your Own Cloud
“Gather a small group of leaders
together and ask these questions.
You know more than you realize
and will find a lot of agreement.
14. • What do your organization’s turnover patterns tell
you?
• How can you describe the reputation your
management teams have?
• What feedback have you received from employees
that might tell you more about why they stay or go and
grow or stagnate?
• What are a few of the reasons employees rank their
workplaces as the best?
• Does your organization have qualities that are similar
to highly ranked workplaces?
15. • Next, build out the cloud. Don’t simply create a list of
what impacts retention; craft a guide that will help you
improve your organization’s business practices. Each
piece within your cloud should be explained so that
leaders and employees know how to build and
reinforce strengths, solve problems, and remove
barriers.
• “Move from cloud to system. Share the contents of
the cloud with your team, facilitate discussion, and
select a focused list of opportunities, initiatives, or
projects that have the greatest potential for improving
retention and growth. Implement what you’ve
learned.”
16. HR and TM
HUMAN RESOURCES TALENT MANAGEMENT
MANAGEMENT
o Broad Scope (entire oFocus on segmentation
employees) (key group of core
o Emphasize employees and key
egalitarianism positions)
oFocus on administrative o Focus on potential
functions people
oTransactional oFocus on the attraction,
oFocus on systems with development and retention
silo approach of talent
oFocus on integratation of
HR systems
