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1. Talent Management

2. Agenda
Talent Management
- Why Organizations Need Talent Development?
-What is Talent Management?
-What is Talent?
-Who are Talented People?
- What isTalent Management Model?
-Why competencies?
-What is competency?
-What is Talent Management Process?
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3. 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 high turnover rates
 Reduce the cost of constantly hiring new people
to train

4. What is Talent Management?
The purpose of TM is to ensure that the right supply of talented
workforce is ready to realize the strategic goals of the organization
both today and in the future
Organization’s efforts to attract, select, develop, and retain key talented
employees in key strategic positions.
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

5. Talent Management
 TM introduced by McKinsey 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

6. 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.

7. 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)

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. The Talent Creed
 “A TM creed is the set of core principles,
values and mutual expectations that guide
the behavior of an institution and its people”
 It describes in general terms what types of
people are expected to work in the
organization and what type of a culture is
desired to achieve success

10. The Talent Strategy
Describes what type of people the organization will invest
in and how it will be done
Besides the specific elements of their creed, the talent
strategy of all high performing organizations should
have these directives:
1) Identify key positions in the organization (not more than
20, 30 %)
2) Assess your employees and identify the high performers
(classify according to their current and future potential)
3) Retain key position backups
4) Make appropriate investments (select, train, develop,
reward)

11. Assessing the Employees
 Superkeepers- greatly exceed expectations
(3-5%)
 Keepers – exceed expectations (20 %)
 Solid citizens- meet expectations (75 %)
 Misfits- below expectations (2-3 %)
(Berger and Berger, 2011)

12. Allocating Investments in People
Superkeepers- receive about 5 % of all the resouces; need very
high recognition, compensate much more than the pay market,
promote very rapidly
Keepers –receive about 25 % of all the resources, need high
recognition, compensate more than the pay market, promote
rapidly
Solid citizens- receive about 68 % of all the resources, need
recognition, compensate at the market level or just above
Misfits- receive about 2 % of all the resources for some,
compensate at below market average
(Berger and Berger, 2011)

13. Talent Management System
Implementation program of the talent strategy which
has a set of processes and procedures
(1) assessment tools
(2) multi-rater assessment
(3) diagnostic tools
(4) monitoring processes
If the management is not willing to use
assessment in their organizations they can’t do
talent management

14. Assessment Tools for TM
The five assessment tools should be linked to
ensure that each assessment is consistent
with the four other evaluations
 Competency Assessment
 Performance Appraisal
 Potential Forecast
 Succession Planning
 Career Planning

15. Multi-Rater Assessment
 Employee. The owner of the career plan that
is aligned with the succession plan
 Boss. The primary assessor
 Boss’s boss. The key link in the vertical
succession and career plan
 Boss’s peer group. Source of potential new
assignments in the same or other function

16. Diagnostic Tools
SuperkeeperTM reservoir. SuperkeepersTM are employees whose
performance greatly exceeds expectations, who inspire others to greatly
exceed expectations, and who embody institutional competencies.
Keeper Key position backups. The “insurance policies” that ensure
organization continuity. Every key position should have at least one
backup at the “Keeper” (exceed job expectations) level.
Surpluses. Positions with more than one replacement for an incumbent.
While ostensibly a positive result of the talent management process, it
can be a potential source of turnover and morale problems if the
replacements are blocked by a non-promotable incumbent and/or there
is no realistic way most of the promotable replacements can advance.
Voids. Positions without a qualified backup. Determine whether it will
transfer someone from the surplus pool, develop alternative candidates,
or recruit externally.
Blockages. Non-promotable incumbents standing in the path of one or more
high-potential or promotable employees.
Problem employees. Those not meeting job expectations (measured
achievement or competency proficiency). Give opportunity to improve,
receive remedial action, or be terminated. The time frame should be no
longer than six months.
(Lance and Dorothy Berger, 2011)

17. Monitoring Processes
Evaluate the results of talent management system
on a regular basis for
• quality,
• timeliness and
• credibility

18. Why Competencies?
The challenge is to identify which competencies the
organization expects to see in their people
The starting point of the model is the creed (values,
principles, expectations) and the business strategies
 Through a competency model the organization sends a
consistent message to the workforce about “what it takes” to
be successful in the job
 Helps employees understand what helps drive successful
performance
 The Competency Model approach focuses on the “How” of
the job.
 Competency model is behavioral rather than functional,
focuses on the people rather than jobs
 Competency models are outcome driven rather than
activities (Job descriptions focus on activities, competencies
focus on outcomes)
 Integrates HR strategy with business strategy –both focus on
outcomes

19. Why Competencies?
The competency model serves as the
foundation upon which all workforce
processes are built.
Competencies promote alignment of talent
management systems by creating a common
language that enables these systems to talk
with each other! That is, results of one TM
system is used as the input data for the
following TM system.

20. What is Competency?
Competencies are the core elements of talent
management practices
They are the demonstrable and measurable
knowledge, skills, behaviors, personal
characteristics that are associated with or
predictive of excellent job performance.
Examples
 Adaptability, teamwork, decision making, customer
orientation, leadership, innovation etc.

21. Competencies and Definitions
Action Orientation
Targets and achieve results,overcomes obstacles, accepts
responsibility, creates a results-oriented environment.....
Interpersonal Skill
Effectively and productively engages with others and
establishes trust, credibility, and confidence with them
Creativity/Innovation
Generates novel ideas and develops or improves existing
and new systems that challenge the status quo, takes
risks, and encourage innovation
Teamwork
Knows when and how to attract, develop, reward, be part
of, and utilize teams to optimize results. Acts to build
trust, inspire enthusiasm, encourage others, and help
resolve conflicts and develop consensus in supporting
high performance teams
(Berger and Berger, 2011)

22. The Competency Model
 The Competency Model identifies usually three
groups of competencies:
 Core competencies for the entire organization to shape the
organizational capabilities and culture required to achieve
the strategic goals
 Leadership competencies for the management teams of
various levels for selection, career planning and
development
 Functional (technical) competencies (specific for each job
family)

23. Developing a Competency Model
 Use commonly available “ready to use”
models with small adjustments for your
organization
 Develop own competency model with help of
consultants
 Behavioral Benchmarking compare superior
performers with other best people in the
organization and in other benchmark
companies

24. Developing Organization’s Own
Competency Model
 Overview of current tasks and responsibilities
 Come to agreement about what successful “outcome
driven” performance looks like
 Review of competency library and selection of “must
haves” for the position
 Rank top competencies as demonstrated by exemplary
(superior) performers
 Identify of those competencies that align with the vision,
mission and strategic plan of the organization
 Verify the competencies with a larger sample of the
organization

25. Choosing Competencies
Before choosing competencies in an organization
following requirements must have been completed:
 Establishment of vision, mission, values
 Strategic business goals
 Identification of the tasks, responsibilities and
outcomes expected from each position
 Identification of the superior performers
 Satisfactory competency library

26. Talent Management
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

27. Talent Management Model

28. Talent Management Model
 Expectations for the future. Businesses should identify
 Job roles
 Spesific objectives
 Competencies
 Capabilities to meet the expectations
 Work environment
 Managerial support
 Rewards and recognition
 Removing barriers
 Feedback systems needed to
 Focus
 Keep on track
 Develop

29. Talent Management Process
Organization
Analysis
-Job descriptions
-Job spesifications
Assessing the Emloyees
A B C D
Potential
Candidates
Performance
Evaluation
Buss. Results
Personal
Development
Activities
Career
Committees
Potancial
Candidates
and
Succession Lists
Approval
of the
Lists
Analysis
Assessment
Development
Talent
Development
Programs
January - March April May on......

30. Structure of a Talent Management Program
 Building Block 1: Identification and assessment of
competencies
 Building Block 2: Performance appraisals
 Building Block 3: Succession and career planning
 Development of talent (coaching, mentoring, training)
 Linking compensation with the program (reward and
motivate)
 Targeting culture as an important driver of TM programs
 Secure senior executives’ commitment to make the
talent management model work
 Evaluate the results of talent management system on a
regular basis

31. Integrated Functions of TM
 Performance appraisals, assessments of
potential, competency evaluations, career
planning, and replacement planning (the core
elements of talent management) should be
linked to each other.
 Stand alone functions are destined to end
with failure

32. HR and TM
HUMAN RESOURCES
MANAGEMENT
TALENT MANAGEMENT
o Broad Scope (entire
employees)
o Emphasize equality
oFocus on administrative
functions
oTransactional
oFocus on systems with
silo approach
oFocus on segmentation
(key group of core
employees and key
positions)
o Focus on potential
people
oFocus on the attraction,
development and retention
of talent
oFocus on integratation of
HR systems

33. Classwork and/or Homework
 Prepare a list of 5 competencies for your own
position. Explain why you choose these
competencies and what do they include
behaviorally?

34. Network-Wide Talent Management Strategy
2013 – 2015 Implementation Goals
Build a strong foundation and infrastructure to ensure United Ways (organizations
and individuals) have quality resources, leadership programs, technology and
learning to drive organizational performance and results in communities.
Build Capacity Enhance Performance Drive Culture
Improve capability and
capability to recruit and
retain talent.
Drive organizational and
individual performance and
results.
Further a network culture
built on relationships,
mutual support and trust.
Success across the Next Three Years: United Way as a beacon for talent and
leadership to drive cross-sector initiatives and integrated community-focused work
… increasingly seen as critical for solving systemic social issues.
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35. Implementation Priorities Network Wide
 Implementing competencies, to
ensure high-quality talent, consistency
and alignment.
 CEO and Board development, with an
emphasis on enhancing the leadership
capacity.
 Develop the next generation of leaders
and implement succession planning
for all United Ways regardless of size.
Implement a network-wide talent management strategy by lifting
priorities from recruitment through succession and initial strong focus:
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36. 2013 Talent Management Goals and Priorities
Deepen Network Capabilities
Resources Programs Engagement
Drive adoption and
implementation of
talent strategy,
competencies and
succession plans.
New and refreshed
resources aligned with
the talent management
strategy and
competencies.
Strategic leadership
development and
engagement initiatives
for CEOs and Hi-Pos.
• Functional competencies
for RD and CI (MKTG).
• Online database/platform for
HI-Pos (modify LEAD).
• Performance management
system for CEOs.
• Executive Leadership
Development Program.
• Fellowship Program.
• Mentoring Program.
• Board Development &
Engagement.
• Enhanced
communication across
the network to promote
strategy, resources and
tools.
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