Steps and frameworks to create a robust integreted talent management paractice

1. CREATING AN
INTEGRATED
TALENT
MANAGEMENT
PRACTICE

2. EXECUTIVE
SUMMARY
What is Talent Management, Key
elements and Why it’s important
Steps to create a Talent Practice
Philosophy, Talent Strategy,
Model, Processes and Systems

3. DEFINITION
Talent Management is set of a mission critical processes that
ensures organizations have the quantity and quality of people in
place to meet their current and future business priorities (*)
3 (*) DDI
Definition
When we refer to Talent (As individuals) are we talking about:
All company employees
Those considered Hi Potentials

4. WHY IT’S IMPORTANT
• There is a demonstrated relationship between better talent and better business
performance.
• Talent is a rapidly increasing source of value creation. The financial value of
companies often depends upon the quality of talent. In fact, the Brookings
Institution found that with 80 percent of value of a company is attributable to
intangible assets and 20 percent to tangible assets.
• Boards and financial markets are expecting more.
Employee expectations are also changing. Employees today are:
 Increasingly interested in having challenging and meaningful work.
 More loyal to their profession than to the organization.
 Less accommodating of traditional structures and authority.
 More concerned about work-life balance.
 Prepared to take ownership of their careers and development
• Workforce demographics are evolving.
4

5. Talent Strategy
STEPS TO CREATE A TALENT
PRACTICE
5
Business
Needs
and
Growth
Strategy Talent
Philosophy
Talent Model
Key
Elemen
ts
Acquisitio
n
Performan
ce
Developm
ent
Engageme
nt
Successio
n
Talent Processes
Current
and
Desired
Culture
Talent Management Systems (Software)

6. TALENT PHILOSOPHY
A talent philosophy is the foundation for every talent practice in the organization.
It details the company’s point of view on performance, behaviors, accountability, transparency, and
differentiation.
That clear point of view means that managers can easily explain the outcomes of talent processes
and employees know that talent decisions are made using a consistently and equitably applied
approach. (*)
(*) Talent Strategy
Group
Key definitions of a Talent Philosophy
1. Performance: How do we manage performance? High differentiation or fairness prevails? Incentives, Individual
vs Teams?
2. Differentiation: Do we differentiate talent? Hi potentials? If so how do we determine who is a HP, how do we
compensate, develop and communicate to the individual and the organization.
3. Behaviors: What are the expected Leadership behaviors? What makes a Leader successful? How do they shape
the culture?
4. Transparency: How transparent should we be with employees about their career potential in our organization?
5. Accountability: How accountable are managers today for increasing their team’s engagement?
6. Talent Architecture: Do we build from within (Build), Hire (Buy) what's the right mix?
7. Ownership and Roles. Who owns the talent, what are the Managers, employee and company roles in talent
development
Talent
Philosophy

7. DEFINING A TALENT STRATEGY
7
The Talent Strategy is the output of what we do: Build the Capabilities needed to
achieve business results
A talent strategy identifies the key success factor of a Business Strategy..
..Translates it into Critical Capabilities (people + processes + systems + organization) the
organization needs to develop to achieve the business strategy..
..Creates a roadmap to build those capabilities using six levers:
• Acquiring Talent
• Developing Talent
• Designing Organizational models
• Crafting Reward mechanism
• Building Leadership Capabilities
• Enhancing Functional skills
Capabilities : people + processes + systems + organization
Talent
Strategy

8. DEFINING A TALENT MODEL
8
John Bersin Model
An integrated Talent Management model includes all the elements of managing
people which lets the organization rapidly and effectively respond to business needs.
Defining a Talent Model upfront helps integrate all elements: Processes, tools and
systems of Talent Management to achieve the desired outcome. (The Talent
Strategy)
Talent
Model

9. TALENT PROCESSES
Acqu
isitio
n
Perfo
rman
ce
Deve
lopm
ent
Enga
gem
ent
Succ
essio
n
Talent
Process

10. TALENT ACQUISITION – KEY
DEFINITIONS
When do we hire (buy), when do we develop (build)?
What is our Employee value proposition, and how de we communicate
it as an attractive Employer Brand
How do we manage the Attraction /Recruitment/Selection/On
Boarding process
10
Acquisi
tion
Perfor
mance
Develo
pment
Retenti
on
Succes
sion

11. PERFORMANCE – KEY DEFINITIONS
What is the purpose of our performance management processes?
Performance Evaluation
Performance Management
Performance Acceleration
Timing: Yearly/ Semi Annual /Quarterly process?
Ratings yes o no?
Feedback and conversations
Link with Pay
11
Acquisi
tion
Perfor
mance
Develo
pment
Retenti
on
Succes
sion

12. DEVELOPMENT – KEY DEFINITIONS
Identifying Strengths, Opportunities and Gaps
Career Conversations and Development plans
Learning and the 70/20/10 framework
Critical experiences: mapping and developing a journey
12
Acquisi
tion
Perfor
mance
Develo
pment
Retenti
on
Succes
sion

13. ENGAGEMENT – KEY DEFINITIONS
How and how frequently do we measure it?
Who is accountable for creating a Engaging work environment?
Survey/Review/Communicating Results/Action planning process
13
Acquisit
ion
Perform
ance
Develop
ment
Engage
ment
Succes
sion

14. SUCCESSION – KEY DEFINITIONS
14
Talent Inventory.
What Talent do we have, what gaps we need to fill.
Talent Segmentation (Hi potentials/ Hi Performers /Critical
Professionals)
Talent Calibration. Talent Assessment?
Link to development and accelerated development
Bench sufficiency and Bench development
Critical and Developmental roles
Acquisi
tion
Perfor
mance
Develo
pment
Retenti
on
Succes
sion