2. Bill Gates once said,
“Take our twenty best people away from us and I
can tell you that
Microsoft would be an unimportant company.”
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4. 4
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.
Prepared By: Zohra Rubab
6. 1. On-the-job
coaching/
mentoring
To develop
competencies in
some phase of
current job
Covers all employees
When 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 rotation
To broaden
knowledge of unit
operations
Plan prepared by
managers Focus on
Superkeepers and
Keepers
scheduling
Talent Development Approaches
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7. 7
4. Task force
assignment
To develop ability to
lead and participate
in group activities
Covers 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
9. 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
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11. DEVELOPING TALENT MANAGEMENT SYSTEM
Four Step Process
1. List of Organization’s Core competencies &
Assessment tools
2. Training & Development solution
3. Assessment of Employees’ Core competencies &
“Potential forecast”
4. Action Plans
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Prepared By: Zohra Rubab
12. Step 1: List of our Core competencies
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• Targets achieved, Establish standards &
responsibilities, Creates result oriented environmentAction Orientation
• Communicates well both verbally & in writing,
effective, concise & clearCommunication
• Generate ideas and develop or improves existing &
new systemCreativity/ 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
Prepared By: Zohra Rubab
13. Step 2: Training & Development solution
1.Coaching
Guide
2.Trainings
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14. 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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Prepared By: Zohra Rubab
*Measurement scales for performance and potential: The most common scale for performance measurement is:greatly exceeds expectations (5), exceeds expectations (4), meets expectations(3), below expectations (2), greatly below expectations (1). The most commonscale for potential assessment is: high potential (5), promotable (4), lateral (3),marginal (2), none (1).
*Reason for not preferring Bench Strength Summary is limited career growth within department
