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Profiling and talent management

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Profiling and talent management

  1. 1. Profiling and Talent Management
  2. 2.  Nowdays issues in HRM  Define talent acquisition and differentiate between sourcing and selection processes.  Use tangible and intangible data to articulate a business case for effective talent management.  Articulate the seven steps in a common talent acquisition process.  Conduct a job-fit and organization-fit analysis and translate the analysis into selection criteria and methods. Learning Objectives
  3. 3. Course Overview  Talent management and acquisition defined.  Talent acquisition workflow.  Sourcing candidates.  Job-fit and organization-fit.  Selection methods (e.g., interviewing).  Evaluation frameworks.  Onboarding strategies.
  4. 4. Learning Objectives  Develop behavior-based and situation-based interview questions derived from job analysis data and conduct a professional interview.  Design a process for final candidate evaluation.  Articulate an employer’s legal responsibilities in the recruitment process.  Highlight various strategies to onboard new employees.
  5. 5. “The days of simply maintaining personnel files and advising on hiring, firing and compensation are long gone for HR professionals. Today they fulfill a variety of roles that require knowledge and competencies in areas that were foreign to them in the past.” Salvatore et al. (2005)
  6. 6. Nowdays Issues in HRM • Competitive Challanges Ahead • Facts and Myth • HRM at Work • The Management Process • Source of Organisational Capabilities • HRM and Practices • At companies with effective HRM • Human Capital • Competency based HRM • Talent Management • HRM and Sustainable Competitive Advantage • High-Performance Work System
  7. 7. Competitive Challenges Ahead • Globalization • Value Chain for Business Competitiveness & HR services • Profitability through cost and growth • Capability Focus • Change, change, and change some more • Technology • Attracting, retaining, & measuring competence & intellectual capital • Turnaround is not transformation
  8. 8. • People go into HR because they like people • HR departments are not designed to provide corporate therapy or as social or health-and- happiness retreats. • HR professionals must create the practices that make employees more competitive, not more comfortable.
  9. 9. • Anyone can do HR. • HR activities are based on theory and research. • HR professionals must master both theory and practice.
  10. 10. • HR deals with the soft side of business and is therefore not accountable. • The impact of HR practices on business results can and must be measured. • HR professionals must learn how to translate their work into financial performance.
  11. 11. • HR focuses on costs, which must be controlled • HR practices must create value by increasing the intellectual capital within the firm. • HR professionals must add value, not reduce costs.
  12. 12. • HR’s job is to be the policy police and the health-and-happiness patrol. • The HR function does not own compliance- managers do. • HR practices do not exist to make employees happy but to help them become more committed. • HR professionals must help managers commit employees and administer policies.
  13. 13. • HR is full of fads. • HR policies have evolved over time. • HR professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority.
  14. 14. • HR is staffed by nice people. • At times, HR should force vigorous debates. • HR professionals should be confrontative and challenging as well as supportive.
  15. 15. • HR is HR’s job. • HR work is as important to managers as are finance, strategy, and other business domains. • HR professionals should join with managers in championing HR issues.
  16. 16. Human Resource Management at Work • What Is Human Resource Management (HRM)? – The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. • Organization – People with formally assigned roles who work together to achieve the organization’s goals. • Manager – The person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people.
  17. 17. The Management Process Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–18 Planning Organizing Leading Staffing Controlling
  18. 18. 19 Source of Organisational Capabilities:  Human Capital-skills,experience,know-how and capabilities of individuals in the organisation.  Structural Capital-Organisational architecture,business processes,culture,decision making,patents, trademarks.(Intellectual Capital).  Relationship Capital-internal and external interconnectedness, Value Chain Management,Image promotion and development
  19. 19.  HRM can increase its contribution to the organisations’ effectiveness by playing key role in creating value in each of the components of strategic capability. Through sound HR Policies, Programs and Practices • HR should be involved in the identification of Key Competencies that are needed to exploit existing Organization Capabilities; Developing Competencies to achieve organization's strategy.
  20. 20. Human Resource Management (HRM) The policies, practices, and systems that influence employees’: – behavior – attitudes – performance
  21. 21. Human Resource Management Practices
  22. 22. Evolution of HR Function
  23. 23. At companies with effective HRM: • Employees and customers tend to be more satisfied. • The companies tend to: – be more innovative – have greater productivity – develop a more favorable reputation in the community
  24. 24. Human Capital • Human Capital – an organization’s employees described in terms of their: – training – experience – judgment – intelligence – relationships – insight • The concept of “human resource management” implies that employees are resources of the employer.
  25. 25. Competency Based HRM • Competencies begin to play a central role in the formulation of an HR strategy; • This is an HR strategy that is directly aligned to the business strategy • HR needs skills and tools for competency tracking and management for the individuals and teams within an organisation. • Such tracking helps in Skills Gap analysis. • These processes can now be assisted by standardised data formats, which can be automated.
  26. 26. Why measure HR effectivenessAlignment of HR with Business Distinctive Competence To achieve our strategy, what are the key things we need to do exceptionally well in order to achieve our competitive advantage. Workforce Capability What are the key capabilities that our workforce needs to excel in order to achieve our business strategy? Strategy What are our strategic and business objectives?
  27. 27. 30 COMPETENCIES AS LINK BETWEEN STRATEGY AND HUMAN RESOURCE PROGRAMMES Business Strategy Organisational Capabilities Capability Components Competencies Human Resource Consequences •Strategy •Mission •Values • Objectives •Characteristics of the organi- zation which are crucial for success- fully imple- menting the organization’s strategy •Measures and actions needed to build each Capability •The competencies (skills and behaviour) needed to bring about the required capability components •Human Resource activities for developing and reinforcing the required competencies
  28. 28. 31 FROM STRATEGY TO INDIVIDUAL COMPETENCIES Business Strategy Organisational Capabilities Capability Components Employee Competencies Strategic Intent • To become the Leading telecom provider in Egypt •Obtain and maintain No. 1 position in telecom l services provision • Accelerate network expansion •Strong focus on Added value of Customers • Sophisticated information system. •Knowledge of the Market and Competitors • Understanding of The customer. • Customer focused attitude.
  29. 29. HPCL Model for alignment with business Strategic partner (Management of Strategic Human Resources) Change Agent (Management of Transformation and change) Administrative expert (Management of Organisation infrastructure) Employee champion (Management of Employee contribution) Future/strategic focus Day-to-day operational focus People Processes The Dave Ulrich Model
  30. 30. HR as Change Agent Change Agent (Management of Transformation and change) Future/strategic focus PeopleFocus
  31. 31. Talent management • Talent management is the strategic management of the flow of talent through an organization. • Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives.
  32. 32. Impact of Human Resource Management
  33. 33. Behind these numbers are gaps in areas particularly relevant in today’s environment Traditionally Engaged  Belief in company goals and objectives  Emotional connection (pride, recommendation)  Willingness to give extra effort to support success Energy  Can sustain energy needed at work  Have social supports in work environment  Have sense of enthusiasm and accomplishment at work Enablement  Freed from obstacles to succeed at work  Have resources to perform well  Can meet work challenges effectively Ensuring people are capable of doing their jobs well Ensuring people have capacity to perform at their best
  34. 34. HRM and Sustainable Competitive Advantage • An organization can succeed if it has sustainable competitive advantage. • Human resources have the necessary qualities to help give organizations this advantage: – Human resources are valuable. – Human resources with needed skills and and knowledge are sometimes rare. – Human resources cannot be imitated. – Human resources have no good substitutes.
  35. 35. High-Performance Work System An organization in which technology, organizational structure, people, and processes all work together to give an organization an advantage in the competitive environment.
  36. 36. Who is Responsible for HR? In an organization, who should be concerned with human resource management? A. Only HR departments B. Only Managers C. Managers and HR departments
  37. 37. Supervisors’ Involvement in HRM
  38. 38. Talent Management
  39. 39. Talent Management Talent management is the strategic management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives.
  40. 40. Talent Management Talent-management processes include: Workforce planning Talent-gap analysis Recruiting Staffing Education and development Retention Talent reviews Succession planning Evaluation Talent Management To drive performance, deal with an increasingly rapid pace of change and create sustainable success, an organization must integrate and align these processes with its business strategies.
  41. 41. Talent Management Model
  42. 42. Talent Management Model
  43. 43. Key Assumptions “Organizations need to get the right people on the bus and in the right seats to succeed.” “Good coaching, training, mentoring, etc., is not likely to make up for bad selection.” “Hire hard….Manage easy!” Collins, J. (2001). Good to great. New York: HarperCollins.