“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker

1. Talent Management
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Recruiting, Selecting and assessing in

2. “People decisions are the most difficult decisions in
organisations. The ability to make the right decisions
about people represents the most reliable source of
competitive advantage because few organisations have it”
Peter Drucker

3. 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.

4. 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

5. Values and
Culture
Performance
Review
HR
Processes
Leadership
Organisation,
Team and Job
Design
Individual
and Team
Competence
Core Work
Processes
Talent Challange Employer Brand
“what do people think
of us?”
Recruitment Processes
“how we do attract
talented people to us?”
Reward & Recognition
“what keeps our talent
with us?”
Performance
Management
“where is our talent in
the organisation?”
Talent Management
“how do we manage our
talent?”
Communication
“how do we talk to our
talented people?”

6. 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.

7. 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.

8. 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)

9. 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

10. Talent Management Model

11. Talent Management Model

12. Acquiring Talent
Sourcing talent is the process to generate a pool of qualified
candidates for a particular job. The organization must announce
the job’s availability to the market and attract qualified
candidates to apply. The organization may seek applicants from
inside the organization, outside the organization or both.
Talent selection is the process to make a “hire” or “no hire”
decision about each applicant for a job. The process usually
involves determining the characteristics required for effective job
performance, interviewing, and then measuring applicants on
those characteristics.

13. 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.

14. Acquisition Workflow
 Requisition process.
 Sourcing.
 Application process.
 Screening and
interviewing.
 Acquisition.
 Employment offers.
 Regrets.

15. Sourcing
Candidates
 College recruiting.
 Newspapers.
 Recruiting services.
 Web sites.
 Trade journals.
 Temp-to-hire.

16. Important Considerations
Person-Job Fit: The match between a person’s knowledge, skills
and abilities and the requirements (competencies) of a specific job
(“demands-ability fit”).
Related to higher performance and lower turnover.
Person-Organization Fit: The congruence of an individual’s
personality, beliefs and values with the culture, norms and values of
the organization.
Related to job satisfaction, commitment and turnover.

17. Person-Job Fit Analysis
 Review core competencies (knowledge, skills, and attributes) for the position.
 Observe or ask someone doing the same or a similar job to help validate.
 List and prioritize the essential and desirable competencies.
 Essentials: The job cannot be performed without these essential KSAs (e.g.,
experience running X, Y, and Z reports in Siebel’s CRM application).
 Desirables: Not essential to perform the job, but can be used to differentiate
candidates (e.g., fluent in German).

18. Person-Organization Fit

19. Person-Organization Fit
 Personality and work group (cultural fit):
Conscientiousness (careful, hardworking, organized, etc.)
Agreeable (cooperative, good-natured, tolerant, etc.)
Extroversion (sociable, gregarious, talkative, etc.)
Emotional stability (anger, worry, insecurity, etc.)
Openness to experience (flexible, curious, open to ideas, etc.)
 Personal values and organization values.
 Personal interests and organization opportunities.
 Expectations and rewards.
 Followership and management style.

20. Selection Methods
 Interviews.
 Ability tests.
 Personality tests .
 Integrity tests.

21. Learning and Giving for Better
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