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Leading, Learning Talent Management

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Presentation on theme: "Leading, Learning Talent Management"— Presentation transcript:

1 Leading, Learning Talent Management
Dr. Hilary Duckett

2 Objectives To define and understand the strategic importance of talent management and succession planning To introduce the concept of High Performance Work Systems (HPWS) in the context of Human Resource Management To use case studies to explore processes and techniques of Talent Management and HPWS To consider the role of HPWS and Talent Management in your organisation

3 Succession Planning ‘a process by which one or more successors are identified for key posts (or groups of similar posts), and career moves and/or development activities are planned for these successors. Successors may be ready to do the job (short-term successors) or seen as having longer term potential (long-term successors)’ Hirsch, W. (2000)

4 Objectives of Succession Planning
Improve and accelerate job filling Develop longer term successors Generation of information through regular audits Strengthening corporate culture through developing a talent pool as a key corporate resource

5 An organisation needs to develop
Talent Management How talent is defined is: Organisationally specific Highly influenced by the type of industry and the nature of its work Dynamic, and so likely to change over time according to organisational priorities An organisation needs to develop its own definition.

6 But …. ‘Talent consists of those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer term by demonstrating the highest levels of potential’ CIPD (2006) Talent Management Understanding the Dimensions

7 Defining talent and potential
Different organisations can have different definitions of talent: “A transnational organisation may define talent as the top performing 1% of executives Another organisation could define talent as the top 10% of high performers, whatever their role or level Yet others may have a mix , defining talent not only as executives with potential for board-level appointments, but also high- potential individuals who are identified as leaders of tomorrow Others may be taking an end-to end view of newly appointed graduates to top leadership Finally some might take the view that every employee should be included in talent management activities”. CIPD Talent Management Tool( 2009)

8 Defining talent and potential
It is ‘the systematic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to the organisation’ Talent Management Understanding the Dimensions – CIPD 2006

9 Dimensions of Talent Management
Agreed, organisation-wide definition of talent and talent management A language for talent management that is understood by all parties in the employment relationship A proactive, strategic approach to talent management Support that flows from the top of the organisation Engaging line managers from an early stage

10 Dimensions of Talent Management
Talent management can be used to enhance an organisation’s image and support employer branding Talent management activities should be developed with other HR policies and practice Should be a blend of formal and informal methods HR specialists should be involved The performance and progress of those identified needs to be tracked

11 Why Focus on Talent ? Enabling retention of highest potential employees Building a high-performance workplace or learning organisation Adding value to the employer of choice branding agenda Contributing to diversity management

12 Managing Talent in a Downturn
“Our talent management initiatives are robust and believed to add value to the organisation. We therefore believe that the attraction and retention of talent is even more important in the current economic environment than it has been at any time in the past Corporate HR Leader, Insurance Banking and Financial Services Group”. Source : CIPD – War on Talent 2009

13 Managing Talent in a Downturn
Talent management remains a priority Organisations spend more time focusing on their existing work force Increased opportunities for recruiting talent discarded by other organisations Greater scrutiny on talent management systems and processes Uncertain times have generally led to better communications between managers and employees Greater scrutiny of pay and reward More creative approach to non-financial rewards Greater emphasis on ethical leadership – able to motivate in good and bad times Source: CIPD – War on Talent 2009

14 Measures to support managers
Greater emphasis on leadership and management development Extra and targeted support from Human Resources Coaching and mentoring Greater emphasis on communication and open discussions Source: CIPD – War on Talent 2009

15 What characteristics do you think a talented or high potential employee has?

16 What Talent Looks Like Characteristics of a high potential employee:
Has the respect and trust of peers, supervisors and subordinates Maintains a high level of competence in their role/job Has a bias for action and is a proactive catalyst for change Thinks and solves problems creatively and from apposition of inquiry (versus advocacy) Is open to constructive criticism Uses critical judgement Has a broad understanding of the organisation’s business and their role in achieving its goals Has high capacity to learn

17 What Talent Looks Like (continued)
 Characteristics of a high potential employee: consistently produces measurable results above expectations Self manages in a manner that fosters learning and high performance Ensures that team goals are achieved within ethical and cultural guidelines Manages and leads teams that demonstrate a sense of loyalty and community Strives to deliver and exceed customers’ needs Arranges and leverages resources within an organisation Has high resilience From Cannon, J and McGee, R (2007)

18 Talent Management: stakeholder roles
Responsibilities CEO / Senior Management Develop strategy Communicates aims Provide support Select appropriate talent pools Contribute to talent management panels Direct involvement with top talent pools, e.g. as executive coaches

19 Talent Management: stakeholder roles
Responsibilities HR and talent management specialists Research & evaluate approaches Advise and support Provide updates Monitor interventions Track progress Employees Take ownership of personal development Take proactive approach to personal development planning Maximise learning opportunities Based on CIPD (2008)

20 Conclusions Leaders have a pivotal role in recruiting and developing talent within the business Increasing emphasis on discretionary work and an increasingly skilled workforce prioritises the ‘war for talent’ A targeted talent management strategy can help to nurture talent internally and attract talent externally – becomes part of the high performance work system

21 References Cannon, J and McGee, R (2007) Talent Management and Succession Planning, CIPD: London CIPD (2006) Talent Management Understanding the Dimensions – CIPD CIPD (2008) Talent management: design, implementation and evaluation. CIPD CIPD (2009) War on Talent: Part 1 management-under-threat-uncertain-times.aspx Accessed 10/10/11 Hirsch, W. (2000)Succession Planning Demystified, IES Report, 372, Brighton: IES London Business School (2010) Strategic talent management Accessed 10/10/11 Click to add notes

22 ©University of Plymouth, 2010, some rights reserved
This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme. This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license ( The resource, where specified below, contains other 3rd party materials under their own licenses. The licenses and attributions are outlined below: The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Author Dr. Hilary Duckett Institute University of Plymouth Title Leading, Learning Talent Management Description Presentation Date Created 18th November 2010 Educational Level 6 Keywords UKOER, LFWOER, UOPCPDLM, Continuous Professional Development, CPD, Work-based Learning, WBL, Leadership, Talent Management ©University of Plymouth, 2010, some rights reserved Back page originally developed by the OER phase 1 C-Change project

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