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
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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