1. Researches Relating Talent Mgt Feb 5, 2009

2. Why PS needs talent mgt From: Deloitte(2009) The Public Sector Talent Mgt Challenge: A conversation with Ian Cullwick, national leader of the public sector human capital practice, Canada “ emerging issues, especially for those employers that rely on skills and knowledge-intensive workforce” “ Two main challenges: 1) wave of retirement and 2) competitive recruitment pressures from other industries” “ Strategies: 1) market their workplace (attract) and innovative practices (retention) 2) offering very specific career paths with opportunity to acquire specialized certifications or designations”

3. Talent Mgt in the Public Sector By Marion Devine and Marcus Powell, from The Ashridge Journal, Autumn 2008 (Ashridge Business School, UK) Methodology for this research include:  a literature review  20 case studies of both private and public sectors  A national survey with 1500 responses conducted among the Chartered Management Institutes’s membership

4. Talent Mgt in the Public Sector Why Talent Mgt becomes an issue: Challenges of “experience skilled shortage” faced by both private and public sectors:  Changing demographics  International competition  The diverse workforce  Serious “Brain drain” These make both sectors need to come up with talent management practice

5. Talent Mgt in the Public Sector Useful definition of Talent Mgt: “ The additional management processes and opportunities that are made available to people in the organization that are considered as talent. It can be formal and informal, deliberative or unintentional, explicit or implicit.” Different definitions of Talent Mgt:  To ensure pipeline of talented people with specialist, general manager or leadership skills  To match Talent Mgt with: succession planning, recruitment or leadership development  High performer or high potential

6. Talent Mgt in the Public Sector  “Organization’s strategic perspectives shapes the way in which talent management is owned, viewed, and implemented”  There are 6 major perspectives.

7. Talent Mgt in the Public Sector 1. CompetitiveIdentifying talent and give them what they want - Professional services firms and those in highly competitive sectors (banking and finance) 2. Process- Optimizing people’s performance (Having the right talent ) - Managing and nurturing talents is a part of everyday process

8. Talent Mgt in the Public Sector 3. HR Planning- Matching the right people to the right jobs - HR owns and often monitor talent mgt processes. - Companies with rapid growth 4. Developmental- Developing high potentials or talent more quickly than others - Accelerated development paths

9. Talent Mgt in the Public Sector 5. Cultural- A mindset and strong belief that talent is critical to organizational success 6. Change management - A driver of change

10. Talent Mgt in the Public Sector Findings about talent mgt in public sectors: Developmental perspective Few formal talent mgt. (graduate recruitment & training program are mostly used.) Individual tend to take responsibility for their own advancement and judge personal network as more important than organizational process Little career planning or succession planning

11. Talent Mgt in the Public Sector There are 3 main areas of talent mgt from operational dimension: defining, developing and structure & systems. Defining: a lack of clarity because different top mgt define talent differently. Developing: Favor similar, but accelerated development paths for talents (Individual talents need to make most use of offering opportunities.) Structure: move between projects and teams as managers bid for them.

12. Talent Mgt in the Public Sector Key Success Factors: a clear, coherent leadership model (what is an effective and talented leader) talent profiles and skill set match with sector change audit process Clarify the link between internal talent mgt and national talent mgt program Career planning and succession planning

13. Talent Mgt in different organ. IBM and the Human Capital Institute (August 2008): Survey 1,900 individuals from 1000 organizations (both public and private) Knowledge-intensive firms & financial services tend to make use of various talent mgt practices while non-profit organizations (government agencies, educational and health care institutes) appear to be deficient in their use of talent mgt practices

14. Talent Mgt in different organ. IBM and the Human Capital Institute (August 2008): Six categories or Different focuses on Talent Mgt.

15. Talent Mgt in different organ.  Knowledge-and service intensive industries are more likely to invest in talent mgt, while public lags  Financial services pay attention to attracting human capital and then hanging on to that talent. (To recruit employees in a timely and consistent manner)  Knowledge-intensive industries tend to focus on motivating and developing talents at the individual level, as well as, connecting and enabling those individuals across the enterprise. IBM and the Human Capital Institute (August 2008):

16. Talent Mgt in different organ.  Retail Industry (high number of employees with direct contact with customers, as well as factors like global competition and the relatively thin margins across their industry) uses a variety of talent practices IBM and the Human Capital Institute (August 2008):  Government agencies educational institutions and some healthcare firms are significantly less likely to practice enlightened talent management practices.

17. “ A Healthier Health Care System for the UK ” - An assessment of 126 National Healthcare Services and other hospitals across UK - Interviewing 170 general managers and heads of clinical departments By Pedro J. Castro, Stephen J. and Ben Richardson Joint research between McKinsey and the London School of Economics and Political Science (LSE) Published in The McKinsey Quarterly, February 2008

18. Findings: 1. The improved operational effectiveness, performance management, and talent management are associated with better overall better results of the hospital 2. Stronger leadership by doctors in the way hospital are managed could play a particularly significant role in improving them. “ A Healthier Health Care System for the UK ”

19. Related Literatures