TALENT MANAGEMENT

CONTENTS Types of Talents Why Talent Management Talent Management Model Talent Acquisition Performance & Currently Estimated Potential Classification Nurturing, Sustaining, Developing On Talent Management Measures Effectiveness of Talent Management

TWO TYPES OF TALENTS (COMPETENCIES) Behavioural Competencies Behavioural Competency is set of behaviours that drive high performance. These behavioural competencies can be classified under the following categories, namely Each Behavioural competency consist of 1.0 Defination | Explanation 2.0 Behavioural Descriptors 3.0 Levels of Descriptors relating to each Managerial Levels in Organisation CREATE LEAD PLAN EXECUTE

TWO TYPES OF TALENTS (COMPETENCIES) Technical Competencies Technical Talent consists of CORE Know how required for the function Related Functional Know how required Operational, Problem solving, Application of know how Level and type of expertise required Technical descriptors can be created for each function and managerial levels

CREATE PLAN EXECUTE LEAD Business Acumen Strategic thinking Stretching & driving to Achieve Develops team & People Entrepreneurship Change management Decision Making Creates Organisation Direction Growth orientation Organisation Development, Transformation Operational Excellence Provides task & Thought Leadership Innovation & creativity Organisation Planning, Business Planning Result Orientation, Culture Building Provides Leadership for building new organisation.

WHY TALENT MANAGEMENT Effort to create congruence of organization expectations from individual and individual expectation from organization Identifying currently demonstrated potentials at different levels for organization planning Individual development through career planning, succession planning, training and development Identification of fast trackers or stars of business

To have organizational break through performance To have organizational break through performance and individual high performance to meet the organizational goals Process of enabling individuals to look into themselves and develop them for different level of competencies for high performance Create a need for achievement for high performance and help developing different levels of competencies It is a process for self actualization for performance enhancement.

TALENT ACQUISITION Define Culture Org planning including manpower planning for the coming years Define Org Structure Design Role Define Competencies Preparing levels of competencies and related behaviors Selection Techniques, tools & processes Spotting Talents in Institutions and select through Assessment Centres HR Brand Building. Growth opportunities for specialists and generalists

PERFORMANCE DEVELOPMENT CENTRE Performance Measurement System– Individual/ Team based on critical success factors of each role Training all the managers to set targets and review system Process and system improvement Performance Linked Compensation Classification of Performers Identification of Performance Accelerators Barriers to Performance Employee Opinion Survey

PERFORMANCE & CURRENTLY ESTIMATED POTENTIAL CLASSIFICATION Conducting Development Centre General awareness program Criteria of eligibility for Development Centre Competency manual Simulations Training Observers Report Writing Action plans Coaching

CLASSIFICATION Classification High Performers – High Potential High Performers – Average Potential High Performers – Low / No Potential Average / Below Average Performers Possible Classification Low Average High L H A H H H L A A A H A L L A L H L POTENTIAL High Average Low PERFORMANCE

NURTURING, SUSTAINING, DEVELOPING Role Design for High Performers + High Potential Career Growth Plan For Fast Track Business Leadership Group Task Force/ Cross Functional teams to work on improvement projects Special Assignments, Projects Competency Based Training programs New Business Development opportunities

Experimentation Team Deputation to other organization Plans for developing low/ no currently estimated potentials Plans for developing average/ low performers

On Talent Management Every individual has potential and is capable of rising to his/her potential. What it requires is to trigger the individual, develop the path, persever for actualization, such that one moves from one level of development to another. Individual performers at his current capabilites One is responsible to build his/her capabilities Capabilities can be enhanced Requires trigger to create will

Needs to find path Can move from one level to another Sum of Individual & team capabilities are organizational capabilities Individual capability growth, enhances organizational growth Growing Org creates growing Individuals Growing Individuals Create growing Organisation

MEASURING EFFECTIVENESS OF TALENT MANAGEMENT Contribution Measures Financial Perspective Market Perspective Internal Processes – Creativity & Innovation Perspective People Perspective Prior to implementation of Talent Management After Talent Management Year 1 Year 2 Year 3 Year 4 Year 5

MEASURING EFFECTIVENESS OF TALENT MANAGEMENT Prior to Talent Management After Talent Management Year 1 Year 2 Year 3 Year 4 Year 5 Employee opinion survey Customer opinion survey