1. Creating the conditions that allow everyone to flourish
Talent Management
Creating the conditions that allow everyone to flourish

2. When in works
Understand their purpose, where they fit in and how they contribute to the strategic objectives of [ORGANISATION NAME].
Understand the [ORGANISATION NAME] approach to talent management and how their behaviours are as important as the results that they deliver.
Know how to get ahead at [ORGANISATION NAME].
Know how they too contribute to the environment that we create for everyone.

3. Our vision
[INSERT VISION]

4. Our values
Our values drive everything we do and the way we do it – this is the [ORGANISATION NAME] way.
[INSERT VALUES]

5. Our people
Our people may deliver diverse roles, requiring a vast range of qualifications and experience from across numerous sectors.
Three things that we expect our people to have in common:
Shared purpose
Commitment to the [ORGANISATION NAME] values
Talented people with great attitudes and behaviours

6. Know your purpose
The same as the janitor that helps to put man on the moon (NASA), it is vitally important that everyone understands the importance, relevance and significance of the part that they play and how they contribute to the success of [ORGANISATION NAME].
Everyone working at [ORGANISATION NAME] is contributing in an important way to:
“vision, purpose”

7. What is talent management?
It’s enabling…

8. What is talent management?
It is a system, a process, an understanding and a belief that puts people and their current/future abilities at the centre of everything that we do.
Creation of conditions that allow all to flourish
Ability to spot and harness potential within individuals at all levels before or after entry .
Aligned systems and processes
Recruitment, induction, training, performance management, reward and recognition, communications & engagement, discipline, ending employment.
Understanding and belief
People at the heart of everything we do.
People don’t buy services and products, they buy our people.
You can easily teach a skill, you can’t easily teach behaviour and attitude.
Its not what you do or say, it is the way that you do or say it!

9. Talent management People M.A.D Leadership & management
Vision & values
Leadership & management
Attitude & behaviour
Spotting potential
External market
Development & promotion
Succession planning
Reward & recognition
Engagement
Career pathways
Apprenticeships & graduates

10. Benefits of talent management
Ability to attract, recruit and retain the best talent available
Happy and fulfilled place to work
Targeted opportunities internal promotion
Reduced turnover and increased retention / stability
Reduced sickness absence / attendance
Increased confidence in your colleagues, managers and support
Organisational flexibility to respond to changing demands
Increased customer satisfaction / job satisfaction

11. Appraisals NB. Talent management is not just about appraisals. However
Appraisals and performance management are significant tools that contribute to creating and achieving the outcomes of such a robust approach to talent management.
Therefore
Appraisals are the first activity to change.

12. Talent Conversation tool
Purple
Blue
Orange
Green
New
to Role
How you achieve it
Behaviour
What you achieve
Performance Outputs
Exceeds
behaviour exectations
Meets behaviour expectations
Partially demonstrates behaviours
Gold
Fundamental to keeping
ORG going
…our ‘DNA’
expectations
Meets
Partially meets
Possible Step Change:
Leadership Role
Technical Expert

13. [ORGANISATION NAME] approach to talent management
Talent Conversation Tool
Measurements
Performance
What has been achieved - Results
How it has been achieved - Behaviours
Potential framework
Judgement
Drive
Influence
Organisational talent profile
Potential to progress
Our DNA
Requires support

14. Appraisal & talent management training - important
e-learning will be made available to everyone working for [ORGANISATION NAME] which will help individuals prepare for their appraisal and talent management conversation.
The e-learning will cover:
Understanding your purpose, how your contribution links to the strategic objectives and thesuccess of [ORGANISATION NAME].
What is different about the new approach to talent management and appraisals.
What to expect at your next appraisal review.
How will your performance be assessed.
How will your potential to progress be assessed.
Creating your personal development plan.
How to prepare for your appraisal and talent management conversation.
How to maximise the opportunities available to you and get ahead in [ORGANISATION NAME].
Where to look / What to do if you have any questions ahead of your appraisal.

15. Our values and behaviours
Final draft (subject to exec sign off)
Comms to provide final version here

16. Changes to expect
Talent management is not a once or twice a year activity.
it is a continuous activity.
Expect to receive positive and developmental feedback
Expect to give honest constructive feedback.
Don’t ignore the problem.
Your silence or denial gives approval to the situation.

17. Next steps
Watch out for the communications with the link to the e-learning.
Complete the e-learning before your appraisal.
Self assess yourself, and continuously improve.
Hold yourself to account – be the change you wish to see.