1. TALENT MANAGEMENT

2. 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

3. 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

4. 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

5. 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.

6. 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

7. 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.

8. 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

9. 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

10. 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

11. 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

12. 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

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

14. 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

15. 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

16. 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

17. 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