1. Talent Management Attract, Retain and Develop Talent
Your Name

2. Objectives At the end of this session you will be able to:
Recognise the business case for talent management
Identify the need to have talent management integrated into the strategy of your organisation
Recognise the key steps required to implement the Talent Management Continuum
Draw up an action plan to address your talent management needs

3. Definition
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.
Talent management is the systematic attraction, identification, development, engagement, evaluation, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles. *source - CIPD

4. Talent Management Triangle

5. Exclusive to Inclusive
No clear strategy →
Clear defined strategy
Casual/Informal processes
Formal processes
Limited to certain individuals
Open to all employees
No specific talent areas
A number of specific areas
(pools)
Closed/ Development for the chosen few
Open/ Clear

6. Most Common Problems Key roles unfilled for long periods
Emergency outside hires
Key roles filled mostly from outside
Replacements unsuccessful
Complaints about promotion decision fairness
Loss of customer confidence

7. Talent Management Continuum
Retaining Talent
Attracting Talent
Developing Talent
Managing Talent
Succession Planning
Evaluating Talent

8. Effective Recruitment Process
Attract External & Internal
Assess
Select
Recruit
Brand

9. Skill/Will Matrix GUIDE DELEGATE DIRECT EXCITE High Will Low Will
Low Skill
High Skill

10. Skill/Will The model is divided into four quadrants:
1. LOW SKILL / LOW WILL – The beginner to a role, project or task who is just starting out and is nervous or may have already tried and failed.
2. HIGH WILL / LOW SKILL – The enthusiastic beginner; new to a particular role, project or task.
3. LOW WILL / HIGH SKILL – The skilled, experienced person who is in need of attention of some description and may be being affected by the challenge of change.
4. HIGH SKILL / HIGH WILL – The skilled worker who is looking for more opportunities to grow and develop.

11. Higher Level Motivators
Herzberg
Hygiene Factors
Salary
Working Conditions
Security
Working Hours
Interpersonal Relationships with Peers and Managers
Company Policy & Admin
Higher Level Motivators
Recognition
Achievement
Work itself
Responsibility
Advancement
Opportunity to increase capability and skills

12. Succession Mapping
Enable Organisations to explore and visually understand their current Succession needs
Forces organisations to consider the effectiveness of their Succession Planning
Raises awareness of which areas/pools need to be improved
Format :
Proximity of role = critical/key role
Thickness of Line = quality/effectiveness of Succession Plan in place

13. Succession Map - Example
Line Managers
Head of Finance MD
Organisation
Head of Sales
Key Managers
Team Leaders
Head of HR

14. Succession Planning
There are four stages to developing an effective succession plan:
Identifying roles
Understand capabilities
Identifying employees
Prepare employees

15. No Succession Plan Means…
Loss of expertise
Loss of business continuity
Damage to client relationships
Need to recruit replacements

16. Day 2
Talent Management

17. Evaluating Your Talent
Consistent Reviews
Adapt to Needs of Organisation
Quantitive & Qualitive Data
Robust and Reliable Data

18. Grow Feedback Model G R O W Subject: Who?
Agree goals and agenda for the meeting
Update on talents performance
Both R
Personal concerns or issues – workload & priorities, problems, morale, domestic issues if relevant O
What is going well? What is not going well?
Discuss progress against objectives – identify any issues and corrective action required, progress versus any milestones
Review Behaviours
Ask the Individual first then Line Manager to feed back W
What can I, as the line manager, do differently to support you?
Line Manager
Review of actions agreed

19. Retaining Your Talent Job insight Line manager’s accountability
Organisational development and progression
Listen to employees
Organisational flexibility
Avoiding culture of 'working all hours‘
Job security

20. Talent Management Policy
Some elements contained within a Talent Management Policy would be…
Critical Positions
Key Staff
Success Criteria
Potential
Performance

21. Objectives At the end of this session you will be able to:
Recognise the business case for talent management
Identify the need to have talent management integrated into the strategy of your organisation
Recognise the key steps required to implement the Talent Management Continuum
Draw up an action plan to address your talent management needs