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H uman R esources M anagement (a.k.a. HRM) T alent M anagement (a.k.a. TM) & Dokuz Eylul University (a.k.a. DEU) Ali Dindar presents.

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Presentation on theme: "H uman R esources M anagement (a.k.a. HRM) T alent M anagement (a.k.a. TM) & Dokuz Eylul University (a.k.a. DEU) Ali Dindar presents."— Presentation transcript:

1 H uman R esources M anagement (a.k.a. HRM) T alent M anagement (a.k.a. TM) & Dokuz Eylul University (a.k.a. DEU) Ali Dindar presents

2 How many times have you thought about having the right people? 30.03.2011 2

3 do we miss everyday? How many opportunities 30.03.2011 3

4 How many of us really believe 30.03.2011 4

5 Do we really enable others or could we be more?... 30.03.2011 5

6 Is it possible to do more without changing myself?... Can I change others 30.03.2011 6

7 How many friends do I have? should I have? 30.03.2011 7

8 How can I develop myself and my friends? Individual discovery and reflection Mentoring Learning Circles T Team Experiences Conferences and Seminars Virtual Spaces; forums, blogs and resource sharing 30.03.2011 8

9 LADIES & GENTLEMEN,... 30.03.2011 9

10 The era of... GET READY TO WELCOME 30.03.2011 10

11 MANAGEMENT TALENT 30.03.2011 11

12 Rules:  We will be in two groups  We will play –it will take around 15 sec.  Then we will tell each other what we see in the picture. 30.03.2011 12

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20  Intro / Expectations  TM processes M as a sub-system  Other  Updated HR Understanding theory of TM Understanding importance of TM TM Systems Updates by time What can I do in TM (HR) departments? 30.03.2011 20

21  The Human Resource Management (HRM) function includes a variety of activities, and key among them is responsibility for human resources - for deciding what you have and whether to,,, conform to various regulations. ensuring your personnel and management practices 30.03.2011 21 staffing needs use independent contractors or hire employees to fill these needs recruiting and training the best employees ensuring they are high performers dealing with performance issues

22  Intro / Expectations  TM processes M as a sub-system  Other  Updated HR PlanningMarketingSelection Goal- Setting Education & Training CoachingTrackingTransition Performance Assessment Rewards & Recognition Fast Track 30.03.2011 22

23 Planning TM planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Marketing TM marketing includes; definition of job roles and promotion processes. Selection The goal of the selection process is to find the best available person for the job, a person with the knowledge, skills, abilities, and motivation to successfully fill the position. 30.03.2011 23

24 Goal- Setting Goal Setting is important that it creates a synergy between Organizational Goals and Individual Goals. Education & Training One key factor in employee motivation and retention is the opportunity to continue to grow and develop job and career enhancing skills. Coaching Coaching involves working in a partnership between coach and client(s) to provide structure, guidance and support. 30.03.2011 24

25 Tracking Succession planning is nothing more than having a systematic process where managers identify, assess and develop their staff to make sure they are ready to assume key roles within the company. Transition Performance Assessment Performance appraisal is a process of assessing, summarizing and developing the work performance and competency development of employees. Current Res. Elected Res. Other stuff 30.03.2011 25

26 Rewards & Recognition A leader makes other people feel important and appreciated. The leader excels at creating opportunities to provide rewards, recognition and thanks to his or her members. Fast Track Fast Track is a process that is related on succession planning. In this process you have to define employees (high potential employees) who had top performance and high competencies. These employees are your future leaders of your organization. You can give them bigger responsibilities faster than others. 30.03.2011 26

27  Intro / Expectations  TM processes M as a sub-system  Other  Updated HR 30.03.2011 27 1-Recruitment Coordination 2-Finalizing Talent Plan 3-Training the leaders on TM 4-Providing tools for PMS. 1-Performance Appraisals 2-Reward & Recognition within the team 3-Development of team members 4-Motivation of members Input for Talent Planning Setting Performance Criteria Analyzing Training Needs TM DepartmentOther Leaders

28  Intro / Expectations  TM processes M as a sub-system  Other  Updated HR 30.03.2011 28 The role of this group was to hire people, pay them, and make sure they had the necessary benefits. In the 1980s and 1990s organizations realized that the HR function was in fact more important – and the concepts of “Strategic HR” emerged. During this period organizations realized that the VP of HR had a much larger role: recruiting the right people, training them, helping the business design job roles and organization structures (organization design), develop “total compensation” packages which include benefits, stock options and bonuses, and serving as a central point of communication for employee health and happiness.

29 We are now entering a new era: the emergence of “Talent Management.” While strategic HR continues to be a major focus, HR and L&D organizations are now focused on a new set of strategic issues:  How can we make our recruiting process more efficient and effective by using “competency-based” recruiting instead of sorting through resumes, one at a time?  How can we better develop managers and leaders to reinforce culture, instill values, and create a sustainable “leadership pipeline?”  How do we quickly identify competency gaps so we can deliver training, e-learning, or development programs to fill these gaps? How can we use these gaps to hire just the right people?  How do we manage people in a consistent and measurable way so that everyone is aligned, held accountable, and paid fairly?  How do we identify high performers and successors to key positions throughout the organization to make sure we have a highly flexible, responsive organization?  How do we provide learning that is relevant, flexible, convenient, and timely? 30.03.2011 29

30  Intro / Expectations  TM processes M as a sub-system  Other  Updated HR 30.03.2011 30 Recruiting Hiring Training Organization Development Communication Performance Management Coaching Policy Recommendation Salary and Benefits Team Building Employee Relations Leadership

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