1. -HUMAN CAPITAL IS JUST AS IMPORTANT AS ACCESS TO CAPITAL AND TECHNOLOGY AS A SOURCE OF COMPETITIVE STRENGTH -EVERY BUSINESS STRIVES TO ATTRACT, MOTIVATE AND RETAIN THE TALENTS

2. What is the business strategy : To “build” or to “buy” needed talent? VBL: to “Build” needed talent. What are the talent requirements (e.g: competencies) to achieve the strategy? How will the necessary talent to be developed and deployed?

3. What is Talent Management? Talent management can mean: The same thing as a leadership development or succession planning and management program An effort to integrate recruiting, selecting, orienting, developing, rewarding, and appraising workers – particularly for the most talented workers (the upper 10%) A retention program – usually focused on holding down critical turnover

4. What is “Talent”? HighLow High Low Talent StarsProblem Child Deadwood Cow Future Potential Present Performance

5. Talent Development Goals Improve retention of all employees Improve the retention of the most talented employees Build a brand identity for our organization to attract more talented people Make VBL’s approaches to developing people more systematic Ensure more systematic planning for talent needs in the futures

6. Roadmap Make the commitment Clarify the Work/ People now Evaluate the Program Assess Potential Clarify the Work/ People needed in the future Appraise Performance Appraise Performance

7. Definitions of Performance Management The term performance management actually has several possible definitions. It can mean: The same thing as “performance appraisal” Continuing, real-time feedback systems Planning, tracking and assessing performance

8. Performance Management System Strategic Business Goal Business Plans Performance Model Performance Planning Appraisal of Accomplishments Ongoing coaching & feedback Identifying areas for improvement

9. Why Do Organization’s Sponsor Performance Management Programs and What Results Are Sought from Them ? Performance management systems can help to: Clarify performance targets Create incentives for performance Establish individual development plans Measure desired results Reward individuals or teams for results achieved

10. Why Is Performance Management Important for Talent Management and Development? Performance Management is essential to talent management and development because: Investments in talent management should only be made with those who are succeeding in their current jobs. Performance management provides an objective means by which to assess and reward current performance/productivity.

11. What Is Potential Assessment, and How Does It Relate to Performance Management? Potential assessment is the process of comparing an individual’s current competencies to the requirements of other levels of responsibility. While performance management assesses the individual against present work requirements, potential assessment seeks an objective assessment of an individual’s capabilities relative to levels of responsibility in which he or she presently does not function

12. What is a Competency? A competency is any characteristics leading to successful productivity There are two common ways to understand competencies today: the British definition and the American definition For the British, a competency is limited to Knowledge, Skills and Attitudes For the Americans, anything that leads to successful is a competency Consider: “Competencies are in people, not in job”

13. Why Are Competencies Important? Competencies provide a blueprint for the kind of people to be built by the talent development program Without competencies, different managers will have different expectations about the kind of people they are building.

15. Eighteen most often found competencies I. Achievement ClusterTech./ Prof. Mgr.Exec. 1. Achievement Orientationxxx 2. Initiativexxx II. Helping/Services ClusterTech./ Prof. Mgr.Exec. 3. Interpersonal Understandingxxx 4. Customer-Service Orientationxx

16. Eighteen most often found competencies III. Influence ClusterTech./ Prof. Mgr.Exec. 5. Impact and Influencexx 6. Organizational Awarenessx 7. Relationship Building (Networking)xx IV. Managerial ClusterTech./ Prof. Mgr.Exec. 8. Directivenessx 9.Teamwork and Cooperationxxx 10. Developing Othersx 11. Team Leadershipx

17. Eighteen most often found competencies V. Cognitive Thinking/Problem Solving ClusterTech./ Prof. Mgr.Exec. 12. Information Seekingx 13. Analytical Thinkingxx 14. Conceptual Thinkingxxx VI. Personal Effectiveness ClusterTech./ Prof. Mgr.Exec. 15. Integrityxxx 16. Self-Confidencex 17. Organizational Commitment; “Business-mindedness”xxx 18. Flexibilityx

18. What is a Value? Values represent the deeply held beliefs within the organization and are demonstrated through the day-to- day behaviors of all employees. An organization’s values make an open proclamation about how it expects everyone to behave. Values should provide a constant source of strength for an organization. Giaù trò laø nhöõng nieàm tin saâu saéc trong toå chöùc vaø ñöôïc theå hieän qua öùng xöû haèng ngaøy cuûa nhaân vieân. Giaù trò cuûa moät toå chöùc laø moät coâng boá roäng raõi veà vieäc mong ñôïi caùch öùng öùng xöû cuûa nhaân vieân. Giaù trò laø nguoàn söùc maïnh vöõng beàn cho toå chöùc Values equate to ethics and morality; competencies equate to productivity Giaù trò töông ñöông vôùi luaân thöôøng ñaïo lyù; naêng löïc töông ñöông vôùi hieäu quaû.

19. Why Are Values Important? Values serve as constraints on behaviors that lead to results Without values, anything goes whether legal, illegal, moral or immoral, ethical or unethical Competencies without values can be dangerous

20. Consider Values on This Grid Highly productive and highly ethical Highly unproductive but highly ethical Highly productive by highly unethical Highly unproductive and highly unethical High Low Present Values HighLow Present Performance

21. What Is Individual Development, and How Can It Be Planned Based on Competencies? Individual development is the process of narrowing development gaps between an individual’s current competencies and what competencies he or she must possess to be qualified for additional responsibility. Individual development may also be regarded as not only on overcoming weakness but also on building on strengths.

22. What Is an Individual Development Plan? An individual development plan (IDP): Describes what competencies an individual must build on How the individual will do it When the individual will do it How results will be measured

23. How Are Plans Formulated, Implemented & Evaluated? IDPs are usually: Formulated annually between individuals and their immediate supervisors Informed by the organization’s present and future talent requirements Focused on building competencies Action-oriented –and often work-focused Measurable

24. What is “Talent”? HighLow High Low Talent StarsProblem Child Deadwood Cow Future Potential Present Performance

25. Succession Planning POSITIONPOSITION - HOLDER MOST SUITABLE SUCCESSOR NAMEAVAILABLECONDITIONS (*)IDP (**) RSMCuongLam- RSM 10/2006-Married,2 kids -Accommodation -Education of kids -Achievement orientation (C&M) -Team leadership (CL) - English (EL) LamLong- ASM 1/2007-Married,1 kid -Accommodation -Education of kid - English (EL) - Analytical Thinking (OJT) (*): Please indicate specific conditions (if any) (**)IDP: Individual Development Plan CL: classroom learning (course/conference) OJT: on-the-job training C&M: coaching & mentoring EL: e-learning