Learning outcomes At the end of this workshop you should be better able to:

Learning outcomes

At the end of this workshop you should be better able to:

Understand the concept of Talent Management and the link with PMD

Critically evaluate the notion that ‘one size did fit all’ leading to standardized compensation, person management system, group learning and development programmes.

Recognise that everyone has a unique character, unique talents and unique needs.

Acknowledge that in large organisations there will be an enormous amount of personality attributes, skill levels, and cultural factors to consider.

Discuss the future of Talent Management

 

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What is Talent Management?

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, 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.

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CIPD. (2018) Talent Management Factsheet. Available at: https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet

What is Talent Management?

‘Talent management describes the actions required for the attraction, identification, development, engagement, 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.

In addition it will focus on providing career opportunities to the workforce as a whole to maximise individual and organisational potential.’

 

3

NHS. (2015) Talent and Talent Management Insights. Insight 6:Developing a Talent Strategy. Available at: https://eoeleadership.hee.nhs.uk/sites/default/files/Insight%20-6-Developing-a-Talent-Strategy.pdf

TM and PMD

https://www.cipd.co.uk/careers/career-options/talent-management-roles#gref

Possible job titles in TM:

Talent Co‐ordinator

Talent Specialist

Talent Coach

Talent Manager

Head of Talent

Director of Talent

 

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https://www.humanresourcestoday.com/examples/talent-management/

 

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Challenges related to Talent Management

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Singapore example

Https://www.cipd.ae/knowledge/work/talent

 

Full report available on Teams

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A classic approach to Talent Management

Identify those positions which would come under the talent remit: likely to be senior and top management roles.

Assess the suitability of candidates to fill these roles in the shorter term: the succession plan.

Assess the suitability of candidates for the medium term: the talent pool.

Develop programmes for each of these candidates to ensure that they have the right levels of skill today and in the future.

Assess and develop candidates for the longer term: graduate or fast track programmes.

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Challenge 1: To engage all management in talent strategy

Realise that the world is an open market for talented people.

Talent should no longer be seen as an audience ‘looking and waiting for things to happen!’ Talent want to be part of a community that fully participates and engages in activities.

Include all staff in your talent strategy embracing both an inclusive and selective approach.

Ensure that the CEO takes ownership of the talent management strategy basically becoming the CTO (Chief Talent Officer).

Ensure all leaders and managers understand their responsibility to implement the talent strategy.

8

Talent Management in the 21st Century differs from Talent Management in the 20th Century

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Talent 1.0 Succession Planning
Talent 2.0 Attraction of star CEO’s and Executives
Talent 3.0 Attraction of high potential and specialists
Talent 4.0 Talent management in a multi-generational, multi-cultural, mobile, high expectation, networked, information transparent, global environment

 

Talent as Audience

Talent as Community

 

Talent Management has evolved since the 20th century into more than just attracting the stars and high potentials. It is now more inclsuive, covers a wider range of people, is more mobile and global. The perspective has shifted to Talent as community rather than Talent as audience. Everyone participates and is involved. Anyone can be talent.

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Diverse talent community

Are from …

 

 

 

 

Are multi-generational:

Baby boomers

Generation X

Generation Y (Millennials)

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Communication with each other through …

Are recruited using …

 

Expectations

In this new networked, talent community, people don’t want to be human capital, assets or resource; they want to be people.

People design, make and deliver; they develop IP and create value.

And they have lives …

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Organisational structures

12

Hierarchy

Network

 

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Challenge 2: To adapt an inclusive talent strategy

Individuals can see a meaning in their work, life and career.

They can see what the future holds.

They can influence what direction they could go in.

They want more information, participation and self management.

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Question: Why would an inclusive approach to talent be difficult to implement? What are the possible challenges?

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Defining ‘Talent Strategy’

‘Talent strategy is the attraction, retention, reward, development and deployment of people in specific strategic positions or projects and the development of a culture of opportunity for all employees in order that the organization can achieve its business goals and objectives.’

 

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Turner, P.A. and Kalman, D. (2014) Make Your People Before You Make Your Products. Wiley: London.

Challenge 3: To create a culture that recognizes talent exists in more than just a few people at the top

Individuals can see a meaning in their work, life and career.

They can see what the future holds.

They can influence what direction they could go in.

They want more information, participation and self management.

They want everyone to have the opportunity to deliver to their full potential.

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This perspecive is a move away from what was known to be Talent Management. It can be difficult to implement as it involves a change in mindset for some.

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Factors to ensure an inclusive strategy works

Openness about performance and realism about potential.

Transparency in selection and promotion processes.

Space and support for self‐development.

An executive team and managers who have bought into such a culture.

An executive team and managers who don’t ‘hoard’ their high performers.

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Yes everyone can be talent, however be realstic about their potential. Don’t overpromise

Buy-in to this culture s crucial, just like an strategic initiative. Without support from the top it is unlikely to succeed.

Fairness and transparency in who top talent are and honesty about progression.

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TM in organisations

Work together in your groups to identify an organisation which practices efficient Talent Management

Use the articles on Teams as a starting point

Use the library search option to find articles detailing specific organisations and their use of TM

Online academic sources are also useful- HBR, HR Today etc.

Discuss and present back the organisation and their use of TM. What is the role of PMD?

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Benefits of Talent Management

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Business benefits of having effective Talent Management programme

Talent management programmes could enhance the organization’s performance resulting in higher business performance indicators.

An effective talent management programme could support the achievement of stretch targets by ensuring a supply of leaders through all parts of the organization.

Giving talent the opportunity to gain insight into the company through structured development and secondment opportunities.

The development of internationally minded leaders would support the organization’s global growth.

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The geography of talent focus in the organisation

Local Regional Global

A Cross-Boundary Matrix for Talent

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Global specialists developed for global projects.

 

 

 

Critical regional roles identified and development plans initiated for HIPOs.

 

 

Local projects; development programmes for high potential individuals within company across whole of country.

Talent refers to high potentials and specialists either within or independent of a hierarchy

Global opportunities open to all

self managed development within global development framework.

 

 

Regional talent framework, multi- lingual, self selection, facilitated self development.

 

Company wide development opportunities, self selection, facilitated self development.

 

Talent refers to all employees

Global talent pools for global roles

cross continent appointments of high potential individuals into development roles e.g. country manager, regional project global projects.

Country ‘managers’ assessed for roles on regional boards or operating units cross region talent programmes and secondments.

Identification of successors to board or senior management team to local company. Identification of fast track or HIPOs.

Talent consists of top managers, successors and high potentials

Exclusive Inclusive

The scope of talent in the organisation

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Question: In each of these scopes, could there be negative effects on organisational performance? If yes, what would these effects be?

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Key themes

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1

2

3

4

5

6

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Key

themes

The world is an open market for talented people

Create a community of talent

Recognising the talent of all employees

Where People strategy has equal or greater status than other strategies

With the CEO as the ‘owner’ of the talent strategy

And enlightened and empowering managers

‘Tools’ of talent management integrated with the tools of management

Make your people before you make your products:

Turner, P.A. and Kalman, D. (2014) Make Your People Before You Make Your Products. Wiley: London.

Question: Have you seen this approach in any organisation?How do we achieve this? Why is it important?

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Overview of Talent Management

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Organization

Development

Retention

Career

Planning

Assessment

Team and Individual

Development

Acquisition

Performance

Management

Succession

Planning

Talent

Management

Culture

Engagement

Capability

Capacity

A holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals.

ASTD. (American Society for Training and Development) (2009)

Question: Does this remind you of strategic human resource management? Are talent management and SHRM the same thing? Or different?

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Talent Management best practices

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88%

87%

60%

48%

46%

43%

19%

19%

13%

8%

3%

3%

 

Organisations with effective talent management systems

 

 

Organisations with ineffective talent management systems

The Japanese term Sunao represents a mind that accepts life in a constructive way, a mind that is docile in the face of truth. It enables us to develop disciplined objectivity, free from prejudice.

Talent Management Cycle

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Developmental activities for Identified High Potentials

5

Diagnose Individual Strengths and Weaknesses

4

 

 

Succession Planning

6

Identify + Evaluate Regional Executive Positions

1

Criteria for Leadership Success

2

Identify Individuals with Future Growth

Potential

3

 

 

 

Selecting into Regional Executive

Positions

7

 

 

Passion for Business Success

Global Mind and Breakthrough Thinking

Information seeking and Sunao-Mind

Honesty and integrity

Commitment to Collaboration

Leadership for Change and Innovation

Developing Talent

Customer first

Panasonic Leadership Competencies

 

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Talent review

25

 

Resource Planning

Discuss business strategy and objectives

Identify key roles

TALENT

REVIEW

 

 

 

 

 

 

Who do we have in the

organization?

 

Where are our strengths and

weaknesses?

Skill Gap

Analysis

Where are the gaps between these key roles and our talent pool?

Retention:

How do we keep our Top Talent

engaged to help meet our goals?

Performance Management

Are we actively managing performance and optimising resources

Development:

Do we have plans in place for developing future capability?

Recruitment:

What are our plans to acquire skills that cannot be developed internally

Succession Planning:

Do we have our next wave of leaders identified?

 

 

 

 

Question: How is the TM process similar to SHRM? Is it?

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Overview of Global Human Resources Development

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Management executives responsible for the global network management

Leaders practicing global operations

Frontline leaders and specialists practicing operations of each site

Expected Roles

Choose the right person for the right post on a Global and Group basis

Human resources development initiatives

Secure human resources

Improve leaders’ skills

Develop executives

Global recruitment of appropriate individuals at appropriate locations at an appropriate timing

Strengthen human resources in domains, regions and job functions

Screen executive candidates and develop their careers

Panasonic Leadership Competency

https://www.shrm.org/hr-today/news/hr-news/pages/cms_015460.aspx

https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/agile-is-not-just-for-tech.aspx

 

 

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What is a competency?

A competency is a set of skills, attitudes and knowledge that can be observed as a behaviour and which can have a direct impact on performance.

Values: moral principles that guide corporate decision making behaviour (the ‘soul’ of the company).

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Talent matrix

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Key Contributor

Solid Contributor

Unacceptable Performer

Strong Performer

Reliable Performer

Under Performer

Leadership Talent

Rising Talent

 

Too Early to Tell

 

 

 

 

 

 

 

 

 

 

 

High

Potential

 

 

 

 

 

Medium

Potential

 

 

 

 

 

 

Low

Potential

 

 

P

 

O

 

T

 

E

 

N

 

T

 

I

 

A

 

L

 

P E R F O R M A N C E

 

Opportunity

 

Well Placed

 

Stars

Well Placed 70% – 80%

Stars

5% – 10%

Opportunity

5% – 10%

Latent Potential

5% – 10%

 

Latent Potential

Managed differently

 

Developed differently

Employees in different parts of the matrix need to be:

1. Low

Performance

4. Strong Performance

5.Outstanding Performance

3. Good Performance

2. Inconsistent Performance

Percentages refer to the typical distribution of ratings

Well Placed 70% – 80%

The talent matrix shows that employees in different parts of the matrix must be managed differently and developed differently.

There are low, medium and high potential employees

1-5 is low performance to outstanding performance

Yellow are the rising stars= high potential, good-outstanding performance

Green are well placed= low-medium potential, good-oitstanding performance

Grey are latent potential= high potential, low-inconsistent performance (meaning it is too early to tell if they can perform)

Red have opportunity for development= low-medium potential, low-inconsistent performance

 

Within each of the coloured boxes a percentage is given to determine where the employee would sit

 

This can be used as part of the TM strategy

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The calibration: Talent forum discussion

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Current Business Context

Strategy for the team

Discuss Business Development pipeline

Current Organisational structure

Upcoming structural changes

Identify critical roles for the future and any associated risks

 

Discuss all individuals in the team to calibrate judgements– strengths & development needs

Calibration data – e.g. 360 degree data

Finalise Talent Matrix (through mapping individuals and discussion)

Identify people who are at ‘high risk of departure’

Discuss successors to key positions

Identify succession gaps

Agree action plans for each person

Discuss time-frames for succession to key positions and name successors

Agree actions to close succession gaps

Agree next steps and responsibilities

Assess Performance & Potential ratings. Discussion within each peer group for the level below

 

Strategy

 

Context

 

Actions

In summary

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The epic shift …

The Epic Shift: Away from “Talent” and now focus on “People.”

Talent scarcity is still a problem, but engagement, empowerment, and environment are now the real issues companies face.

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Further reading

Talent management: A critical review

Robert E.Lewis and Robert J.Heckman

 

Talent management: Current theories and future research directions

AkramAl Ariss a, Wayne F.Cascio and Jaap Paauwe c2

 

Talent Management as High Performance Work Practice: Emerging Strategic HRM Dimension

Sunita ChughJyotsna Bhatnagar

 

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Chart1

Metrics & Analytics Metrics & Analytics
Transparency Transparency
Development Planning Development Planning
Manager Accountability Manager Accountability
Competencies as Foundation Competencies as Foundation
Senior Mgmt. Involvement Senior Mgmt. Involvement
Series 1
Series 2
3
43
3
46
8
48
13
60
19
87
19
88

Sheet1

Series 1 Series 2
Metrics & Analytics 3 43
Transparency 3 46
Development Planning 8 48
Manager Accountability 13 60
Competencies as Foundation 19 87
Senior Mgmt. Involvement 19 88
To resize chart data range, drag lower right corner of range.

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