Description
This is a presentation explains about how talent is of strategic importance for an organization to grow and sustain.
Making Talent a Strategic Priority for Organizational Excellence.
The Current Scenario
? Promotion of Employees as the biggest source of competitive advantage
? Companies unprepared for the challenge ? Insufficient moves to tap the right talent ? Overlooking of talent management as short-term problem
European HR Managers Survey
29% of European companies have conducted a full analysis of which employees hold critical business knowledge.
35% of the HR managers interviewed are already today experiencing particular skills shortages in technical knowledge.
19% are having problems finding job candidates with the IT skills needed for the positions they try to fill.
31% have done nothing at all.
Growing Challenges
Demographic Change
Globalization
Rise of Knowledge Worker
Demographic Challenge
Challenge of aging population The Generation Y people
The surplus of young generation in emerging economies.
Globalization
Need for executives willing and able
to work abroad
Increase in competition because
of human mobility
Importance of quality of education and
university standards
The Rise of Knowledge Workers
Who are knowledge workers ?
Importance of Knowledge Workers
How to retain Knowledge Workers
Employees as Partners
The Concept of Talent Management
“ Talent management refers to those special strategies that an organisation deploys to recruit, retain and develop their pool of top talent.”
Talent Management v/s Traditional HR Approach
? Traditional approach is far
more bureaucratic. It banks on developing competencies of individual based of the work they are doing.
? The TM approach is far more
Robust and flexible. The focus is more on the natural competencies developed by an individual over a period of time thus helping to build organisational DNA.
Organisation DNA
D
N
A
Talent Management System Design
At the heart of TM is developing the following intrinsic human capacities
? Capacity to Learn (measured as learning Quotient
LQ) ? Capacity to Think (measured as Conceptual Quotient CQ) ? Capacity to Relate (measured as Relationship Quotient RQ) ? Capacity to Act (measured as Action Quotient AQ)
Pillars of Talent Management
Career Management Succession Planning
Training & Development
Talent Management
Recruitment & Selection
Performance Management
Career Management
Career Management refers to making career choices and decisions. It involves management of tasks of individuals within the workplace, such as decisionmaking, life-stage transitions, dealing with stress etc.
Career Management
Key Areas
Implementing Supportive Career Management Practices • Placing clear expectations on employees • Opportunity to transfer to other office locations • Encouraging performance • Help employees develop their short term and long term goals
Elimination of barriers to employees career advancement • Lack of time, budgets and resources • Rigid job specifications, lack of leadership support • Lack of career opportunities and pathways
Matching Career Management Strategy with the size and structure of the organization • Large Organizations • Small Organizations
Succession Planning
Succession planning is a systematic, well thought and deliberate process of ensuring the availability of highly talented and qualified people, and creating a pipeline for all positions not only in the present time, but also at any point in the future.
Benefits of Succession Planning
Business Continuity
Help develop retention tool
Appropriate development programs
Support organizations strategic plan
Access to intellectual capital
Key Detriments to Succession Planning
Non clarity of business and business growth in the long-term
Improper business structure
Improper Talent planning
Improper Talent Development
RECRUITMENT
? Recruitment - The process of searching the
candidates for employment and to obtain the number and quality of employees for the Organisation. ? Need for recruitment - Planned - Anticipated - Unexpected ? Purpose & Importance of recruitment
Selection
? Recruitment v/s
Selection
? Recruitment process
Sources of Recruitment
Recruitment Process
Recruitment Strategies
Recent trends in Recruitment
? Outsourcing ? Poaching ? e-Recruitment
TRAINING AND DEVELOPMENT
? Traditional and Modern
approach ? Training - a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.
Training and Development objectives
Importance Of Training and Development
? Utilization & Development of Human Resources ? Development of skills of employees ? Productivity & Team spirit ? Organization Culture & Climate ? Quality ? Morale ? Corporate image ? Profitability
Methods of Training
? Cognitive approach ? Behavioral methods
? Management development method
? On the job training ? Off the job training
Major Drivers of Employee Satisfaction and Commitment
“To keep good employees, you must meet their expectations, and understand what keeps them inspired”.
Major Drivers of Employee Satisfaction and Commitment
• Alignment of individual and organization goals
?
There should be a good match between employee skills , interests and organizational goals. Employees need to feel a part of the organization and have a direct role in the organizations success
?
27
Major Drivers of Employee Satisfaction and Commitment
? Effective Leadership
? “Employees do not leave their organizations but
their managers”. ? Managers need to support employee development and create a positive work culture. ? Team-leaders should provide employees with opportunities wherein they can showcase their talent and leadership skills. ? “A leader who does not produce leaders is not a good leader”.
28
Major Drivers of Employee Satisfaction and Commitment
? Work/Life Balance
? Individuals need to perform multiple tasks and roles
at home and in the office. ? Supervisors need to understand and support an employees needs to balance work and family issues.
29
Work Place Balance Ideas
? Flexi Timings
? In India the labour force sees a 40%
drop in participation from women in the age-group of 25-35 years. ? Commonly referred to as “Child Break”. ? Flexi-timings and work from home options can help organizations tap this huge talent pool.
? Educational Assistance Programs.
30
Employee Retention: Making it Fun ?
? Themed lunches in the staff cafeteria.
? Plan outside events ( Go-karting, Picnics,
Bowling). ? Regular parties or team-lunch. ? Make employee areas colourful and fun ? .
31
Bolstering HR
? Instill a deep commitment within the organization
to develop and nurture talent.
? Talent management needs to be viewed as a
business priority and not just as an HR function.
32
Case Study
SIEMENS INDIA
People Excellence
1. Achieving a high performance culture 2. Increasing the global talent pool 3. Strengthening expert careers 4. Siemens’ Leadership Excellence Programme (SLE)
High performance work culture
TM Programme
• Job Enrichment • Job Enlargement
doc_271663103.ppt
This is a presentation explains about how talent is of strategic importance for an organization to grow and sustain.
Making Talent a Strategic Priority for Organizational Excellence.
The Current Scenario
? Promotion of Employees as the biggest source of competitive advantage
? Companies unprepared for the challenge ? Insufficient moves to tap the right talent ? Overlooking of talent management as short-term problem
European HR Managers Survey
29% of European companies have conducted a full analysis of which employees hold critical business knowledge.
35% of the HR managers interviewed are already today experiencing particular skills shortages in technical knowledge.
19% are having problems finding job candidates with the IT skills needed for the positions they try to fill.
31% have done nothing at all.
Growing Challenges
Demographic Change
Globalization
Rise of Knowledge Worker
Demographic Challenge
Challenge of aging population The Generation Y people
The surplus of young generation in emerging economies.
Globalization
Need for executives willing and able
to work abroad
Increase in competition because
of human mobility
Importance of quality of education and
university standards
The Rise of Knowledge Workers
Who are knowledge workers ?
Importance of Knowledge Workers
How to retain Knowledge Workers
Employees as Partners
The Concept of Talent Management
“ Talent management refers to those special strategies that an organisation deploys to recruit, retain and develop their pool of top talent.”
Talent Management v/s Traditional HR Approach
? Traditional approach is far
more bureaucratic. It banks on developing competencies of individual based of the work they are doing.
? The TM approach is far more
Robust and flexible. The focus is more on the natural competencies developed by an individual over a period of time thus helping to build organisational DNA.
Organisation DNA
D
N
A
Talent Management System Design
At the heart of TM is developing the following intrinsic human capacities
? Capacity to Learn (measured as learning Quotient
LQ) ? Capacity to Think (measured as Conceptual Quotient CQ) ? Capacity to Relate (measured as Relationship Quotient RQ) ? Capacity to Act (measured as Action Quotient AQ)
Pillars of Talent Management
Career Management Succession Planning
Training & Development
Talent Management
Recruitment & Selection
Performance Management
Career Management
Career Management refers to making career choices and decisions. It involves management of tasks of individuals within the workplace, such as decisionmaking, life-stage transitions, dealing with stress etc.
Career Management
Key Areas
Implementing Supportive Career Management Practices • Placing clear expectations on employees • Opportunity to transfer to other office locations • Encouraging performance • Help employees develop their short term and long term goals
Elimination of barriers to employees career advancement • Lack of time, budgets and resources • Rigid job specifications, lack of leadership support • Lack of career opportunities and pathways
Matching Career Management Strategy with the size and structure of the organization • Large Organizations • Small Organizations
Succession Planning
Succession planning is a systematic, well thought and deliberate process of ensuring the availability of highly talented and qualified people, and creating a pipeline for all positions not only in the present time, but also at any point in the future.
Benefits of Succession Planning
Business Continuity
Help develop retention tool
Appropriate development programs
Support organizations strategic plan
Access to intellectual capital
Key Detriments to Succession Planning
Non clarity of business and business growth in the long-term
Improper business structure
Improper Talent planning
Improper Talent Development
RECRUITMENT
? Recruitment - The process of searching the
candidates for employment and to obtain the number and quality of employees for the Organisation. ? Need for recruitment - Planned - Anticipated - Unexpected ? Purpose & Importance of recruitment
Selection
? Recruitment v/s
Selection
? Recruitment process
Sources of Recruitment
Recruitment Process
Recruitment Strategies
Recent trends in Recruitment
? Outsourcing ? Poaching ? e-Recruitment
TRAINING AND DEVELOPMENT
? Traditional and Modern
approach ? Training - a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.
Training and Development objectives
Importance Of Training and Development
? Utilization & Development of Human Resources ? Development of skills of employees ? Productivity & Team spirit ? Organization Culture & Climate ? Quality ? Morale ? Corporate image ? Profitability
Methods of Training
? Cognitive approach ? Behavioral methods
? Management development method
? On the job training ? Off the job training
Major Drivers of Employee Satisfaction and Commitment
“To keep good employees, you must meet their expectations, and understand what keeps them inspired”.
Major Drivers of Employee Satisfaction and Commitment
• Alignment of individual and organization goals
?
There should be a good match between employee skills , interests and organizational goals. Employees need to feel a part of the organization and have a direct role in the organizations success
?
27
Major Drivers of Employee Satisfaction and Commitment
? Effective Leadership
? “Employees do not leave their organizations but
their managers”. ? Managers need to support employee development and create a positive work culture. ? Team-leaders should provide employees with opportunities wherein they can showcase their talent and leadership skills. ? “A leader who does not produce leaders is not a good leader”.
28
Major Drivers of Employee Satisfaction and Commitment
? Work/Life Balance
? Individuals need to perform multiple tasks and roles
at home and in the office. ? Supervisors need to understand and support an employees needs to balance work and family issues.
29
Work Place Balance Ideas
? Flexi Timings
? In India the labour force sees a 40%
drop in participation from women in the age-group of 25-35 years. ? Commonly referred to as “Child Break”. ? Flexi-timings and work from home options can help organizations tap this huge talent pool.
? Educational Assistance Programs.
30
Employee Retention: Making it Fun ?
? Themed lunches in the staff cafeteria.
? Plan outside events ( Go-karting, Picnics,
Bowling). ? Regular parties or team-lunch. ? Make employee areas colourful and fun ? .
31
Bolstering HR
? Instill a deep commitment within the organization
to develop and nurture talent.
? Talent management needs to be viewed as a
business priority and not just as an HR function.
32
Case Study
SIEMENS INDIA
People Excellence
1. Achieving a high performance culture 2. Increasing the global talent pool 3. Strengthening expert careers 4. Siemens’ Leadership Excellence Programme (SLE)
High performance work culture
TM Programme
• Job Enrichment • Job Enlargement
doc_271663103.ppt