Description
The PPT highlights about Talent Management.
Talent Management
Introduction- TM
• • • • Identification Nurturance Development Retention
Talent – „identifiable ability that is perceived to add immediate or future value to any prescribed activity, discipline or entrepreneur. ( Maurice )
What is Talent Management?
A set of processes that allow a company to increase value provided by their human capital.
• Key processes • Goal alignment • Candidate selection • Performance management • Employee development • Rewards delivery
• Workforce is more: • Suitable • Engaged/Committed • Flexible/Adaptive • Productive
Align
Comply
Automate
Characteristics Of Good Talent Management
• • • • • • • • • • • Ownership and involvement Business objectives permeate every aspect of the system The system is measured in real business terms and results are acted upon Hire the right people. Acclimate new employees Discuss career interests with employees Identify developmental opportunities Identify training opportunities Offer appropriate rewards and recognition Help employees to advance Create a workplace that has meaning and purpose
TM – Need of the Hour
40 % - Very critical issue. Top of the mind for Sr. Mgt. 34% - Somewhat critical issue. 23% An emerging issue, but, not yet viewed as critical. 3% -A relatively unimportant issue.
IMPORTANCE OF TALENT MANAGEMENT
• • • •
Recruitment Retention Employee development Leadership and "high potential employee" development • Performance management • Workforce planning • Organisation Culture
Talent Management Process
Building Leadership Supply Requires an integrated Approach Which Addresses the Following Areas:
Acquiring talent
Assessing new and current talent
Developing talent
Transitioning Talent
Role of HR in Talent Management
• Executing talent management strategy
• Being custodians of the talent management process • Providing guidance and fresh thinking about talent management programs
• Who is talented? Low, Average , High - Performers • Talented Workforce- they are a set of employees who are self acting individuals, self motivated and committed to the organisation.
Which HR functions is TM present? (Broadly)
• • • • • Recruitment & Selection Training Career Development Succession Planning Performance Management
Limitations- TM
• Mismatch between the demand and supply.
• The reluctance of management to spend on employee training & development. • The hesitation from the mgt. side to introduce changes in the company.
Parameters to measure the success of ‘TM’ processes
• Towers Perrin Study 2006
Challenges - TM
• Developing existing talent • Forecasting talent need, gaps and surpluses for next 3 yrs. • Engaging talent • Identifying existing talent • Retaining the right technical talent • Deploying existing talent • Ensuring a diverse pool of talent • Lack of Leadership capability at the senior levels
TM & Business Strategy
Factors driving the focus on talent management : • Changing competitive landscape • Increased focus on customer satisfaction • Need to change the culture • Need to reduce costs • Growth through acquisition • Geographical growth
Focus Areas for Alignment of Business and Talent Strategy
• • • • • Primary business of the organisation Stakeholders Value it delivers to its customers Core business processes – measures Value the organisation offers to the employees
Talent Retention Map
Career Progression Plan Instruct Measure & Monitor Reward & Promote
• Align Workforce to Strategic Objectives • Retain Top Talent
• Provide Training • Enable Global Learning
• Track Learning and Progression • Quantify the Effect of Training
• Give Suitable Compensation and Rewards
Learning Retention
Recruitment & Selection
TALENT ACQUISTION
CORE CONCEPT
• Get away from the 'fill in the box' thinking to one that is more pro-active • And much closer to building the skill sets required to achieve business success. • Key to success in talent acquisition is the unique way that you are able to tap into the 'top performers' who are not really looking for another job IMPORTANCE •Understanding workforce demographics (current and future) •Identifying economic issues impacting organizational sustainability
•Identifying organizational and cultural issues impacting talent acquisition
•Knowledge of industry trends and emerging issues
TALENT ACQUISITION STRATEGIES
• • Strengthen Your Own Direct Reports Establish a talent Standard… shape the difference between poor; average and excellent performance -creating a benchmark for evaluation and promotion.
•
•
Influence People Decisions
Drive a Simple, Probing review of Talent
•
•
Hold Managers accountable for the strength of their talent pools
Poaching talent
BALANCING INDIVIDUAL AND ORGANIZATIONAL NEEDS
Workforce Planning
• Recruitment Planning _ Planned, Anticipated & Unexpected • Purpose and importance of Recruitment Effective TM should include • Strategy Formulation • Diagnosis • Analysis • Action Planning
Attraction Drivers
• • • • • • • • • • • • Work Life Programs Competitive Pays Competitive Variable Pays ESOPs Challenging work Career Advancement Opportunities Pay hikes Subsidized canteen facilities Flexi work Work from home Job rotation Others
Performance Management
Performance Management
• • • • • Planning Mentoring Developing Rating Rewarding
Self Appraisals, KRA , Balance Score Card / Talent Score card 360 degree feedback
Identify The Employees
Superkeepers – A very small group of individuals who have demonstrated superior accomplishments, and who embody the core competencies and values of the organisation Keepers – Those who exceed employee expectations Solid Citizens – Meet organisational expectations Misfits – Those who fall below organisational expectations
HOW TO EFFECTIVELY MANAGE TALENT?
• Build a winning environment that people want to belong to • Establish a talent management mindset, which embeds ownership and accountability for optimising talent and potential • Create tangible means to identify, select and deploy people of outstanding talent • Fully engage talent, use it and manage it intelligently
Talent Scorecard
• www.sas.com
Training & Development
Training & Development An essential tool to manage talent
Focus of training: • • • • • Build receptivity through positive attitude Adapt to new technology Develop potential abilities of employees Enhance work performance Adapt to changes related to emerging scenarios
Benefits of T & D
• • • • • • • • • Optimum Utilization of HR Development of HR Organisation Culture & Climate Healthy work environment Morale Health and Safety Team Spirit Productivity Brand Image( Employer Branding )
Employer Branding
• What is employer branding? Employer branding is all about the company?s value in the market - a timeless process. It is essentially a combination of the reputation of the organisation, the career offer and the corporate culture existing in the company. Brett Minchington (The Employer Brand Institute), defines employer branding as “the image of the organization as a ‘great place to work’ in the minds of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders
• Employer branding is about capturing the essence of a company in a way that engages employees and stakeholders. It expresses an organization?s "value proposition" - the entirety of the organizations culture, systems, attitudes, and employee relationship.
Two types of employer branding exercises
• For prospective employees and the other for the current set of employees. • In case of the former, the employer branding initiatives are targeted at building mindshare in potential recruits about the company as a preferred place to work. This can be in the form of communication through advertisements, thirdparty endorsements through the media or going to campuses.
• Internal employees might not know about all the product or solution offerings of the company and it becomes necessary to inform and educate them
Employer Branding– Core Principles
• Insight • Focus • Differentiation • Benefits • Continuity • Consistency
Core Principles
• Insight
– How do employees currently perceive the employer brand? – Do people have a strong sense of the organization's purpose and values? – What behaviours are felt to be most characteristic of the employees? – What currently drives people’s commitment and what demoralizes people? – Why do people chose to join the organization and why do they leave? – What would be the reply of employees to the question:- What kind of organization do you work for?
Core Principles
• Focus
– Provide a focal point to the employee?s relation with the organization. – This could be either what the organization does or what it plans to do. – This could also be how the organization does it i.e. the values, style, culture and personality of the organization. – It is important to identify the current focal point and if need be, make a new focal point. – In either case, it is important to make the focal point crystal clear to all employees
Core Principles
• Differentiation – What is it that makes the organization different from it?s nearest competitor? – What is it that makes the organization better than it?s competitors? – These two points are always the key points at the core of any employer branding exercise. Benefits – If you are going to make changes, communicate what?s in it for the employees. – Benefits could be many like money, greater security, greater share in success, competitive strength or wider career opportunities. – Don?t assume that employees will read between the lines.
•
Core Principles
• Continuity – Understand that change is not easy for anyone. – People will be more receptive to change if they can see where it has come from and not just where it is going. – As far as possible, stress on continuity to the present situation. • Consistency – This is going to be the most critical factor in building a brand that sustains itself over the long run. – There has to be a consistency in between what the management is saying and the changes experienced by employees within the organization.
Employer Brand – Survey
• A survey conducted by Hewitt Associates reveals • More companies are now focusing on employer branding to “attract employees” and keep them engaged. There is a direct correlation between an effective employer brand and achieving business success. It helps in retaining current employees, increasing employee satisfaction, attracting job candidates, and motivating employees in their work, which leads to excellent business gains. • The purpose is to use the internal brand as the seedbed for aligning their people programmes to deliver significantly improved business results
Examples – Employer Brand
Texas Instruments -whose brand mantra is “conscious” and “consistent”, which gets reflected in all their activities, be it company journals, awards or regular meetings. • HCL Comnet- whose brand value signifies “exuberance”, has developed a “Force of One” campaign that signifies innovative attitude and the ability to individually make a difference. Cognizant - whose employer brand is “Celebrating Work”, which gets reflected in its participative, empowering and transparent work environment.
•
•
Cap Gemini Ernst & Young- likes to lay emphasis on both internal and external customers. Paying attention to what matters to employees, and then delivering on that promise, keeps CGE&Y at the top of the list for the most talented employees The greatest goal of Cap Gemini Ernst and Young is to be the „Employer of Choice?, a company that can deliver a wide range of career opportunities, a company known everywhere for its ability to develop top professional talent delivering work of top professional quality
•
Employer branding
Employer branding is a derivative of the following factors: • • • • • • 1) Impressive and consistent track record in business leadership. 2) Demonstrated investment in growth by way of future products, R&D spend, articulation of the roadmap ahead, and viable strategies. 3) The organisation should clearly be perceived as a place where every employee could learn and develop skills in the latest technologies, concepts and knowledge areas. 4) Aggressive, competitive compensation and benefits package. 5) Transparent and merit-oriented performance management system, wherein the polarisation between various levels of performance is both visible and fair. 6) Very high score on the leadership, business conduct and customer satisfaction, or any other parameter evaluated by an independent third party
A Typical Employer Branding Project
Discovery
Analysis, Interpretation & Creation
Implementation & Communication
Measurement Maintenance & Optimization
Role of HR
• Is employer brand an HR only responsibility?. For it to be effective you must engage wider stakeholders .
• Human resources teams should be at the heart of any brand-building exercise.
– – – – – Consistency in global brand Communication Channels Work together Live the brand Resources (time, people, and budget) have been allocated to do an effective job
•
use employee forums or the recruitment process to understand the inherent cultural challenges
• a global strategy with actionable one year plans • encourage global participation – spread the message, use/create global and local evangelists • run global competitions to see who/which team expresses the company?s personality the best • have a reason to celebrate • remember and reward those (people/teams/offices) that express the business?s personality • understand „where you are? in each territory by gauging internal and external perceptions of your brand • appoint champions carefully and create international forums for them to share best practice and continually evolve • share rich content across your entire organisation.
Benefits of Employer Branding
The major benefits of employer branding include:-
• Increased productivity & profitability • Increased employee retention • Highly ranked for Employer Attractiveness • Increased level of staff engagement • Lower recruitment costs • Minimized loss of talented employees • Employees recommending organization as a “preferred” place to work • Maintenance of core competencies • Employees committed to organizational goals • Shorter recruitment time • Ensured long-term competitiveness • Improved employee relations • Decreased time from hire to productivity
Employer brand management doesn’t replace anything you’re doing well already. It just brings it all together to greater effect.
Career Planning & Succession Planning
New Nomenclatures
• Traditional Career Stable • • • Dynamic
Boundary less Career (DeFillippi & Arthur, 1994) Intelligent Career (Arthur et al, 1995) Post Corporate Career (Peiperl & Baruch 1997)
•
•
Web-Career (Fisher, 1997)
Protean Career (Hall, 1976, 1996, 2004)
Baruch, 2006
• Boundaryless Careers are occupational paths that are not bounded within specific organizations but grow through project-based competency development across firms in an industry network. • Post –Corporate Career - work and careers as moving out of these organizations altogether, into smaller, more entrepreneurial firms and into individual, consultant-type roles
• Intelligent Career-know why (values attitudes, internal needs, identity and lifestyle); • know how (career competencies, skills, expertise, capabilities, tacit, and explicit knowledge); • know whom (networking, relationships how to find right people) • • • know what (opportunities, threats & requirements), know where (entering, training and advancing) and know when (timing of choices and requirements)
Web - Career
Work today is about expanding your web by making more connections (knowing more people) spinning stronger strands (gaining more experience and skills) A Web is flexible, expandable and you can always tear it down and build a new one elsewhere
Protean Career
The career of the 21st century will be protean A career that is driven by the person, not the organization, and that will be reinvented by the person from time to time, as the person and the environment change Characteristics • Focus of psychological success rather than vertical success • Life long series of identity changes and continuous learning • Career age counts, not chronological age • Job security replaced by goal of employability • Sources of developments are work challenges and relationships
Early Models of CD
Walker, 1973
Early ModelsReif & Newstro, 1974 of CD (Cont.)
Elements of Career Management
1. Individual (Self) Assessment of Abilities, Interests, career need and goals
2. Organizational Assessment of employee abilities and potential 3. Communication of information concerning career opportunities with the organization 4. Career Counseling to set realistic goals and plan for their attainment
CAREER MANAGEMENT PROCESS
STEP 1 INDIVIDUAL
Who am I? (Career Stage, Path Preference)
ASSESSMENT
STEP 2 INTERPERSONAL ASSESSMENT STEP 3 ORGANIZATIONAL ASSESSMENT STEP 4 ACTION PLANNING
How do other see me? (Self-insight, image, personality) What are my options within the organization? (Knowledge of the organization, future trends, options, opportunities) How do I achieve my goals? (Motivation, confidence, goal setting, action planning)
CAREER STAGE SCALE
? ENTRY
? DEVELOPMENT
? BALANCED
? EXPLORATION
Broad - STAGES OF CAREER DEVELOPMENT
Stage 5: Late Career (ages 55–retirement):
Stage 4: Midcareer (ages 40–55):
Stage 3: Early Career (ages 25–40):
Stage 2: Organizational Entry (ages 18–25):
.
Stage 1: Preparation for Work (ages 5–25):
THE CHANGING CAREER PARADIGMS
OLD PARADIGMS • Job Security • Longitudinal Career Paths • Job/Person Fit • Organizational Loyalty • Career Success • Academic Degree • Position/Title • Full-Time Employment • Retirement • Single Jobs/Careers • Change in jobs based on fear • Promotion highly tenure based NEW PARADIGMS • Employability Security • Alternate Career Paths • Person/Organization Fit • Job/Task Loyalty • Work/Family Balance • Continuous Relearning • Competencies/Development • Contract Employment • Career Sabbaticals • Multiple Jobs/Careers • Change in jobs based on growth • Promotion highly performance based
Succession Planning -Definition
Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004) Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement
A structured process involving the identification and preparation of potential successors to assume a new roles
WHAT IS SP?
•Constant change planning •An organizational journey, not a project •Ensuring continuity of leadership •Identifying gaps in existing talent pool •Identifying and nurturing future leaders
Why SP? Organization supersede Individuals – visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward
Education and Training Measurability Self Development Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan
Results 1. Talent Driven culture 2. Accelerated Development 3. Vision for future advancement
Accountability
CEO/ Leadership Commitment & Involvement
Succession Planning Model
Ref: Troopiano, 2004
Challenges in SP
Benefits of SP
Source: Aberdeen Group, September 2006
Tells about the extent to which leadership job openings can be filled from the internal pool the av. no. of qualified candidates for each leadership position the number of positions with two or more „ready now? candidates the attrition rate from the succession pool
How Do You Develop Leaders?
Experience – Job change/rotation – Special projects and assignments – Exposure and involvement in key business challenges – Task forces, committees, change initiatives – – – – Job Performance feedback Executive coaching 360-degree feedback process Developmental assessment workshops
Formal Learning
– – – –
Critical skill building training programs Transition training programs Key external training programs Self-directed learning initiatives
Ascending Value
Feedback & Coaching
• Role play on Balancing the Career Advancement / Career Development Dilemma , by Prof. Peter Cappelli ,HBR
• Talent Management Audit
TM Audit
‘What gets measured gets done’ P Drucker Steps of TM Audit • Business Strategy and Metrics • Senior Leadership Metrics • Management Metrics • Individual Talent Metrics
doc_247785178.ppt
The PPT highlights about Talent Management.
Talent Management
Introduction- TM
• • • • Identification Nurturance Development Retention
Talent – „identifiable ability that is perceived to add immediate or future value to any prescribed activity, discipline or entrepreneur. ( Maurice )
What is Talent Management?
A set of processes that allow a company to increase value provided by their human capital.
• Key processes • Goal alignment • Candidate selection • Performance management • Employee development • Rewards delivery
• Workforce is more: • Suitable • Engaged/Committed • Flexible/Adaptive • Productive
Align
Comply
Automate
Characteristics Of Good Talent Management
• • • • • • • • • • • Ownership and involvement Business objectives permeate every aspect of the system The system is measured in real business terms and results are acted upon Hire the right people. Acclimate new employees Discuss career interests with employees Identify developmental opportunities Identify training opportunities Offer appropriate rewards and recognition Help employees to advance Create a workplace that has meaning and purpose
TM – Need of the Hour
40 % - Very critical issue. Top of the mind for Sr. Mgt. 34% - Somewhat critical issue. 23% An emerging issue, but, not yet viewed as critical. 3% -A relatively unimportant issue.
IMPORTANCE OF TALENT MANAGEMENT
• • • •
Recruitment Retention Employee development Leadership and "high potential employee" development • Performance management • Workforce planning • Organisation Culture
Talent Management Process
Building Leadership Supply Requires an integrated Approach Which Addresses the Following Areas:
Acquiring talent
Assessing new and current talent
Developing talent
Transitioning Talent
Role of HR in Talent Management
• Executing talent management strategy
• Being custodians of the talent management process • Providing guidance and fresh thinking about talent management programs
• Who is talented? Low, Average , High - Performers • Talented Workforce- they are a set of employees who are self acting individuals, self motivated and committed to the organisation.
Which HR functions is TM present? (Broadly)
• • • • • Recruitment & Selection Training Career Development Succession Planning Performance Management
Limitations- TM
• Mismatch between the demand and supply.
• The reluctance of management to spend on employee training & development. • The hesitation from the mgt. side to introduce changes in the company.
Parameters to measure the success of ‘TM’ processes
• Towers Perrin Study 2006
Challenges - TM
• Developing existing talent • Forecasting talent need, gaps and surpluses for next 3 yrs. • Engaging talent • Identifying existing talent • Retaining the right technical talent • Deploying existing talent • Ensuring a diverse pool of talent • Lack of Leadership capability at the senior levels
TM & Business Strategy
Factors driving the focus on talent management : • Changing competitive landscape • Increased focus on customer satisfaction • Need to change the culture • Need to reduce costs • Growth through acquisition • Geographical growth
Focus Areas for Alignment of Business and Talent Strategy
• • • • • Primary business of the organisation Stakeholders Value it delivers to its customers Core business processes – measures Value the organisation offers to the employees
Talent Retention Map
Career Progression Plan Instruct Measure & Monitor Reward & Promote
• Align Workforce to Strategic Objectives • Retain Top Talent
• Provide Training • Enable Global Learning
• Track Learning and Progression • Quantify the Effect of Training
• Give Suitable Compensation and Rewards
Learning Retention
Recruitment & Selection
TALENT ACQUISTION
CORE CONCEPT
• Get away from the 'fill in the box' thinking to one that is more pro-active • And much closer to building the skill sets required to achieve business success. • Key to success in talent acquisition is the unique way that you are able to tap into the 'top performers' who are not really looking for another job IMPORTANCE •Understanding workforce demographics (current and future) •Identifying economic issues impacting organizational sustainability
•Identifying organizational and cultural issues impacting talent acquisition
•Knowledge of industry trends and emerging issues
TALENT ACQUISITION STRATEGIES
• • Strengthen Your Own Direct Reports Establish a talent Standard… shape the difference between poor; average and excellent performance -creating a benchmark for evaluation and promotion.
•
•
Influence People Decisions
Drive a Simple, Probing review of Talent
•
•
Hold Managers accountable for the strength of their talent pools
Poaching talent
BALANCING INDIVIDUAL AND ORGANIZATIONAL NEEDS
Workforce Planning
• Recruitment Planning _ Planned, Anticipated & Unexpected • Purpose and importance of Recruitment Effective TM should include • Strategy Formulation • Diagnosis • Analysis • Action Planning
Attraction Drivers
• • • • • • • • • • • • Work Life Programs Competitive Pays Competitive Variable Pays ESOPs Challenging work Career Advancement Opportunities Pay hikes Subsidized canteen facilities Flexi work Work from home Job rotation Others
Performance Management
Performance Management
• • • • • Planning Mentoring Developing Rating Rewarding
Self Appraisals, KRA , Balance Score Card / Talent Score card 360 degree feedback
Identify The Employees
Superkeepers – A very small group of individuals who have demonstrated superior accomplishments, and who embody the core competencies and values of the organisation Keepers – Those who exceed employee expectations Solid Citizens – Meet organisational expectations Misfits – Those who fall below organisational expectations
HOW TO EFFECTIVELY MANAGE TALENT?
• Build a winning environment that people want to belong to • Establish a talent management mindset, which embeds ownership and accountability for optimising talent and potential • Create tangible means to identify, select and deploy people of outstanding talent • Fully engage talent, use it and manage it intelligently
Talent Scorecard
• www.sas.com
Training & Development
Training & Development An essential tool to manage talent
Focus of training: • • • • • Build receptivity through positive attitude Adapt to new technology Develop potential abilities of employees Enhance work performance Adapt to changes related to emerging scenarios
Benefits of T & D
• • • • • • • • • Optimum Utilization of HR Development of HR Organisation Culture & Climate Healthy work environment Morale Health and Safety Team Spirit Productivity Brand Image( Employer Branding )
Employer Branding
• What is employer branding? Employer branding is all about the company?s value in the market - a timeless process. It is essentially a combination of the reputation of the organisation, the career offer and the corporate culture existing in the company. Brett Minchington (The Employer Brand Institute), defines employer branding as “the image of the organization as a ‘great place to work’ in the minds of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders
• Employer branding is about capturing the essence of a company in a way that engages employees and stakeholders. It expresses an organization?s "value proposition" - the entirety of the organizations culture, systems, attitudes, and employee relationship.
Two types of employer branding exercises
• For prospective employees and the other for the current set of employees. • In case of the former, the employer branding initiatives are targeted at building mindshare in potential recruits about the company as a preferred place to work. This can be in the form of communication through advertisements, thirdparty endorsements through the media or going to campuses.
• Internal employees might not know about all the product or solution offerings of the company and it becomes necessary to inform and educate them
Employer Branding– Core Principles
• Insight • Focus • Differentiation • Benefits • Continuity • Consistency
Core Principles
• Insight
– How do employees currently perceive the employer brand? – Do people have a strong sense of the organization's purpose and values? – What behaviours are felt to be most characteristic of the employees? – What currently drives people’s commitment and what demoralizes people? – Why do people chose to join the organization and why do they leave? – What would be the reply of employees to the question:- What kind of organization do you work for?
Core Principles
• Focus
– Provide a focal point to the employee?s relation with the organization. – This could be either what the organization does or what it plans to do. – This could also be how the organization does it i.e. the values, style, culture and personality of the organization. – It is important to identify the current focal point and if need be, make a new focal point. – In either case, it is important to make the focal point crystal clear to all employees
Core Principles
• Differentiation – What is it that makes the organization different from it?s nearest competitor? – What is it that makes the organization better than it?s competitors? – These two points are always the key points at the core of any employer branding exercise. Benefits – If you are going to make changes, communicate what?s in it for the employees. – Benefits could be many like money, greater security, greater share in success, competitive strength or wider career opportunities. – Don?t assume that employees will read between the lines.
•
Core Principles
• Continuity – Understand that change is not easy for anyone. – People will be more receptive to change if they can see where it has come from and not just where it is going. – As far as possible, stress on continuity to the present situation. • Consistency – This is going to be the most critical factor in building a brand that sustains itself over the long run. – There has to be a consistency in between what the management is saying and the changes experienced by employees within the organization.
Employer Brand – Survey
• A survey conducted by Hewitt Associates reveals • More companies are now focusing on employer branding to “attract employees” and keep them engaged. There is a direct correlation between an effective employer brand and achieving business success. It helps in retaining current employees, increasing employee satisfaction, attracting job candidates, and motivating employees in their work, which leads to excellent business gains. • The purpose is to use the internal brand as the seedbed for aligning their people programmes to deliver significantly improved business results
Examples – Employer Brand
Texas Instruments -whose brand mantra is “conscious” and “consistent”, which gets reflected in all their activities, be it company journals, awards or regular meetings. • HCL Comnet- whose brand value signifies “exuberance”, has developed a “Force of One” campaign that signifies innovative attitude and the ability to individually make a difference. Cognizant - whose employer brand is “Celebrating Work”, which gets reflected in its participative, empowering and transparent work environment.
•
•
Cap Gemini Ernst & Young- likes to lay emphasis on both internal and external customers. Paying attention to what matters to employees, and then delivering on that promise, keeps CGE&Y at the top of the list for the most talented employees The greatest goal of Cap Gemini Ernst and Young is to be the „Employer of Choice?, a company that can deliver a wide range of career opportunities, a company known everywhere for its ability to develop top professional talent delivering work of top professional quality
•
Employer branding
Employer branding is a derivative of the following factors: • • • • • • 1) Impressive and consistent track record in business leadership. 2) Demonstrated investment in growth by way of future products, R&D spend, articulation of the roadmap ahead, and viable strategies. 3) The organisation should clearly be perceived as a place where every employee could learn and develop skills in the latest technologies, concepts and knowledge areas. 4) Aggressive, competitive compensation and benefits package. 5) Transparent and merit-oriented performance management system, wherein the polarisation between various levels of performance is both visible and fair. 6) Very high score on the leadership, business conduct and customer satisfaction, or any other parameter evaluated by an independent third party
A Typical Employer Branding Project
Discovery
Analysis, Interpretation & Creation
Implementation & Communication
Measurement Maintenance & Optimization
Role of HR
• Is employer brand an HR only responsibility?. For it to be effective you must engage wider stakeholders .
• Human resources teams should be at the heart of any brand-building exercise.
– – – – – Consistency in global brand Communication Channels Work together Live the brand Resources (time, people, and budget) have been allocated to do an effective job
•
use employee forums or the recruitment process to understand the inherent cultural challenges
• a global strategy with actionable one year plans • encourage global participation – spread the message, use/create global and local evangelists • run global competitions to see who/which team expresses the company?s personality the best • have a reason to celebrate • remember and reward those (people/teams/offices) that express the business?s personality • understand „where you are? in each territory by gauging internal and external perceptions of your brand • appoint champions carefully and create international forums for them to share best practice and continually evolve • share rich content across your entire organisation.
Benefits of Employer Branding
The major benefits of employer branding include:-
• Increased productivity & profitability • Increased employee retention • Highly ranked for Employer Attractiveness • Increased level of staff engagement • Lower recruitment costs • Minimized loss of talented employees • Employees recommending organization as a “preferred” place to work • Maintenance of core competencies • Employees committed to organizational goals • Shorter recruitment time • Ensured long-term competitiveness • Improved employee relations • Decreased time from hire to productivity
Employer brand management doesn’t replace anything you’re doing well already. It just brings it all together to greater effect.
Career Planning & Succession Planning
New Nomenclatures
• Traditional Career Stable • • • Dynamic
Boundary less Career (DeFillippi & Arthur, 1994) Intelligent Career (Arthur et al, 1995) Post Corporate Career (Peiperl & Baruch 1997)
•
•
Web-Career (Fisher, 1997)
Protean Career (Hall, 1976, 1996, 2004)
Baruch, 2006
• Boundaryless Careers are occupational paths that are not bounded within specific organizations but grow through project-based competency development across firms in an industry network. • Post –Corporate Career - work and careers as moving out of these organizations altogether, into smaller, more entrepreneurial firms and into individual, consultant-type roles
• Intelligent Career-know why (values attitudes, internal needs, identity and lifestyle); • know how (career competencies, skills, expertise, capabilities, tacit, and explicit knowledge); • know whom (networking, relationships how to find right people) • • • know what (opportunities, threats & requirements), know where (entering, training and advancing) and know when (timing of choices and requirements)
Web - Career
Work today is about expanding your web by making more connections (knowing more people) spinning stronger strands (gaining more experience and skills) A Web is flexible, expandable and you can always tear it down and build a new one elsewhere
Protean Career
The career of the 21st century will be protean A career that is driven by the person, not the organization, and that will be reinvented by the person from time to time, as the person and the environment change Characteristics • Focus of psychological success rather than vertical success • Life long series of identity changes and continuous learning • Career age counts, not chronological age • Job security replaced by goal of employability • Sources of developments are work challenges and relationships
Early Models of CD
Walker, 1973
Early ModelsReif & Newstro, 1974 of CD (Cont.)
Elements of Career Management
1. Individual (Self) Assessment of Abilities, Interests, career need and goals
2. Organizational Assessment of employee abilities and potential 3. Communication of information concerning career opportunities with the organization 4. Career Counseling to set realistic goals and plan for their attainment
CAREER MANAGEMENT PROCESS
STEP 1 INDIVIDUAL
Who am I? (Career Stage, Path Preference)
ASSESSMENT
STEP 2 INTERPERSONAL ASSESSMENT STEP 3 ORGANIZATIONAL ASSESSMENT STEP 4 ACTION PLANNING
How do other see me? (Self-insight, image, personality) What are my options within the organization? (Knowledge of the organization, future trends, options, opportunities) How do I achieve my goals? (Motivation, confidence, goal setting, action planning)
CAREER STAGE SCALE
? ENTRY
? DEVELOPMENT
? BALANCED
? EXPLORATION
Broad - STAGES OF CAREER DEVELOPMENT
Stage 5: Late Career (ages 55–retirement):
Stage 4: Midcareer (ages 40–55):
Stage 3: Early Career (ages 25–40):
Stage 2: Organizational Entry (ages 18–25):
.
Stage 1: Preparation for Work (ages 5–25):
THE CHANGING CAREER PARADIGMS
OLD PARADIGMS • Job Security • Longitudinal Career Paths • Job/Person Fit • Organizational Loyalty • Career Success • Academic Degree • Position/Title • Full-Time Employment • Retirement • Single Jobs/Careers • Change in jobs based on fear • Promotion highly tenure based NEW PARADIGMS • Employability Security • Alternate Career Paths • Person/Organization Fit • Job/Task Loyalty • Work/Family Balance • Continuous Relearning • Competencies/Development • Contract Employment • Career Sabbaticals • Multiple Jobs/Careers • Change in jobs based on growth • Promotion highly performance based
Succession Planning -Definition
Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004) Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement
A structured process involving the identification and preparation of potential successors to assume a new roles
WHAT IS SP?
•Constant change planning •An organizational journey, not a project •Ensuring continuity of leadership •Identifying gaps in existing talent pool •Identifying and nurturing future leaders
Why SP? Organization supersede Individuals – visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward
Education and Training Measurability Self Development Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan
Results 1. Talent Driven culture 2. Accelerated Development 3. Vision for future advancement
Accountability
CEO/ Leadership Commitment & Involvement
Succession Planning Model
Ref: Troopiano, 2004
Challenges in SP
Benefits of SP
Source: Aberdeen Group, September 2006
Tells about the extent to which leadership job openings can be filled from the internal pool the av. no. of qualified candidates for each leadership position the number of positions with two or more „ready now? candidates the attrition rate from the succession pool
How Do You Develop Leaders?
Experience – Job change/rotation – Special projects and assignments – Exposure and involvement in key business challenges – Task forces, committees, change initiatives – – – – Job Performance feedback Executive coaching 360-degree feedback process Developmental assessment workshops
Formal Learning
– – – –
Critical skill building training programs Transition training programs Key external training programs Self-directed learning initiatives
Ascending Value
Feedback & Coaching
• Role play on Balancing the Career Advancement / Career Development Dilemma , by Prof. Peter Cappelli ,HBR
• Talent Management Audit
TM Audit
‘What gets measured gets done’ P Drucker Steps of TM Audit • Business Strategy and Metrics • Senior Leadership Metrics • Management Metrics • Individual Talent Metrics
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