-
7/31/2019 Company Strategy and Impact of Talent Management
1/17
Company Strategy
and
Impact of Talent
Management
Source: hrpd.co.uk
-
7/31/2019 Company Strategy and Impact of Talent Management
2/17
Source: http://www.ipat.com/SiteCollectionDocuments/pdfs/wp-stm.pdf
-
7/31/2019 Company Strategy and Impact of Talent Management
3/17
Executives and HR management have always been
focused on basic talent managementacquiring,hiring and retaining talented employees. But, to
drive optimal levels of success, business leaders
need engaged, high-performing employees.
The key to inciting a workforce to greatness is to
align your talent management with company
strategy, define consistent leadership criteria across
all functional areas, and identify specificcompetencies (analytical, technical, education,
experience) to cultivate for continuing growth.
http://www.successfactors.com/articles/goal-alignment/http://www.successfactors.com/articles/goal-alignment/http://www.successfactors.com/articles/goal-alignment/http://www.successfactors.com/articles/goal-alignment/ -
7/31/2019 Company Strategy and Impact of Talent Management
4/17
Business leaders who implement a strategic talent management process
are more prepared than their competitors to compete in the global
economy and capitalize quickly on new opportunities. True success isonly available when companies do more than adapt to long-term trends;
they must be able to anticipate and jump on new opportunities before the
rest of the market. A strategic talent management plan allows you to:
Become "proactive" versus "reactive". Fill your critical talent
management needs and address company and industry changes
promptly;
Identify essential skills to be developed in all employees, and
minimize training costs by focusing on key development areas; and
Improve your recruiting process by identifying high-quality candidates
using job descriptions based upon the expertise of your high
performing employees holding uniquely valued company or industry
competencies.
-
7/31/2019 Company Strategy and Impact of Talent Management
5/17
-
7/31/2019 Company Strategy and Impact of Talent Management
6/17
-
7/31/2019 Company Strategy and Impact of Talent Management
7/17
Source: http://www.ipat.com/SiteCollectionDocuments/pdfs/wp-stm.pdf
-
7/31/2019 Company Strategy and Impact of Talent Management
8/17
Source: http://www.ipat.com/SiteCollectionDocuments/pdfs/wp-stm.pdf
-
7/31/2019 Company Strategy and Impact of Talent Management
9/17
Multi-method Job Analysis:
Subject matter experts and high performing incumbents aresurveyed to identify job-relevant tasks and personality traits. Meta-
analytic studies and previous relevant research can be evaluated as
well. This analysis allows for the discovery of the job-relevant tasks
and personality traits that are key to successful performance on the
job. These types of job analyses serve as the basis for all other
assessment interventions and opportunities.
Recruitment/Pre-screening:
Applicant pools are established based on targeted strategic
advertisements. Potential candidates then complete pre-qualifyingquestionnaires, including knock-out questions, to determine initial
person-job fit.
-
7/31/2019 Company Strategy and Impact of Talent Management
10/17
Pre-employment Testing:
Job-relevant selection tests are used to assess person-job fit,
core job-related personality dimensions, and future
development needs. This assessment, at a minimum, should
determine ones compatibility with the ideal traits and skills
for a given position, which is based on the task andpersonality-based job analysis.
Promotional Assessments:
Assessments can also be used to prepare job incumbents for
promotions. Again, fit between the person and the new
position is assessed, as well as the core skills and
competencies needed for success in the job.
-
7/31/2019 Company Strategy and Impact of Talent Management
11/17
Talent Development:
Job-related personality, performance, and leadership
assessments can be used to strengthen an incumbents
core competencies. Employees can then develop action
plans based on these assessments to address particularstrengths and developmental areas for use with a
coach, mentor, or their manager. These types of
assessments can also be used as part of a battery to
select and/or place supervisory, managerial, andleadership talent.
-
7/31/2019 Company Strategy and Impact of Talent Management
12/17
-
7/31/2019 Company Strategy and Impact of Talent Management
13/17
-
7/31/2019 Company Strategy and Impact of Talent Management
14/17
-
7/31/2019 Company Strategy and Impact of Talent Management
15/17
The selection process incorporates the competencies into a multi-raterstaff assessment model that includes the candidate (self), interviewer,
and references. This process works as follows:
1. Self
At the initial interview, the applicant completes a self-assessment
form. This form asks the applicant to identify the extent to which
he/she exhibits each of the eight selection competencies. The
following five-point rating scale may be used: greatly below peers,
below peers, same as peers, exceeds peers, greatly exceeds peers.
-
7/31/2019 Company Strategy and Impact of Talent Management
16/17
2. Interviewer
The interviewer reviews the self-assessment and begins his/her assessment
of the applicants competency levels. To aid in this process, targetedinterview questions that tap into the competencies are selected. For
instance, the competency of compassion and caring is defined as follows:
Shows concern about others needs and feelings. Exhibits kindness and
concern with co-workers, consumers, and customers. Exhibits fair
treatment to all people and shows a willingness to give others support, thebenefit of the doubt, and opportunities. A targeted interview question is as
follows: Tell me about a time when a consumer/patient/student became
difficult. What did you do to resolve the situation? This question is asked
during the interview process and the answer is used in the interviewers
determination of the competency rating score. Other information correlated
with competencies includes the applicants resume and employment
application.
-
7/31/2019 Company Strategy and Impact of Talent Management
17/17
3. References:
Finally, references are provided with a form that includes the same
eight competencies, their definitions, and the same five-point rating
scale that the candidate and recruiter use. A release of information
statement must be signed by the applicant prior to soliciting feedback
from reference sources.
4. On the Job:
Once candidates are selected for assignment, it periodically assesses
their performance on the same eight competencies and rating scale,
using customer feedback.