talent management - an employers perspective
TRANSCRIPT
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TalentManagement
Understanding an Employers Perspective
ByDr. Nduka Okoisor
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My Background
The New Business Reality
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“ When most companies were manufacturers, equipmenresource they bought and maintained. Today, the key resknowledge and talent of people, and career development
we maintain that resource”
Richard Knowdell
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The Business Case for Talent Management
The Old Reality
People need ompanies
Mac!ines" apital #geograp!y are t!ecompetitive edge
Better talent makes somedi$erence
%o&s are scarce
People accept t!e standardpackage t!ey are o$ered
The New Reality
ompanies need people
Talented people are t!ecompetitive edge
Better talent makes a !uge
di$erence
Talented people are scarce People demand muc! more
The New Business Reality
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The Talent Management Process
AttractingTalent
• ommunicating t!eEmployer Brand
• Pu&lis!ing opportunities'idely
• Using ro&ust assessment
tec!ni(ues to matc! t!epersons to t!e role
• On &oarding andorientation process
DeveloingTalent
• )denti*ying capa&ility gapsand creating targetedindividual developmentplans
• Building and developingcritical skills *or t!e *uture
• En!ancing t!eirleaders!ip capa&ility
!ngagingTalent
• Engaging talent to ensurecontinuous c!allenge
• Moving and placing talentto ma+imi,e value
• Managing per*ormance
• areer planning
• -etaining talent
• eaders!ip # successionplanning
Tr
evat• ompet
• /egmennum&er
• 0ttritio
•
)nterna
• areer progres
• Demogr
• Trends
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Attracting Talent"Recruitment#
As a Talent Manager$ you are the gate %eeer& 'ou need to (e who you let into your Organisation
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Attracting Talent• )ts your role as a 3o& seeker to make clear to emplo
!o' your degree !as en!anced your skills" in 'ays t
may not &e o&vious to an employerin r5sum5s" covletters" and in intervie's!o' t!is degree sets you
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Attracting Talent
6!at does your cv say a&out you7
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Attracting Talent
seful !ints"
• Treat t!e opening to your 8 like gold. 6rite an opening pt!at 'ill give you a leg in.
• :our employment overvie' s!ould say more a&out yourac!ievements t!an t!e roles you per*orm
• 6rite a&out pro3ects and accomplis!ments '!ile in sc!ool
• /ell your uni(ue strengt!s and skills
• Packaging is important. :our layout s!ould &e clean 'it! aconsistent *ont and not too long.
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Develoing Talent
• )denti*ying capa&ility gaps and creating targeted individevelopment plans
• Building and developing critical skills *or t!e *uture
• En!ancing t!eir leaders!ip capa&ility
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!ngaging Talent
•Engaging talent to ensure continuous c!allenge
•Moving and placing talent to ma+imi,e value
•Managing per*ormance
•areer planning
•-etaining talent
•eaders!ip # succession planning
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Tracking and !valuating Talent
•ompetency development
•/egmentation and num&ers per segment
• 0ttrition 1 retention
•)nternal mo&ility o* talent•areer gro't! 1 progression
•Demograp!ics
•Trends and gaps
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Tracking and !valuating Talent
A1
Dropped rating
A2
Dropped rating
A3
A4
Dropped rating Dropped rating
L4 L3 L2 L1
T o p T a l e n t
V a l u e d T a l e n t
C o m p e t e n t
T a l e n t
A c h i e v e m e n t
LeadershipCompetencies
I n c o m p a t i b l
e T a l e n t
Top talA1/L2;
ValuedA2/L2;
Compe(A2/L3;
Incomp(A3/L4;
/ box grid guide
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!a" be an indi#idual $%o %a&
recentl" been promoted and %a&n't
%ad t%e opportunit" to demon&trate
%ig%er perormance) *ocu& on
coac%ing and a &olid de#elopment
plan) In an indi#idual t%at %a& been
in t%i& role or &ome time+ t%ere
ma" be a &eriou& i&&ue (derailer)
,
De#elop 2)1- 2).pt&
A #aluable a&&et or t%e uture)
T%ere i& &till room or maimi0ing
perormance in current role;
potential ma" not be ull" reali0ed
"et) *ocu& on increa&ing
perormance contribution to %ig%+
ater $%ic% greater c%allenge
and/or broader &cope are liel")
3tretc%/de#elop I5 3)67
3).point&
a& ma&tered current role
read" (and anticipating a
c%allenge) 8et &tep& are
greater &cale and/or &cope
a&&ignment+ $%ic% $ill &tr
in a &igni9cant $a" or $ill
ne$ or mi&&ing &ill&) :ete
critical) T%e&e are uture l
t%e compan")
1
tretc% I
%o$& &ome potential but
perormance i& con&idered lo$)
*ocu& on rea&on& or lo$
perormance and action& to
impro#e it) I t%ere i&n't an
impro#ement+ potential &%ould be
rea&&e&&ed and a perormance
impro#ement plan put in place)
<5b&er#e 1),72)=pt&
Has potential for increased
accountabilities and is meeting current
performance expectations.
Development focus: Increase
performance contribution to “high” will
further +se assessment of potential
growth.
De#elop I5 3)473),pt&
Is exceeding performance ex
and is a good candidate for g
development. mplo!ee dev
should focus on speci"c gaps
is needed to broaden or mov
next level of responsibilit!.
2
tretc%/de#elop 4).pt&
8ot meeting perormance
epectation& and demon&trate&
limited potential) *ocu& &%ould be
on &igni9cant perormance
impro#ement or 9nding a more
&uitable role (internal or eternal)
. 5b&er#e/eit 1)=71)pt&
$onsistent contributor% but shows
limited potential. &ocus on maximi'ing
performance while assessing future
potential and(or a more suitable role.
)a! need a plan for a successor. In
some cases% if performance declines or
is bloc*ed% retention ma! be reviewed.
65b&er#e 3)=73)3pt&
strong performer but unli*
to a higher,level role. ngage
be important for continued m
and retention. )a! be of rea
developing others. -rofession
business or content experts
into this box.
) De#elop 4)pt&
otential> he abilit! to
assumeincreasingl!
broad orcomplex
accountabilities as
businessneedschange
during t%enet 1271<
mont%&)
/,box grid guide
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Conclusion
; #oney is $ust a commodity. Talent supplies the Ram %haran