talent management january 2013
TRANSCRIPT
Managing talent effectively in 2013
by Toronto Training and HR
January 2013
Contents
3-4 Introduction to Toronto Training and HR
5-6 Definitions7-8 A typical distribution9-10 The talent matrix11-12 Strategic perspectives on talent management13-14 Key focus areas15-16 Principal processes17-19 Specific recommendations20-21 Non-financial reward22-23 Drill A24-25 What does the ideal system contain?26-27 Balanced model of human capability28-29 Considerations of talent management30-33 Examining the organizational culture34-35 Establishing the organization’s values36-37 Drill B38-40 Questions for HR41-42 The talent lifecycle43-44 Developing and executing integrated talent
management 45-46 Basics of every talent management process 47-48 Challenges ahead49 Case studies50-51 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR are:
Training event design
Training event delivery
Reducing costs, saving time plus improving employee engagement and morale
Services for job seekers
Page 5
Definitions
Definitions
Talent
Talent management
Integrated talent management
Page 6
Page 7
A typical distribution
A typical distribution
Page 8
Page 9
The talent matrix
The talent matrix
Page 6
Page 11
Strategic perspectives on talent management
Strategic perspectives on talent management
Page 12
Talent Management
Process
Cultural
Competitive
Developmental
HR Planning
Change Mgt
Page 13
Key focus areas
Key focus areas
Defining talent
Developing talent
Structures and systems
Page 14
Page 15
Principal processes
Principal processes
Attraction
Developing
Motivating
Performance review
Retention
Page 16
Page 17
Specific recommendations
Specific recommendations 1 of 2
Align talent management strategy to specific business requirements
What perspective is most relevant?
Use operational dimensions to shape
Develop a talent culture
Talent management can complement diversity initiatives by ensuring equality of opportunity and transparency of selection criteria
Specific recommendations 2 of 2
Consider the culture of your organization and attitude to risk
Offer differentiated and tailored development routes-helps engagement
Consider how you are going to measure ROI?
Central ownership is important-align with strategic objectives
Integrate with HRM processes
Page 19
Page 20
Non-financial reward
Non-financial reward
Flexible working
Recognition
Taking a break
Page 21
Page 22
Drill A
Page 23
Drill A
Page 24
What does the ideal system contain?
What does the ideal system contain? Clarity in employee roles
Continual assessment of capability and potential
A structure whereby an employee could be transferred laterally to positions in which he or she could be better suited
Viable plans for succession
Page 25
Page 26
Balanced model of human capability
Balanced model of human capability
Skills and knowledge
Attitude and motivation
Temperament
Cognitive capacity
Page 27
Page 28
Considerations for talent management
Considerations for talent management
Drivers
Opportunities
Constraints
Enablers
Actions
Page 29
Page 30
Examining the organizational culture
Examining the organizational culture 1 of 3
How often and from whom does the President or CEO receive open, honest and direct feedback?
Are people encouraged to be really honest when giving feedback around here?
What happens to people who give constructive feedback to their manager?
Does the performance review process encourage a two-way feedback?
Page 31
Examining the organizational culture 2 of 3
Where do the senior management team get information regarding their effectiveness?
Is peer to peer feedback encouraged? Does it happen?
How much informal feedback do people get from each other?
Do we regularly collect both qualitative and quantitative feedback from our customers, clients or people who use our products or services?
Page 32
Examining the organizational culture 3 of 3
What do we do with such feedback when we get it?
What training and support do our managers receive when they become managers (especially giving feedback)?
Does our culture support ‘upward challenge’?
What forums exist for people to share their thoughts and views on how the senior team and/or organization are performing?
Page 33
Page 34
Establishing the organization’s values
Establishing the organization’s values
Review or refresh of the current vision, mission statement and strategy
Conduct workshops, focus groups, interviews and surveys to gather views and data from employees
Questions to ask
Page 35
Page 36
Drill B
Page 37
Drill B
Page 38
Questions for HR
Questions for HR 1 of 2
How do we re-engage our employees?
What talent do we need as the organization improves? How is that different from now?
What are the current and future talent gaps?
Which positions should we grow from within?
Page 39
Questions for HR 2 of 2
Is our talent properly deployed now?
How do we keep the best and the brightest growing with us?
Are we prepared for planned and unplanned leadership needs and changes?
Page 40
Page 41
The talent lifecycle
The talent lifecycle
Page 42
Page 43
Developing and executing integrated talent
management
Developing and executing integrated talent management
Philosophy
Strategy
Measurement
Process
Technology
Implementation
Sustainability
Page 44
Page 45
Basics of every talent management process
Basics of every talent management process Ability to explain to a person
what he or she needs to do
Ability to make him or her collaborate
Ability to show a clear career path
Ability to encourage them to engage better
Page 46
Page 47
Challenges ahead
Challenges ahead
During a downturn
During an upturn
Page 48
Page 49
Case studies
Page 50
Conclusion and questions
Page 51
Conclusion and questions
Summary
Videos
Questions