talentmanagement -2

8/12/2019 TALENTMANAGEMENT -2

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BALANCING INDIVIDUAL ANDORGANIZATIONAL NEEDS



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



THE PSYCHOLOGICAL CONTRACT

The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what theorganization will provide in return.

Contributions from

the Individual

• Effort

• Ability

• Loyalty

• Skills

• Time

• Competencies

Inducements from

the Organization

• Pay

• Job security

• Benefits

• Career opportunities

• Status

• Promotion opportunities



CAREER MANAGEMENT PROCESS

STEP 1 INDIVIDUAL

ASSESSMENT

STEP 2 INTERPERSONAL ASSESSMENT

STEP 3 ORGANIZATIONAL

ASSESSMENT

STEP 4 ACTION PLANNING

Who am I? (Career Stage, PathPreference, Political Style)

How do other see me? (Self-insight, image, political style,personality)

What are my options withinthe organization?

(Knowledge of theorganization, future trends,options, opportunities)

How do I achieve my goals? (Motivation, confidence, goal

setting, action planning)



CAREER STAGE SCALE

ENTRY

DEVELOPMENT

BALANCED

EXPLORATION



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 0–25):



LEADERSHIP MANAGEMENT

• Interpersonal Skills

• Communications

• Teamwork

•

Flexibility• Build appropriate relationships

• Leadership Abilities

• Visioning Process

• Coach and Train Peers and Subordinates

•

Create and Lead Teams• Implement Employee Involvement Strategies



How Do You Develop Leaders?

– 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

– Critical skill building training programs

– Transition training programs

– Key external training programs

– Self-directed learning initiatives

A

s c e n d i n g V a

l u e E

x p e r i e n c e

F e e d b a c k &

C o a c h i n g

F o r m a l

L e a r n i n g



EXECUTIVE COACHING

• Aimed at business executives in work environment

• Help to improve effectiveness in terms of leadership and decisionmaking

• Difference between Personal and executive coaching• Goal setting is business oriented.

• Business leader can discuss weakness in confidential and safeenvironment

• Focus can be on:• Leadership Training

• Financial Awareness

• Management Training• Time Management

• Project Management

• Team Building



TEAM BULIDING

• It is the process of enabling that group of people to achieve that goal

• Group of people common objective high qualityresults , who wrok together and enjoy their work.

• Members should be valued and have sense of belonging.

•

Indivuduals shoukd be given challenging tasks and assignments toachieve teams objective.

• five key issues to be considered in team building:

– Interdependence

– Goal specification

– Cohesiveness

– Roles and Norms

– Communication



SUCCESSION PLANNING

• Definition :a process by which one or more successors are identified

for key posts (or groups of similar key posts), and career movesand/or development activities are planned for these successor.

• Targeted only to key leadership positions

• How Succession Planning Helps

Understanding the organization's long-term goals and objectives

Identifying the workforce's developmental needs.

Determining workforce trends and predictions

• Benefits of Succession planning:

– Better Retention

–

Valuable training goals– Increased preparation for leadership

– Greater employee satisfaction

– Enhanced commitment to work and workplace

– Improved corporate image



TALENT RETENTION

FACTS

• Over 50% of the people recruited into an organization will leave within 2 years.

•

1 in 4 people recruited will leave within 6 months.• Nearly 70% of organizations report that staff turnover

has a negative impact.

• Nearly 70% of organizations report having difficulties in

replacing staff.• Approximately 50% of organizations experience regular

problems with employee retention.



Why is retention becoming one of the topissues in HR?

• The enormous cost associated with staff turnover.

• The difficulties experienced in replacing people (onaverage positions go unfilled for over 9 weeks).

• Despite advances in recruitment practices recruitment isstill a less than perfect science – each new recruitrepresents risk.

• Costs associated with training.

• The overall impact on the organizations ability to meetthe needs of its customers



TALENT RETENTION TOOLS

• Career development opportunity

• Sense of accomplishment

•

Job security• Confidence in future

• Good compensation

• Recognition

• Fairly evaluating job performance



Make Your CEO Understand…

• War for talent

•Starts at the top

• Affects shareholder value

•Turnover costs money

•The workforce is diversifying

• Workforce planning and development are critical



The Road Ahead..

Its Only The StrategyThat Will Matter….

talentmanagement -2

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