Talent Management

Group 8

Presented By
Aditya Sikder
Kriti Upadhyay
Odile J Soreng
Pratibha Dinkar
Rupali Saini
 Talent Management
• A conscious, deliberate approach undertaken to attract, develop and retain people
with the aptitude and abilities to meet current and future organizational needs

• Talent management refers to the process of developing and integrating ,developing

and retaining employees, and attracting highly talented people to work for the
organisation

• ‘The systematic attraction, identification, development, engagement/retention and

deployment of those individuals with high potential who are of particular value to
an organisation.’

• Talent management as a mission critical process that ensures organizations have

the quantity and quality of people in place to meet their current and
• future business priorities
 Contd…

Talent Management :
A cultural mindset, an inclusive change oriented approach to align business
and talent needs, a collaborative effort to make people capabilities
match organizational commitments
 What CEO’s of the world are
saying…….
• •Jack Welch : ““This business game is all about
winning. The team that wins is the team with the
best players. Our job is to field the best players.”

• •Larry Bossidy : “ To put it simply and starkly: If

you don’t get the people process right, you will
never fulfill the potential of your business.”

• •Bill Gates : “ Take our twenty best people away

from us and I can tell you that Microsoft would be
an unimportant company.”
 Issues faced by HR

I have been in
this role for last 3
People occupying years where do I
roles bigger for go from here How do I keep
their shoes my best guys
engaged

I want to fill an
open position My people do not have
internally but adequate competence
have no or to address current
limited option business challenges
 Argument for Talent Management
• Business faces accelerating complexity leading to uncertainty

• External environment
• Regulated
• Intense Competition
• Convergence & Commoditization of financial products
• Internal
• Customer & Distributor base & diversity
• Goals and aspirations of organization
• Nature of business – Financial / Trust / Long Term / Regulated / Inter-
dependent / Geographical spread

• Talent is a sustainable creator and differentiator of value

 Contd….
• Gap between supply and demand (quality & quantity )
• Succession Plans at Senior Level and their Direct Repotees
• Critical positions vacant in higher management

• Retention and Engagement of Talent

• Compelling Value Proposition

• Different strokes for different folks

 What or who are Talent?
• People who

• Understand Business and its Key Drivers

• Drive Business/ performance in line with Organizational

goals
•
• Bring clarity & energy around what needs to be done

• simplify Strategy into specific actions,

• make decisions and communicate priorities

• Role model of Organization’s Values, High Performance

Behaviors
 3 Key deliverables of Talent
Management Process
1. SPOT and BUILD organization's Top Talent
• Manage High Performers

2. Key Position Backups

• Provide strong future fit leaders

3. Resource Classification & Investment

• Segment talent
• Build Value Proposition linked to potential and value
add
 Principles of Dynamic talent
Management Process
Doing what matters :

• Spot leaders early and across levels

• Build segmented differentiated experience

• Provide Opportunities to be immersed in higher order complexities repeatedly

• Deploying the best talent into roles that maximise business impact

• Involve and equip Senior Leaders in the Talent Development processes

• Build responsibility of Leaders to nurture more leaders not just more numbers

• Supervisor as Coach

• Leads deployment of initiatives / process

• Treat Talent goals like company financials – clear strategic goals

• Talent Metrics feature in Functional plans

Nurturing a Talent Mindset

 Talent Management Process
• Step 1 – Identify Key Roles
• Step 2 – Take an Inventory of Your Talent
Management Skills.
• Step 3 – Measure the Right Things
• Step 4 – Set Up a Process-Wide Feedback
Loop
Talent wheel
 Step 1: Identifying key roles
• Analyze the key steps in each part of the talent life
cycle (identification and attraction, hiring and
inculcation, motivation and development, appraisal
and reward, building and sustaining relationships)
• map the key players and their roles and responsibilities
to each stage.
– Look for gaps in responsibilities
– Look for overlapping responsibilities
– Are the right people in the right roles? Are line managers
provided with consistent and effective processes,
guidelines and tools for managing talent?
 Step 2: Inventory of skills
• Identify the critical skills needed to play the
key roles in the talent life cycle effectively
– Look for the extent to which your company
employ people who possess them
– Look for ways to improve or develop them
– Look for areas that are being done in-house that
might be better outsourced and that which are
outsourced that you should be doing in-house.
 Step 3: Measure the right things
• Assess the measures you use to evaluate the
performance of your talent management
process at each life cycle stage such as offer-
to-hire ratios, average tenures of new hires,
performance ranking, skill fit to job
requirements, etc. 
– Look for data being recorded and whether it is
entered in the talent scorecard
– Align with entire talent mgt strategy
 Step 4: Feedback
• Everyone managing talent needs to
understand the big picture and to connect
their role and responsibilities to the overall
objectives of the process
– Note how data in each stage of the life cycle is
reported and communicated, including knowledge
and experiences.
– Note the information gaps and missed
communication
– Suggest actions to improve feedback mechanisms
 Seven Talent Management
Practices That Matter
• Job Stretch and Mobility

• Mentoring Not Just Managing

• Freedom and Stimulation

• Deep Immersion

• Teaching and Coaching

• Diversity of Talents and Personalities

• Horizontal Growth Paths

 Future Trends In Talent Management
• E-recruiting – job portals like monster.com, naukri.com

• Advent of software technology – online screening and analysis tools like Resume
analysis program, online pre-employment assessment tests.
– As all of these tools become more sophisticated, recruiting in the future may
become more depersonalized on the one hand, with large volumes of
applicants being screened by algorithms rather than judgment, and more
personal on the other, through the wide use of web phones for immediate
interviews and the greater use of synchronous video conferencing.

• The future emphasis is likely to shift from purely individually oriented learning,
toward making teams (often virtual and sometimes global) more effective in
working with each other to meet common goals.

• Given widespread labour shortages, solid managerial talent will be scarce, and will
result in breaking through the glass ceiling. Additionally (because of labour
shortages), race, gender, and age-based discrimination in the workplace will occur
much less often
• Turnover will assume crisis proportions as human capital becomes a scarce natural
resource. Organizations that face this problem head on will be able to reduce its
impact but it will remain the number one human resources issue.

• Virtual work teams will enable organizations to blend capabilities, shorten product
cycles, boost productivity, and speed products to market.

• All human resource information systems would be part of the enterprise-wide

digital nervous system, enabling the seamless flow of information to the right
person at the right time.

• Succession management: role to capability

– The ‘traditional’ approach to succession management (of linking ‘potential’ to
leadership roles) is becoming less relevant in dynamic organizations. Instead,
HR professionals are focusing on understanding the future people capabilities
before loosely aligning ‘pots’ of talent against those future requirements
• Linking Talent Management Interventions to outcomes
– The ROI from talent management continues to be a major focus for
organizations. Conventional belief that effective talent management
interventions lead to improved business outcomes is coming under challenge.
Businesses are increasingly looking to quantify how inputs link to tangible
results.

• Linking Internal and external talent

– Leading organizations were increasingly seeking to build relationships with
external talent and capture this pool as an explicit source of succession for key
roles. ‘Home grown’ increasingly looks more like ‘industry grown’.
Future Trends ( contd.)
How Global Companies Are Changing?

• Integrated functionality and usability

• Dynamic influences in shaping the global workforce

• Rapid acceptance of the on-demand model

• Multinational capabilities
 The IBM way
•  Talent Management

– To achieve a balance between talent supply and demand,

IBM often redeployed its workforce. The internal
redeployment process was designed to minimize loss of
productivity of skilled employees. Each of IBM's business
units had its own resource board that reviewed and
approved external job postings on a regular basis. In case
the company had employees with skills matching the
criteria, they were redeployed on the new job instead of
recruitment being done externally.
 SUCCESSION PLANNING
BACKGROUND AND DEFINITION
• The first book that addressed the topic fully
was "Executive Continuity" by Walter
Mahler. Mahler was responsible in the 1970s
for helping to shape the General Electric
succession process which became the gold
standard of corporate practice.
• A process for identifying and developing
internal people with the potential to fill key
leadership positions in the company.
 SUCCESSION PLANNING
• It increases the availability of experienced
and capable employees that are prepared to
assume these roles as they become available.
• Effective succession or talent-pool
management concerns itself with building a
series of feeder groups up and down the
entire leadership pipeline or progression. 
• Fundamental to the succession-management
process is an underlying philosophy that
argues that top talent in the corporation
must be managed for the greater good of the
enterprise. 
 SUCCESSION PLANNING
• A "talent mindset" must be part of the leadership
culture for these practices to be effective.
• Companies that are well known for their succession
planning and executive talent development
practices include: GE, Honeywell, IBM, Marriott,
Microsoft, Pepsi and Proctor and Gamble.
• Studies have indicated that these companies
feature high ownership by the CEO and high
degrees of engagement among the larger
leadership team (Kesler, 2002).
 SUCCESSION PLANNING
• Research indicates that clear objectives are
critical to establishing effective succession
planning (Kesler, 2002). These objectives tend to
be core to many or most companies that have
well-established practices:
– Identify those with the potential to assume greater
responsibility in the organization.
– Provide critical development experiences to those
that can move into key roles.
– Engage the leadership in supporting the development
of high-potential leaders.
– Build a data base that can be used to make better
staffing decisions for key jobs.
 SUCCESSION PLANNING
PROCESS AND PRACTICES
• Companies devise elaborate models to characterize
their succession and development practices. Most
reflect a cyclical series of activities that include these
fundamentals:
– Identify key roles for succession or replacement planning
– Define the competencies and motivational profile required
to undertake those roles
– Assess people against these criteria - with a future
orientation
– Identify pools of talent that could potentially fill and
perform highly in key roles
– Develop employees to be ready for advancement into key
roles - primarily through the right set of experiences.
 SUCCESSION PLANNING
• ‘Game Planning’ approach to succession and
talent management: Annual reviews are
supplemented with an ongoing series of
discussions among senior leaders about who
is ready to assume larger roles. Vacancies are
anticipated and slates of names are prepared
based on highest potential and readiness for
job moves. Current examples are PepsiCo,
IBM and Nike .
 SUCCESSION PLANNING
• Assessment is a key practice in effective
succession planning. There is no widely
accepted formula for evaluating the future
potential of leaders, but there are many tools
and approaches that continue to be used
today, ranging from personality and cognitive
testing to team-based interviewing and
simulations and other assessment center
methods.
 SUCCESSION PLANNING
• Most large corporations assign a process
owner for talent and succession management.
Resourcing of the work varies widely from
numbers of highly-dedicated internal
consultants to limited professional support
embedded in the roles of human resources
generalists.
• Often these staff resources are separate from
external staffing or recruiting functions.
 SUCCESSION PLANNING
For additional information
• The leading professional affiliation for
succession-planning professionals is, arguably,
The Human Resources Planning Society
(http://www.hrps.org/), an international
association with academic and practitioner
membership from around the world.
Talent DNA

TALENT DNA
 Compensation & talent
Management
• Important for attracting talent at the facet.

• Strategic compensation techniques for talent management.

• Using concepts of total compensation/ total rewards

• Money is an important motivator. 

 TALEO Introduces Talent Grid: Cloud
Computing for Talent Management
• The leading provider of on-demand talent management solutions, introduced its
cloud computing strategy, the Talent Grid.
• The Talent Grid, built on Taleo's on-demand application platform, will deliver the
infrastructure and resources to power organizations' future talent needs.
• The Talent Grid is analogous to the power grid that powers our homes, charges
our cell phones, and keeps our economy running smoothly. For businesses, the
Talent Grid provides the infrastructure and resources to power an organization's
main source of innovation and execution: its talent.
• The Talent Grid will be populated by third party solutions such as background
checks, assessments and salary data, as well as content from customers' talent
pools, social networks, talent management best practices and successful
methodologies
 TALEO Introduces Talent Grid: Cloud
Computing for Talent Management
• --More rational recruiting. The current practice of recruiting is often inefficient.
First a job is available, then we think about who could fill it. The Talent Grid can
turn this around by leveraging internal and external networks, and a wider range
of sourcing engines and tools, to effortlessly identify people with the key
attributes for success in your business as a job is posted.
• -- Keeping score on your talent. Would you like to know how your talent measures
up to their peers elsewhere? Taleo has over 3,600 customers, all tracking
employee performance by a large number of metrics. The Talent Grid can give
access to that aggregate information and let you analyze and compare not just an
employee, but also a whole department, company or industry.
• -- Fact-based compensation: With Talent Grid, you can show an
employee or candidate what the job is really worth in real time, helping to ensure
you do not over pay or lose an employee due to dated, uncompetitive
compensation metrics.
 TALEO Introduces Talent Grid: Cloud
Computing for Talent Management
• The talent grid is made up of the following components:
– Taleo Products. At the foundation of the Talent Grid are Taleo's applications: Taleo
Recruiting and Taleo Performance for the Enterprise and, for the small and medium
business (SMB) market, Taleo Business Edition Recruit and Taleo Business Edition
Perform. For example:
-- Compensation Management Solution. Today, Taleo announced a strategic investment
in Worldwide Compensation, Inc. This adds robust, global compensation capabilities to
Taleo's core set of enterprise solutions, helping companies implement true "pay-for-
performance," and linking the bottom line to each employee's goals and measurements.
• Taleo Platform
– The platform ties Taleo applications together with reporting, analytics, integration and a
set of web services that make it easy for customers and partners to access the Talent
Grid, extend talent management processes and exchange content and services
• Taleo Marketplaces.
– The widespread use of Taleo's products creates strong network effects, and will power
another aspect of the Talent Grid: dynamic marketplaces of products, solutions and ideas
 REFERENCES
• Goldsmith, M., Carter, L. "Best Practices in Talent Management: How the World's Leading
Corporations Manage, Develop and Retain Top Talent. San Francisco: Pfeiffer, 2010.

• Kesler, G. “ Why the Leadership Bench Never Gets Deeper: Ten Insights About Executive
Talent Development. ” People & Strategy, 2002, 25 (1), 32 –
44.http://www.kateskesler.com/publications/articles/item/33-why-the-leadership-bench-
never-gets-deeper

• Mahler, W., Wrightnour, W. "Executive Continuity: How to Build and Retain an Effective
Management Team". Homewood, IL: Dow Jones-Irwin, 1973.

• http://ir.taleo.com/releasedetail.cfm?ReleaseID=397252

• http://www.articlesbase.com/human-resources-articles/emerging-trends-of-talent-
management-and-challenges-of-hrm-957837.html