Talent Management Process is Simple

Transcription

1 Talent Management Process is Simple The Four Steps of Talent Management Talent Management Model Talent Identification & Classifications Talent Development Talent Management Enablement Talent Management Measurement 1

2 Traditional Talent Assessment Exceeds Standard Talent Assessment PERFORMANCE At Standard Below Standard Promotable Experienced Professional Placement Issue Too New Below Standard At Standard POTENTIAL Exceeds Standard 2

3 Evaluate employee on three key sets of characteristics when his/her job destination is not readily apparent: Track Record Multi-year performance track record Relevant experiences & qualifications Employee s career aspirations, motivations, and mobility preference Aspirations Future Abilities Cognitive abilities Ability to learn from experience and apply to new situations Ability to adapt to higher level of job complexity

4 Potential Matrix Potential Assessment Matrix High Readiness Medium Now Perform at Current Role Promotable Significantly Promotable Promotability 4

5 Leadership Competencies Based on the 4 key Leadership roles, Leadership competencies should be identified and used for developing the Talent Illustrative Leadership Pivotal Roles Relevant Competencies Setting the Direction Developing and executing strategic initiatives Strategic Thinking Change Leadership Mobilizing People Mobilizing people and team to maximize potential to achieve the business goal Delegating & Coaching Fostering Team Collaboration Generating Revenue Focus on creating sustainable business growth and shareholder returns Business Performance Management Running the Business Maintain the structure and flow of system within the organization Organizational Awareness Efficiency Oriented Problem Solving & Decision Making 5

6 Assessment Center - Content & Output Process Behavioral Interviews & Role Plays Individual Timed Exercises Psychometric Tests & Motivational Inventories Group Discussion In-Tray Exercises Output Personal Assessment Reports Individual Feedback & Coaching Personal Development Plan Organizational Talent Inventory 6

7 Pre-screening Criteria sample Objective: To identify and shortlist potential candidates for the assessment (1) (2) (3) (4) Criteria Eagerness to Learn and Develop Demonstration of Results Critical Position Year of Service/ Time in the organization (> 1 yrs) Description - Commitment to work - Prompt to learn new tasks or new skills Deliver results as expected by their job roles/position - Has high impact to organization if lost this person - Acquire a unique skill set - Is likely to be poached by competitors Work in the company for 1 year or more Scoring Method 3 scoring scale (High/ Medium/ Low) 3 scoring scale (High/ Medium/ Low) 3 scoring scale (High/ Medium/ Low) Yes / No Answer (Yes = 2/ No=1) 7

8 Summary of Project Approach sample Pre-screening Performance Other Criteria e.g. minimum years of work in the company Assessment Leadership Model Common Leadership Prioritizing Talent Job Mobility - Commitment & ability to Learn - Willingness & ability to do stretch/ new assignment - Acceptance & trust from others Employees Pool High B A Medium/ Low D C Talent Medium/ Low High Specific Leadership 8

9 Agreed Organization Actions Organization & People Action Plan Template Action Details Responsibility Timing Status Update Progress Agreed People Actions Action Details Responsibility Timing Status Update Progress Action is completed with results Action has been initiated but not completely done Action has not been initiated

10 Identification Need rigorous and iterative process Definition of Talent? You know whom but beware of your thoughts Potential and Performance assessment are not the same Talent pipeline should be corresponded to business needs Level of talent? --Critical position VS Critical function Why we can t find a Talent? 10

11 Development Finding & assignment people to a crucible role Develop Talent via action learning Supervisor is the key Put people development as a critical mass in organization Regular and meaningful Talent Review Link development to succession planning Develop people in the right way in line with Bus. strategies Use multi-rater feedbacks Link to day-to-day job, minimize non-productive task Why we can t develop people?

12 Support Maximum Learning in Roles Elevate Accomplishment Minimized Non-productive task 12

13 Management Need both Organizational & Individual level management and review Engage and closely having discussion with talents Link Talent management to other processes 13

14 Integrated Talent/ Succession Planning Framework EXTERNAL FORCES Competitive Environment Workforce Market Globalization Recruitment & Selection Internal/ External Recruitment Competency-based Recruitment TL Recruit New Employees Employer Branding to Attract New Talents IDENTIFICATION Performance Management System Competency-based PMS TL/ Suc. Development Linked to KPIs Performance Coaching & Mentoring DEVELOPMENT ENABLEMENT Pay & Benefits Accelerated Pay Progression Special Rewards Scheme for Talents Competitive Pay Structure Flexible Benefits/ Special Bonuses Non-monetary Recognitions MEASUREMENT Employee Engagement Talent & Succession Planning Pools Strategic Rewards INTERNAL FORCES Career Path Career Planning Career Management Career Development Career Monitoring & Career Growth Strategic Performance Management Strategic Vision Change Workforce Planning Business Performance Competencybased Career Path Career Tracks Feedbacking/ Goal Setting Personal Aspiration & Interest Clarification Career Stage Review Time-span review Coaching & Mentoring Competency-based Dev. Fast-track Program Rotational Program Crucible roles Job Assignments Executive Coaching Job-shadowing Performance & Potential Matrix Review Job Mobilization Review Development Plan Review Career Progression Strategic Attraction & Retention Strategic Employee Development 14

15 Measurement Retention Development progress Movement of Talent Benchstrecnth ratio 15