talent management - an employers perspective

8/17/2019 Talent Management - An Employers Perspective

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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

talent management - an employers perspective

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