What is MEAN by TALENTWhat is MEAN by TALENT

Capacity to learn (measured as learning quotient LQ)Capacity to learn (measured as learning quotient LQ)

Capacity to think (measured as conceptual quotient CQ)Capacity to think (measured as conceptual quotient CQ)

Capacity to relate (measured as relationship quotient RQ)Capacity to relate (measured as relationship quotient RQ)

Capacity to act (measured as action quotient AQ)Capacity to act (measured as action quotient AQ)

The individual’s values help in discriminating amongst The individual’s values help in discriminating amongst alternatives and act as the bedrock for decisions. They alternatives and act as the bedrock for decisions. They act as multipliers in enhancing the individual’s capacities, act as multipliers in enhancing the individual’s capacities, a sigma of which reflects the individual’s a sigma of which reflects the individual’s TRUE TALENTTRUE TALENT..

What is Talent What is Talent Management?Management? TM is a set of integrated organizational HR TM is a set of integrated organizational HR

processes designed to attract, develop, processes designed to attract, develop, motivate, and retain productive, engaged motivate, and retain productive, engaged employees. The goal of TM is to create a high-employees. The goal of TM is to create a high-performance, sustainable organization that performance, sustainable organization that meets its strategic and operational goals and meets its strategic and operational goals and objectives.objectives.

    TM is now an essential management practice; TM is now an essential management practice; what was once solely attached to Recruitment what was once solely attached to Recruitment now covers a multitude of areas. You’ll find now covers a multitude of areas. You’ll find here Information on Career Management & here Information on Career Management & Development, Career Planning, HR Planning, Development, Career Planning, HR Planning, Promotion & Secondment, Succession Promotion & Secondment, Succession Planning, Talent Audits, Talent for Competitive Planning, Talent Audits, Talent for Competitive

Advantage, Talent Pools & War for Talent.Advantage, Talent Pools & War for Talent. TMTM is central to key business drivers in the

organization.

TM is frequently centered in “Human TM is frequently centered in “Human Resources” // “Human Capital Management” // Resources” // “Human Capital Management” // “People Development” //“People Development” // “Organizational Effectiveness.” “Organizational Effectiveness.”

General Facts about TMGeneral Facts about TM

TM often referred as –TM often referred as – “ “HUMAN CAPITAL HUMAN CAPITAL MANAGEMENTMANAGEMENT”.”.

TM is the process ofTM is the process of RECRUITING / RECRUITING / MANAGING / ASSESSING / DEVELOPING / & MANAGING / ASSESSING / DEVELOPING / & MAINTAININGMAINTAINING an organization’s most an organization’s most important assets--- itsimportant assets--- its PEOPLEPEOPLE..

TM is end-to-end process ofTM is end-to-end process of Planning / Planning / Developing / Managing & CompensatingDeveloping / Managing & Compensating EmployeesEmployees throughout the organization.throughout the organization.

TM is a complex collection of interlinked HR TM is a complex collection of interlinked HR Processes that delivers a simple Processes that delivers a simple fundamental benefit for an organization.fundamental benefit for an organization.

It is a well known fact that It is a well known fact that TEAMSTEAMS with the with the best people perform at Higher Level. best people perform at Higher Level. Leading organizations know that Leading organizations know that Exceptional Business Performance is driven Exceptional Business Performance is driven by superior TALENT . Hence TALENT must be by superior TALENT . Hence TALENT must be managed strategically in an organization. managed strategically in an organization.

General Facts about TMGeneral Facts about TM• Definition of TM : what an Organization does to Recruit / Definition of TM : what an Organization does to Recruit /

Retain & Develop TALENT for its Future Benefit. It is linked Retain & Develop TALENT for its Future Benefit. It is linked closely to Strategy / Organization Culture & Change closely to Strategy / Organization Culture & Change Management.Management.

Note: No two Company TM Strategies will be same, Note: No two Company TM Strategies will be same, because Priorities may range from the need to develop SP because Priorities may range from the need to develop SP to boosting Creativity to building Capacity.to boosting Creativity to building Capacity.

TM includes: TM includes:

01. Recruitment01. Recruitment

02. PM Performance Management02. PM Performance Management

03. Career Development03. Career Development

04. SP Succession Planning04. SP Succession Planning

05. Employee Engagement Processes.05. Employee Engagement Processes.

These processes make up a cycle of activities.These processes make up a cycle of activities.

TM is a consistent & joined-up approach to getting the best TM is a consistent & joined-up approach to getting the best from people. It is a frame of mind in which the company from people. It is a frame of mind in which the company invests in its People, and helps them develop their invests in its People, and helps them develop their Potential / Skills & Performances.Potential / Skills & Performances.

TM CONCEPTTM CONCEPT The Ability / Competency & Power of Employees within an The Ability / Competency & Power of Employees within an

Organization. Organization. TM Concept isn’t restricted to Recruiting but also to TM Concept isn’t restricted to Recruiting but also to

Exploration / Development / Transition as per the Exploration / Development / Transition as per the working culture of the Organization.working culture of the Organization.

TM is a Continuous Process that involves-TM is a Continuous Process that involves-

Employees while meeting the Organizations Employees while meeting the Organizations requirements simultaneously.requirements simultaneously.

TM is the science of using strategic HR Planning to TM is the science of using strategic HR Planning to improve business value and to make it possible for improve business value and to make it possible for companies and Organizations to reach their Goals.companies and Organizations to reach their Goals.

Process of TMProcess of TM TM takes the form of a ‘TM takes the form of a ‘BUNDLEBUNDLE’ of ’ of

interrelated talent management processes interrelated talent management processes

that constitute the Talent Pipelinethat constitute the Talent Pipeline..  

Business StrategyBusiness Strategy BS BS

TM starts with the BS and what it TM starts with the BS and what it signifies in terms of the talented signifies in terms of the talented people required by the people required by the organization. Ultimately, its aim is to organization. Ultimately, its aim is to develop and maintain a pool of develop and maintain a pool of Talented People. The business strategy Talented People. The business strategy informs the HR Strategy, which is informs the HR Strategy, which is concerned generally with each aspect concerned generally with each aspect of TM and particularly with talent of TM and particularly with talent relationship management. The relationship management. The elements of the TM Pipeline are as elements of the TM Pipeline are as follows.follows.

The Resourcing StrategyThe Resourcing Strategy

The business plan provides the basis for The business plan provides the basis for workforce resource planning, which defines workforce resource planning, which defines human capital requirements and leads to human capital requirements and leads to attraction and retention policies and attraction and retention policies and programmes for internal resourcing programmes for internal resourcing (identifying talented people within the (identifying talented people within the organization and developing and promoting organization and developing and promoting them).them).

Attraction & Retention Attraction & Retention PoliciesPolicies These policies and programmes describe These policies and programmes describe

the approach to ensuring that the the approach to ensuring that the organization both gets and keeps the talent organization both gets and keeps the talent it needs. Attraction policies lead to it needs. Attraction policies lead to programmes for external resourcing programmes for external resourcing (recruitment and selection of people from (recruitment and selection of people from outside the organization). Retention policies outside the organization). Retention policies are designed to ensure that people remain are designed to ensure that people remain as committed members of the  organization. as committed members of the  organization. The outcome of these policies is a talent The outcome of these policies is a talent flow that creates and maintains the talent flow that creates and maintains the talent pool. pool.

TALENT RETENTION MODELTALENT RETENTION MODEL

Talent AuditTalent Audit TATA A TA identifies those with potential and A TA identifies those with potential and

provides the basis for Career Planning & provides the basis for Career Planning & development – ensuring that talented development – ensuring that talented people have the sequence of experience people have the sequence of experience supplemented by coaching and learning supplemented by coaching and learning programmes that will fit them to carry out programmes that will fit them to carry out more demanding roles in the future. TAs more demanding roles in the future. TAs can also be used to indicate the possible can also be used to indicate the possible danger of talented people leaving (RISK danger of talented people leaving (RISK ANALYSIS) and what action may need to be ANALYSIS) and what action may need to be

taken to retain them.taken to retain them.

RoleRole

TM is concerned with the roles people TM is concerned with the roles people carry out. This involves role design – carry out. This involves role design – ensuring that roles provide the ensuring that roles provide the responsibility, challenge and autonomy responsibility, challenge and autonomy required to create Role engagement and required to create Role engagement and motivation. It also means taking steps to motivation. It also means taking steps to ensure that people have the opportunity ensure that people have the opportunity and are given encouragement to learn and are given encouragement to learn and develop in their roles. TM Policies and develop in their roles. TM Policies focus on role flexibility – giving people focus on role flexibility – giving people the chance to develop their roles by the chance to develop their roles by making better and extended use of their making better and extended use of their talents. talents.

Talent RelationshipTalent Relationship ManagementManagement

Talent relationship management is the Talent relationship management is the process of building effective process of building effective relationships with people in their relationships with people in their roles. It is concerned generally with roles. It is concerned generally with creating a great place to work, but in creating a great place to work, but in particular it is about treating particular it is about treating individual employees fairly, individual employees fairly, recognizing their value, giving them a recognizing their value, giving them a voice and providing opportunities for voice and providing opportunities for growth. The aim is to achievegrowth. The aim is to achieve ‘ ‘TALENT TALENT ENGAGEMENTENGAGEMENT’, ’, ensuring that people ensuring that people are committed to their work and the are committed to their work and the organization. It is always best to build organization. It is always best to build on an existing relationship rather than on an existing relationship rather than try to create a new one when someone try to create a new one when someone leaves.leaves.

Performance Management Performance Management PMPM PM processes provide a means of PM processes provide a means of

building relationships with people, building relationships with people, identifying Talent & Potential, identifying Talent & Potential, Planning Learning & Development Planning Learning & Development Activities, and making the most of the Activities, and making the most of the Talent Possessed by the Organization. Talent Possessed by the Organization. Line managers can be asked to carry Line managers can be asked to carry out separateout separate ‘ ‘RISK ANALYSISRISK ANALYSIS’ ’ for any for any key staff to assess the likelihood of key staff to assess the likelihood of their leaving. Properly carried out, their leaving. Properly carried out, Performance Management is a means Performance Management is a means of increasing the engagement & of increasing the engagement & motivation of people by providing motivation of people by providing positive feedback and recognition. positive feedback and recognition. This is part of aThis is part of a TOTAL REWARD SYSTEM. TOTAL REWARD SYSTEM.

THE PM CYCLETHE PM CYCLE

Learning & DevelopmentLearning & Development Learning and development policies Learning and development policies

and programmes are essential and programmes are essential components in the Process of TM – components in the Process of TM – ensuring that people acquire and ensuring that people acquire and enhance the skills and competencies enhance the skills and competencies they need. Policies should be they need. Policies should be formulated by reference toformulated by reference to ‘ ‘EMPLOYEE EMPLOYEE SUCCESS PROFILESSUCCESS PROFILES’, ’, which are which are described in terms of competencies described in terms of competencies and define the qualities that need to and define the qualities that need to be developed. Employee Success be developed. Employee Success Profiles can be incorporated into Role Profiles can be incorporated into Role Profiles.Profiles.

Career ManagementCareer Management CMCM CM consists of the processes of CM consists of the processes of

Career Planning & Management Career Planning & Management Succession. Career Planning shapes Succession. Career Planning shapes the progression of individuals within the progression of individuals within an organization in accordance with an organization in accordance with assessments of organizational Needs, assessments of organizational Needs, defined Employee Success Profiles, defined Employee Success Profiles, and the Performance, Potential & and the Performance, Potential & Preferences of individual members of Preferences of individual members of the enterprise.the enterprise. ‘ ‘Destination JobsDestination Jobs’ ’ can be can be identified for people with high identified for people with high potential, which are attainable only if potential, which are attainable only if they continue to perform, impress they continue to perform, impress and demonstrate growth potential.and demonstrate growth potential.

CAREERCAREER

THE CM CYCLETHE CM CYCLE

Succession PlanningSuccession Planning SPSP Management SP takes place to ensure that, Management SP takes place to ensure that,

as far as possible, the organization has the as far as possible, the organization has the managers it requiresto meet future managers it requiresto meet future business needs.business needs.

““Succession planning” is the process of preparing Succession planning” is the process of preparing suitable employees to replace key players.suitable employees to replace key players.

SUCCESSION PLANNING & SUCCESSION PLANNING & MANAGEMENTMANAGEMENT

The TalentThe Talent PoolPool

The Talent Pool consists of all those employees The Talent Pool consists of all those employees who have been identified as talented and who have who have been identified as talented and who have undergone or are undergoing the various processes undergone or are undergoing the various processes of performance management, learning and of performance management, learning and development, management development, career development, management development, career management, and talent relationship management management, and talent relationship management

that constitute the TM Pipelinethat constitute the TM Pipeline..

Four Steps for Creating a TM System

• Step 1 —Develop Assessment Tools & Scales. a. Develop competency definitions and measurement

scales. b. Establish a Performance Appraisal definition and measurement scale. c. Establish a “Talent Potential Forecast” definition and measurement scale. d. Apply the measurement scales to each job.• Step 2 —Develop T&D Application tools. a. Create a Coaching Guide. b. Assemble a directory of the best T&D programs

organized by competency. c. Create a directory of top Books Associated with each competency.

Four Steps for Creating a TM System• Step 3 —Evaluate each employee using

assessment tools.

• Step 4 —Prepare Action Plans & Reports. a. Create a “Bench Strength” summary. b. Create individual Talent Competency

development forms.

Barriers to Building TalentBarriers to Building Talent The four Talent-Building barriers explain why line The four Talent-Building barriers explain why line

executives exhortations and HR’s action to build Talent executives exhortations and HR’s action to build Talent aren’t translating into increased Talent Quality & Depth.aren’t translating into increased Talent Quality & Depth.

Where Organizations go wrong is Where Organizations go wrong is that they fail to balance that they fail to balance Complexity with Values as they Complexity with Values as they build Talent Processes.build Talent Processes.

(i) CREATING NEEDLESS (i) CREATING NEEDLESS COMPLEXITYCOMPLEXITY

In many Organizations, manager In many Organizations, manager have come to see TM Tools & have come to see TM Tools & Processes as largely separated Processes as largely separated form their day-to-day form their day-to-day management challenges.management challenges.

(ii) ADDING NO NEW (ii) ADDING NO NEW VALUESVALUES

Basic Behavioral Science Basic Behavioral Science provided the foundation for the provided the foundation for the Industrial & Organizational Industrial & Organizational Psychology Research of the last Psychology Research of the last few decades that informs every few decades that informs every modern Talent Practice from 360 modern Talent Practice from 360 degree Feedback to conducting degree Feedback to conducting PERFORMANCE APPRAISALPERFORMANCE APPRAISAL..

(iii) NEGLECTING THE BASIC BEHAVIORAL SCIENCES(iii) NEGLECTING THE BASIC BEHAVIORAL SCIENCES

In many Organizations fear of In many Organizations fear of the Consequences or a genuine the Consequences or a genuine belief that employees don’t need belief that employees don’t need this level of clarity means Talent this level of clarity means Talent Practices are OPAQUE.Practices are OPAQUE.

(iv) LACKING TRANSPARENCY & (iv) LACKING TRANSPARENCY & ACCOUNTABILITYACCOUNTABILITY

Talent Acquisition is the process of Talent Acquisition is the process of finding and acquiring skilled Human finding and acquiring skilled Human Labor for Organizational needs and to Labor for Organizational needs and to meet any Labor Requirement. When meet any Labor Requirement. When used in the context of the Recruiting used in the context of the Recruiting and HR Profession, Talent Acquisition and HR Profession, Talent Acquisition usually refers to the Talent Acquisition usually refers to the Talent Acquisition Department or Team within the HRD.Department or Team within the HRD.

The Talent Acquisition Team within a The Talent Acquisition Team within a company is responsible for Finding / company is responsible for Finding / Acquiring / Assessing & Hiring Acquiring / Assessing & Hiring Candidates to fill Roles that are Candidates to fill Roles that are required to meet Organizational Goals required to meet Organizational Goals and fill Project Requirements.and fill Project Requirements.

TALENT ACQUISITIONTALENT ACQUISITION

The Process of Identifying The Process of Identifying Promising Young Talent & Promising Young Talent & Accelerating its progress by Accelerating its progress by putting a constant eye on them.putting a constant eye on them.

Talent Identification usually Talent Identification usually achieved by Assessing a number achieved by Assessing a number of variables via a battery of of variables via a battery of tests.tests.

TALENTTALENT IDENTIFICATION IDENTIFICATION

Simply put, LEADERS are RESPOSIBLE for Developing the Simply put, LEADERS are RESPOSIBLE for Developing the Talent in their organizations. Yet, while many acknowledge Talent in their organizations. Yet, while many acknowledge its importance, few deliver the coaching and training at its importance, few deliver the coaching and training at scale to develop their people.scale to develop their people. Some suggestions for senior Some suggestions for senior

leaders who want to create a culture of talent developmentleaders who want to create a culture of talent development

TALENT DEVELOPMENTTALENT DEVELOPMENT

Talent Deployment simply means-Talent Deployment simply means- Is everyone in the right seat ?Is everyone in the right seat ?

Eliminate the guesswork from hiring the talent you need and Eliminate the guesswork from hiring the talent you need and matching individuals to the right roles, teams and work matching individuals to the right roles, teams and work environments. The  SHADOWMATCH BEHAVIORAL environments. The  SHADOWMATCH BEHAVIORAL BENCHMARKING  System delivers precision insights based on BENCHMARKING  System delivers precision insights based on statistically valid benchmarks and behavioral assessments to statistically valid benchmarks and behavioral assessments to accurately determine if and where an individual best fits accurately determine if and where an individual best fits within your organization. The System helps with all aspects of  within your organization. The System helps with all aspects of 

Recruiting  & TALENT DEPLOYMENT   including:Recruiting  & TALENT DEPLOYMENT   including:

TALENT DEPLOYMENTTALENT DEPLOYMENT

The areas that an organization needs to improve The areas that an organization needs to improve in terms of TM initiatives?in terms of TM initiatives?

• Aligning employees with the mission and vision of Aligning employees with the mission and vision of your organization. your organization.

• Assessing candidates skills earlier in the hiring Assessing candidates skills earlier in the hiring process. process.

• Creating a culture that makes employees want to stay Creating a culture that makes employees want to stay with the organization. with the organization.

• Creating a culture that makes individuals want to join Creating a culture that makes individuals want to join the organization. the organization.

• Creating a culture that values employees work. Creating a culture that values employees work. • Creating an environment where employees are Creating an environment where employees are

excited to come twork each day. excited to come twork each day. • Creating an environment where employees ideas are Creating an environment where employees ideas are

listened to and valued.listened to and valued.• Creating policies that encourage career growth and Creating policies that encourage career growth and

development opportunities.development opportunities.• Identifying gaps in current employees and candidate Identifying gaps in current employees and candidate

competency levels.competency levels.• What are the areas your organization needs to What are the areas your organization needs to

improve in terms of talent management initiatives? improve in terms of talent management initiatives?

RECOMMENDATIONSRECOMMENDATIONS for Establishing a Sound for Establishing a Sound TM SystemTM System

1.0 Organizations must have meaningful descriptions of the1.0 Organizations must have meaningful descriptions of the    capabilities /skills /behaviors / abilities & knowledge) capabilities /skills /behaviors / abilities & knowledge) required throughout the organization.required throughout the organization.2.0 Organizations must be able to relate those skills and capabilities 2.0 Organizations must be able to relate those skills and capabilities to a Role or a center of demand, such as a job position, project or to a Role or a center of demand, such as a job position, project or

Leadership Role.Leadership Role.3.0 TM Processes must create a comprehensive profile of their talent. 3.0 TM Processes must create a comprehensive profile of their talent.  They must be able to track meaningful talent related information They must be able to track meaningful talent related information  about all of their people -employees, contractors, or candidates.about all of their people -employees, contractors, or candidates.  4.0 The working culture of the organization should be improved and 4.0 The working culture of the organization should be improved and maintained to retain talent in long run.maintained to retain talent in long run.5.0 More Certified Training should be given to the employee to 5.0 More Certified Training should be given to the employee to boost their Effectiveness & Efficiency. It should be used as boost their Effectiveness & Efficiency. It should be used as

a tool of Motivation.a tool of Motivation.

RECOMMENDATIONSRECOMMENDATIONS for Establishing a Sound for Establishing a Sound TM SystemTM System

6.0 The organization should identify the crucial talent initiative 6.0 The organization should identify the crucial talent initiative to to

attract and retain the employee. They should know which attract and retain the employee. They should know which TM TM

elements can have the greatest impact on the business and elements can have the greatest impact on the business and therefore provide a better basis for prioritization and therefore provide a better basis for prioritization and implementation.implementation.

7.0 To create a sophisticated TM Environment, Organizations 7.0 To create a sophisticated TM Environment, Organizations must:must:

• •Define a clear vision for TMDefine a clear vision for TM • •Develop a roadmap Develop a roadmap

for technology and process integrationfor technology and process integration • •Integrate and optimize processesIntegrate and optimize processes • •Apply robust technology to enable processesApply robust technology to enable processes • •Prepare the workforce for changes associated Prepare the workforce for changes associated

with the new with the new environmentenvironment

CONCLUSIONCONCLUSION

As Organizations continue to pursue High Performance & Improved As Organizations continue to pursue High Performance & Improved results results through TM practices, they are taking a Holistic Approach to TM— through TM practices, they are taking a Holistic Approach to TM—

(i) from attracting and selecting wisely,(i) from attracting and selecting wisely,    (ii) to retaining & developing leaders,(ii) to retaining & developing leaders, (iii) to placing employees in positions of greatest impact. (iii) to placing employees in positions of greatest impact.

The mandate is clear: for organizations to succeed in today’s rapidly The mandate is clear: for organizations to succeed in today’s rapidly changing and increasingly competitive marketplace, intense focus changing and increasingly competitive marketplace, intense focus must be applied to aligning Human Capital with Corporate Strategy & must be applied to aligning Human Capital with Corporate Strategy & objectives. It starts with Recruiting & Retaining Talented objectives. It starts with Recruiting & Retaining Talented People and Continues by People and Continues by 

sustaining the sustaining the knowledge and competencies across the entire workforce. knowledge and competencies across the entire workforce. 

With rapidly With rapidly changing skill sets and job requirements, this becomes anchanging skill sets and job requirements, this becomes an

    increasingly difficult challenge for organizations. increasingly difficult challenge for organizations. 

Meeting this organizational supply & demand requires the Meeting this organizational supply & demand requires the right “right “Talent DNATalent DNA” and supporting technology solutions. ” and supporting technology solutions. By implementing an effective By implementing an effective 

TM strategy, including integrated data, processes, and analytics, TM strategy, including integrated data, processes, and analytics, organizations can help ensure that the right people are in the right organizations can help ensure that the right people are in the right 

place at the right time, as well as organizational readiness for the place at the right time, as well as organizational readiness for the futurefuture