MASTER OF BUSINESS MBA SEMESTER CHANGE MANAGEMENT- MU0017

Q1. what is the importance of talent management. Ans;- Like human capital, talent management is gaining increased attention. Talent management (TM) brings together a number of important human resources (HR) and management initiatives. Organisations that formally decide to "manage their talent" undertake a strategic analysis of their current HR processes. This is to ensure that a co-ordinated, performance oriented approach is adopted. Quite often, organisations adopting a TM approach will focus on co-ordinating and integrating: Recruitment - ensuring the right people are attracted to the organisation. Retention - developing and implementing practices that reward and support employees. Employee development - ensuring continuous informal and formal learning and development. Leadership and "high potential employee" development - specific development programs for existing and future leaders. Performance management - specific processes that nurture and support performance, including feedback/measurement. Workforce planning - planning for business and general changes, including the older workforce and current/future skills shortages. Culture - development of a positive, progressive and high performance "way of operating". Q2. Explain the five stage approach for building a company model. Ans;Building a Leadership Competency Model This should not be though of as the final word in creating a leadership appraisal program, but rather as a guide or brainstorming tool. Each organization has its own process and culture. Canned tools and processes often fail as they do not provide ownership to the participants and fail to account for the different cultures, climates, and nuances found in every organization. For effective change to take place you must involve the individuals in the development and implementation of a new process. This guide uses a five stage approach for building a competency model: o Stage One Assemble Focus Team and create a list of processes o Stage Two Build behavioral indicators for each process o Stage Three Categorize the data o Stage Four Order each category

Stage Five Validate your competency model Stage One Assemble Focus Team and create a list of processes The first stage in building a Leadership Competency Model is to assemble a Focus Team composed of a cross-functional mix of first-line leaders, middle leaders, and senior leaders. Larger organizations might want to build different models for the upper and lower echelons of leadership. These individuals should be Expert Practitioners. That is, they should be the best-inclass in their fields. Using interviews, surveys, observations (including information on how individuals act, think, and feel while doing their jobs) and other activities, create a list of the major processes and the requirements needed by leaders to carry them out in an exemplary fashion. Ensure that any observations or interviews are performed on Expert Practitioners. Competencies are based on what an expert does to get his or her job done, NOT what you or someone else might think needs to get done. To get them started, you might have them think about some good leaders that they have also served with. You can also reverse this by having them list some important competencies missing from bad leaders (bosses) they served with. After they have gone through a complete brainstorming session, you can then show them this list or another of your choosing for comparison. Remind them to cover the entire spectrum of job-relevant abilities, including reasoning and social skills. Stage Two Build behavioral indicators for each process In Stage Two, the members of the team identify the major behavioral indicators for each competency that must be performed to produce the desired outputs. Going through each competency, list the major behavioral indicators (Skills, Knowledge, Attitudes) needed for superior performance (normally two to four). These behavioral indicators need to be: o Future-focused rather than need or problem-focused as they are creating a powerful tool to guide the organization. o Part of a strategic planning or organizational change process model. The best results are often achieved when built in tandem with other processes. Stage Three Categorize the data In Stage Three, you categorize the data. The Pyramid of Leadership shows an example of a leadership competency list divided into three categories, Core, Leadership, and Professional; with the behavioral indicators listed for each process. The core competencies is required of all individuals within the organization, the leadership competencies are specialty items for managers and supervisors, while the professional competencies are specific for each position. Be careful when building professional competencies for leaders. Unlike fish, who die when they are out of the water, leaders who are out of their territory often bring new insights and freshness to the organizations they are leading. Insure that the chosen behavioral indicators are really the required skills, knowledge, or attitudes.
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For example, the late Seattle School Superintendent, John Stanford, was one of the best things that every happened to the district; yet he was a former Army General and City Manager without experience or education in educational institutions. It would have been a great loss for the district if the professional competency list for his job had been so stringent, that he never got the job. Although some organizations may list their competencies in three stages as shown in Chart Two, others might find it to their advantage to categorize their competency listings in a different manner. For example, other methods might be where the competency is demonstrated: o with individuals (clients, subordinates, peers) o within organization o within community Or aligned with the organization's goals: o Build Committed Teams o Make Delighted Customers o Maintain Public Favorability o Grow A Competitive Operating Advantage o Create Superior Financial Performance o Provide Superior Stockholder Return o Beat the Competition The method you use to organize the competencies should be one that breaks it into smaller, more manageable chunks of information that can easily be identified and used throughout the organization. Again, what makes sense in one organization, might fail in another organization. Q3. what are the key elements of talent management system. Ans;- Introduction Talent management is a professional term that gained popularity in the late 1990s.It refers to the process of developing and fostering new workers through on boarding,developing and keeping current workers and attracting highly skilled workers at other companies to come work for your company. Talent management in this context does notr e f e r t o t h e m a n a g e m e n t o f e n t e r t a i n e r s . C o m p a n i e s t h a t a r e e n g a g e d i n t a l e n t management (human capital management) are strategic and deliberate in how theys o u r c e , a t t r a c t , s e l e c t , t r a i n , d e v e l o p , p r o m o t e , a n d m o v e e m p l o y e e s t h r o u g h t h e organization What is talent management? The term talent management means different things to different people. To someit is about the management of high-worth individuals or "the talented" whilst to others itis about how talent is managed generally - i.e. on the assumption that all people have t a l e n t w h i c h should be identified and liberated. This term is usually associated w i t h competency-basedhumanresourcemanagement practices. Talent management decisions are often driven by a set of organizational core competencies as well as position-

specificc o m p e t e n c i e s . T h e c o m p e t e n c y s e t m a y i n c l u d e k n o w l e d g e , s k i l l s , e xperience, and personal traits. Talent management is the recruitment, dev e l o p m e n t , p r o m o t i o n a n d retention of people, planned and executed in line with our organisations current andfuture business goals. Because it is aimed at building leadership strength in depth, itc r e a t e s f l e x i b i l i t y t o m e e t r a p i d l y c h a n g i n g m a r k e t c o n d i t i o n s . A s t r u c t u r e d t a l e n t management process will systematically close the gap between the human capital an organization currently has and the leadership talent it will eventually need to respond totomorrows business challenges. Talent Management as a Strategic Approach We view talent management as a strategic approach to managing human capitalthroughout the career cycle: attracting, retaining, developing and transitioning your mostimportant assets. Attracting Talent: Creating Assessment and Selection Strategies and Processes Attracting qualified talent is the critical first step in the talent management cycle.The improving economy, Baby Boomer retirement and other factors are creating keener competition for talent these days, making this critical step tougher than ever. So how doyou get a leg up on the competition? Matching the Right Candidate to the Boss Matching the right person to the right job is an acknowledged need in organizations. Buto n e o f t h e t o u g h e s t c h a l l e n g e s i n s e l e c t i o n o f t e n o v e r l o o k e d i s m a t c h i n g t h e r i g h t candidate to his immediate boss. What makes that goal particularly tough is when the boss does not have a clue what kind of candidate would work well with him. Workingwith various tools, we can design and customize assessment exercises and materials. Wealso identify critical competencies your people will need, develop success predictors andconsult with you on general recruiting strategies. Retaining Talent: Reducing Turnover and Aligning Talent with Organization Goals With 75% of employees looking for new employment opportunities at any giventime and five million Baby Boomers expected to retire in the next few years, the war for talent is back on. Companies that develop successful retention strategies can win thatwar. Most companies today would acknowledge that their human assets are their most important asset. But since companies cant own employees the way they own factories or product, your success or failure hinges on the quality and duration of the relationships you form with your people: retaining talent. Developing Talent: Challenging Your People with Executive Coaching and Leadership Develo p m e n t Programs.

Employees cite career development as one of two top job satisfiers, along withcompensation. Your employees want to be challenged and developed. If theyre not, theywill become less productive or perhaps even leave. Career Partners International provides a full range of services for developing talent, ranging from career development, executive coaching and leadership developmentto new job integration, team building and succession planning. And our measurement techniques will demonstrate to top management how investing in your talent pays of. Q.4 Write a Note on Scope of Talent Management? Introduction Talent management is a professional term that gained popularity in the late 1990s. It refers to the process of developing and fostering new workers through on boarding, developing and keeping current workers and attracting highly skilled workers at other companies to come work for your company. Talent management in this context does not refer to the management of entertainers. Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organization What is talent management? The term talent management means different things to different people. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. This term is usually associated with competencybased human resource managementpractices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits. Talent management is the recruitment, development, promotion and retention of people, planned and executed in line with our organisations current and future business goals. Becaus e it is aimed at building leadership strength in depth, it creates flexibility to meet rapidly changing market conditions. A structured talent management process will systematically close the gap between the human capital an organization currently has and the leadership talent it will eventually need to respond to tomorrows business challenges. Talent Management as a Strategic Approach We view talent management as a strategic approach to managing human capital throughout the career cycle: attracting, retaining, developing and transitioning your most important assets. Attracting Talent: Creating Assessment and Selection Strategies and Processes Attracting qualified talent is the critical first step in the talent management cycle. The improving economy, Baby Boomer retirement and other factors are creating keener competition for talent these days, making this critical step tougher than ever. So how do you get a leg up on the competition?

Matching the Right Candidate to the Boss Matching the right person to the right job is an acknowledged need in organizations. But one of the toughest challenges in selection often overlooked is matching the right candidate to his immediate boss. What makes that goal particularly tough is when the boss does not have a clue what kind of candidate would work well with him. Working with various tools, we can design and customize assessment exercises and materials. We also identify critical competencies your people will need, develop success predictors and consult with you on general recruiting strategies. Retaining Talent: Reducing Turnover and Aligning Talent with Organization Goals With 75% of employees looking for new employment opportunities at any given time and five million Baby Boomers expected to retire in the next few years, the war for talent is back on. Companies that develop successful retention strategies can win that war. Most companies today would acknowledge that their human assets are their most important asset. But since companies cant own employees the way they own factories or product, your success or failure hinges on the quality and duration of the relationships you form with your people: retaining talent. Developing Talent: Challenging Your People with Executive Coaching and Leadership Development Programs. Employees cite career development as one of two top job satisfiers, along with compensation. Your employees want to be challenged and developed. If theyre not, they will become less productive or perhaps even leave. Career Partners International provides a full range of services for developing talent, ranging from career development, executive coaching and leadership development to new job integration, team building and succession planning. And our measurement techniques will demonstrate to top management how investing in your talent pays off. Q 5 Explain the methods adopted to control recruitment and hiring Process? Ans. Methods to control recruitment and hiring process Most to the organizations irrespective of fact whether they are small, medium or big scale companies have their own methods of hiring the candidates for the required positions. Sometimes, this process is dealt within the company itself or it is handled by some subcontractors or recruiting agencies. Get the candidates resume/CV from different job portals. Classify the candidates based n different criteria like experience, technology so on. Send automated mails to sorted candidates for the interview. Schedule/reschedule the interviews. Manage many rounds of interviews for the candidate. Manage interviewers for different rounds of interview. Manage background check result for the candidates.

Support different reports like hold candidates, selected candidates, candidate feedback report so on.

Q.6 Explain the five steps in strategic talent planning? Ans Recruiting rarely is based on any sort of strategic plan. For most organizations, recruiting is a tactical operation a series of things that take place that result in qualified people getting hired. It is mostly reactive, and few recruiters have the time or charter to look forward more than a few weeks. To ensure that your organization has a chance at hiring the best people and to successfully operate in a global, competitive environment, organizations you will need a strategic plan coupled to appropriate resources and tactics. Heres a quick overview of the five essential first steps needed to put this plan together and to begin making it operational: The five key steps in strategic talent planning Step 1: Talent Plan Workforce or talent planning is the first and hardest step. It means deeply understanding the organizations business goals and the competitive environment the organization functions in. It is a combination of understanding and predicating demand, while at the same time being educated and aware of the talent supply situation from all the sources that are available. This step needs to be far more than simply listing the jobs projected in the annual budgeting process and factoring in turnover. It is an evolving process, as opposed to an annual event, and is the most dynamic and critical stage of any strategic process. Step 2: Image and Brand It is not true that if you build a great strategy or a great organization, people will necessarily flock to your doors. Getting people aware of your organization is a tough job. It requires having a consistent communication process as well as a plan to raise general awareness through advertisements, promotions, or by getting listed as a best place to work. You have to be able to answer questions like, What makes your company different or unique? or Why would I want to come work for you? Not only should you have answers to these questions, but you should also make sure your advertising, web presence (which is essential), and overall corporate advertising support this image. This has to be an organization-wide effort. It takes time and an accumulation of messages to be effective. One or two advertisements or a handful of posters wont do it. Step 3: Sourcing Methods Develop a multi-faceted sourcing strategy. Embrace active candidates who are responding to your brand and image-building messages, but maintain the capacity and skills to tap passive candidates. Decide based on past experience what works best for you in locating candidates, and then build those sourcing channels to the max. Make sure you are using referrals from current employees, your network of professionals, webbased search, your own web site and also develop methods to keep in touch with potential candidates that you have no current position for but might have at some later time. Step 4: Screening and Assessing Candidates Are you going to invest heavily in educating managers in behavioral interviewing? Are the recruiters going to be the main screeners, or will you use testing and other tools? What role will the Internet play, if any? Are you going to look into using

web-based tests? How much will you rely on candidates screening themselves out or in? What role does the hiring managers play in screening and assessing, and what are the differences between what you do and they do? This is an area where there can be great improvement with reasonable effort, but where things are still done mostly the way they have always been done. A focus on automating screening to some degree reduces the volume of candidates and actually raises candidate satisfaction. Step 5: Market and Communicate!Candidates want to be in the know about their status and prospects. They seek out feedback and information. Your organizations website is an invaluable tool, but you will also need to develop systems to communicate with candidates personally and to send out newsletters and emails. Probably all the people you need at one time or another sent a resume or expressed interest. They were most likely told that there were no current openings. Wouldnt it be wonderful if you could actually stay in touch with those people and let them know when there is an open position? Thats what CRM (candidate relationship management) systems can do. Unfortunately, they are not yet generally available or optimized for recruiting. But ask your ATS vendor what they doing about this and urge them to provide you the tools you need to effectively keep qualified candidates interested in you. Make sure that whatever systems you choose fit your strategy and make economic sense A few other things to keep in mind: Make sure all managers and recruiters have a simple system for deciding on a candidate. As you know, speed is the real differentiator today, and the recruiter/manager who moves the most quickly will usually get the candidate. Eliminate unnecessary approvals, and make sure your selection criteria are clear to avoid slowing down the process. If you are a decentralized firm, work out a system for who owns what. If you all agree together then the areas of dispute will be limited. The rule I use is that the central or corporate function should set standards and establish corporate-wide systems. Local offices should participate in that process and have great autonomy on the day-to-day stuff. They can supplement broad image and branding activities with local advertising within the bounds of an agreement you all make with one another. These initial steps and processes are what enable the back-end activities of scheduling, interviewing, making offers, and on-boarding.