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Talent Management Presentation V01

Talent Management Presentation V01

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Published by: Pooja Varma on Apr 28, 2011
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Ta l e n t m a n a g e m e n t

a c r it ic a l r e v ie w
Ro b e rt E. Le wis , Ro b e rt J. He c km a n Hu m a n Re s o u rc e Ma n a g e m e n t Re vie w 1 6 (2 0 0 6 )

Presented by: NAMDAR Kimiya, OKUPE Yewande and OROZCO Tatiana


vAbstract vDefinitions of Talent Management vThe 3 TM perspectives vAbout the Research vMaking TM Strategy vTwo streams of research vTalent Management Analytics vFuture direction for research vSummary

Gro win g n u m b e r o f c o n s u lt in g firm s . Ta le n t m a n a g e m e n t is a p o p u la r a n d g ro w in g fie ld (8 m illio n h it s o n in t e rn e t ). . a rt ic le s a n d b o o ks d e d ic a t e d t o TM.ABSTRACT  Research question: What is talent management and what basis does it have in scientific human resources and management? HR p ra c t it io n e rs a re p rim a rily in t h e b u s in e s s o f t a le n t m a n a g e m e n t (TM).

s c o p e a n d o ve ra ll g o a ls o f t a le n t m a n a g e m e n t . fo c u s in g o n s t ra t e g ic m a n a g e m e n t o f t a le n t . Th e a u t h o rs s u p p o rt a s ys t e m o rie n t e d d e fin it io n o f TM. La c k o f c la rit y re g a rd in g t h e d e fin it io n . Pro p o s e fu t u re a ve n u e s o f re s e a rc h : 3 lin e s .Re vie w o f t h e p ro b le m s w it h t h e d e f in it io n o f TM a n d la c k o f d a t a s u p p o rt in g t h is p ra c t ic e . .

“t a le n t s t ra t e g y”.Definitions of Talent Management “Ta le n t m a n a g e m e n t ”. “s u c c e s s io n p la n n in g ” a n d “h u m a n re s o u rc e m a n a g e m e n t ” a re u s e d in t e rc h a n g e a b ly. Th e y fo c u s o n m a n a g in g e m p lo y e e s b u t re fe r t o d iffe re n t t h in g s : v“… ensure the right person is in the right job and in v v“… a deliberate and systematic effort by an v v“… managing the supply. and flow of talent . demand.

and career succession management • Doing HR functions faster (via Internet or outsourcing) 2. development.Talent generically • Divided into 2 general views: • talents (performance levels: “war of talent” and “topgrading”) .The 3 TM perspectives 1.Talent pools • Close to what is typically known as succession planning and HR planning. supply& demand).Collection oftypical human resource department functions: • Recruitment. • Understanding of the internal workforce: use of enterprise software systems. rules and parameters (cost. 3. selection. • Approach known as “manpower” or “workforce planning”: involves modeling organizational staffing/career flows by hierarchy. • Can also include typical HR practices like recruiting and selection.

bottom) Misapplication of talent review vNo clear meaning /Unsatisfying vTalent Management has not being linked to peer-reviewed. vBroad definitions that do not contribute to the understanding of managing talent in .Perspectives Criticism Collection oftypical human Superfluous: replacing the resource department traditional term “Human Talent pools Repeats much of the work functions Resources” with “Talentare done in succession and Talent generically Performance categories Management”(top. workforce planning non-strategic competent. research-based findings.

HR vThis studies do not address whether HR practices lead to vMost significantly. studies of HR practices have not explicitly .About the Research vHas examined the link between HR investments and practices vFindings have been replicated within industry or across vDerived in models that attempt to integrate strategy.

1 9 8 8 ).Making TM Strategic vTM as architecture: explicit ties need to be made between strategy D if f ic u lt y t o re p la c e Difficult to replace Easy to replace Low value added Low value added Difficult to replace Easy to replace High value added High value added Va lu e a d d e d Ta le n t c la s s ifie d b y d iffic u lt y-t o -re p la c e a n d va lu e (a d a p t e d fro m Zu b o ff. .

Boudreau and Ramstad  .Two streams of research 1. and human resources to develop a decision science. physical. and organizational assets. economics.Barney    Resource-based view Sustained competitive advantage accrues to firms that develop resources that are valuable. and hard to imitate. Talentship: integrated principles of strategy. 2. rare. Resources: financial. human.

.ANCHOR POINTS LINKING ELEMENTS Su s t a in a b le St ra t e g ic Ad va n t a g e Im p a c t Re s o u rc e s & Pro ce s s e s Ta le n t Po o ls & St ru ct u re s Alig n e d Ac t io n s Effe c t ive n e s s Hu m a n Ca p a c it y Effic ie n c y Po licie s & Pra c t ic e s In ve s t m e n t s HC BRid g e De c is io n Fra m e wo rk fro m Bo u d re a u a n d Ra m s t a d (2 0 0 5 ).

Tale nt M a nag e m e nt Analy tic s vD e f in it io n s o f w o rk f o rc e a n a ly t ic s : .

Workforce Analytics vBy doing a proper workforce analytics and planning  §Who to recruit §Who to develop §Who to redeploy §Where to redeploy §If there is any need for new hire §Promotion .

finance and operations data v The data will be minded to gain insights with respect to talent  There should a conceptual model v to guide which questions should be researched v Which data should be linked  .Can help make the best talent-management decisions and align those with your corporate objectives (Schweyer). How the software works?  v Capture human resources.

turnover rate) The challenge is to balance precision with usefulness Process considerations Change management process typically More exacting measures may not increase the overlooked in discussions of analytics quality of talent decisions  . These questions concern the decisions that might be made with respect to the talent pool  draws on statistics and research design and goes beyond to include skill in identifying and articulating key issues gathering and using appropriate data.The L AMP Framework Bo u d re a u & Ra m s t a d ( 2 0 0 4 ) c o n d it io n s u n d e r w h ic h ‘An a ly t ic s ” c a n y ie ld v a lid o rg a n iz a t io n a l c o n c lu s io n s Logic structure (conceptual structure) Analytics Link the talent pool to an organization’s competitive advantage in order to generate meaningful questions regarding talents. Analytics requires savvy in drawing from sources of data to address questions guided by the logic structure  Measures Typical HR measurement(headcounts.

Future directions for research 1.Core elements of the TM decision architecture need to be fully identified and tested. 3. 2.Analytical techniques that permit a system-level of analysis must be investigated and more fully incorporated into talent management work.Measures consistent with talent architectures and system analyses must be developed and held to professionally recognized standards of reliability and validity.  .

T M d e c i s i o n a rc h i t e c t u re vMost of the researches are about the strength of the vThe decisions that led to that initial state are left vThere are well developed practices that can have .

Talent Management Component Strategy sustainable Competitive Advantage Strategy Implications for Talent TM decisionmarket opportunities exist? architecture What Which organizational resources yield advantage? Where will improvement in talent quality drive strategic gains? Where will improvements in talent fungibilitydrive strategic gains How do we position various talent pools? What combination of performers do we need? What compensation policy should we adopt? Which pools should be linked in career ladders? Should we “informate” certain jobs? How do we implement talent pool strategies across the company? Competency architectures Enterprise-wide data systems Which practices efficiently meet our talent goals and can be captured by our systems? Selection Recruitment Performance management Compensation administration Relevant Questions Moving down levels Talent Pool Strategy Talent Management Systems Talent Practices .

2 .The spe c ial c ase fo r ta le nt p oo l st ra t e g y re sea rch üTh e St ra t e g ic HRM re s e a rc h e s h a ve n o t p u rs u e d re s e a rc h e xa m in in g t h e im p a c t o f m a n a g in g a c ro s s m u lt ip le le ve ls o f t a le n t w it h in a n o rg a n iza t io n . üIn d ivid u a l fa c t o rs a re u s u a lly ig n o re d üRe s e a rc h is n e e d e d t o p u rs u e d e ve lo p m e n t o f m o d e ls a n d a n a lyt ic a l a p p ro a c h e s t h a t p e rm it a s ys t e m a n a lys is o f t a le n t d e c is io n t h ro u g h o u t t h e o rg a n iza t io n ü ..

science-based vPoor measurement appears not to be a vNo literature was found that examines processes for v .D e ve lo ping re lia ble a nd va lid T M m e asure s vFulfilling the promise of a rigorous.

Summary vTM is a popular topic that lacks coherence and vTM as it is used is a term without value vTM in a strategic decision framework that can .

Heckman. (2006) Talent management: A critical review. 16. Human Resource Management Review.. R. 139154.  v .Reference Lewis. R.

  Thank you .

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