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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 involves attracting, retaining, developing and transitioning your most important assets. People are the last weapon of competitive advantage in the global market today. No matter your industry, company, or nationality, there is a battle-ready competitor somewhere who is busy thinking how to beat you. Products can be quickly duplicated and services cheaply emulated – but innovation, execution, and knowledge cannot. The collective talent of an organization is its prime source of its ability to effectively compete and win. This paper explains Talent management as a strategy to attract, retain and develop employees for the organization. It also describes the role of Employer Branding and Employee Engagement in Talent Management. The emphasis is given to the concept of talent management System. The paper clearly mentions Talent management as a competitive advantage. It also mentions the role of Talent in Strategies. Above all, it showcases, Talent as a crucial source for competitive advantage. 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. Talent management involves attracting, retaining, developing and transitioning your most important assets. Human Resource in an organization is always considered as People Assets. Organisational Excellence to a greater extent depends on how we
utilize the people assets for the benefit of the organization in its endeavor to achieve the organizational goals and objectives. People are the last weapon of competitive advantage in the global market today. No matter your industry, company, or nationality, there is a battle-ready competitor somewhere who is busy thinking how to beat you. Products can be quickly duplicated and services cheaply emulated – but innovation, execution, and knowledge cannot. The collective talent of an organization is its prime source of its ability to effectively compete and win. In the new economy, competition is global, capital is abundant, products are developed quickly and cheaply, and people are willing to change jobs often. In this kind of environment smart, committed, experienced people who are technologically literate, globally astute, and operationally agile are the new competitive advantage. And even as the demand for this talent goes up, the supply of it will be going down. As a result, an unprecedented shift is occurring. Organizations are increasingly recognizing the need to radically change the role of their Human Resource function. Today, there is a progressive movement to transform the HR functions and establish a Human Capital Management (HCM) environment that truly leverages the workforce as a competitive weapon. Organizations leading the way in HR transformation are focusing less on administrative aspects and more on strategic issues. Talent management tops the list as a strategy for radically improving workforce productivity . Talent Management is also defined as attracting, developing and engaging employees for the organization. So, talent management is also related with employee engagement.
TALENT MANAGEMENT PROCESS
All of the familiar competitive advantages such as market share.TALENT IS THE EDGE IN STRATEGIES If businesses managed their money as carelessly as they manage their people. These are the companies that wake up some morning suddenly realizing they need a new CEO but do not know where to start looking. Those that win will be led by people who can adapt their organizations to change. they waste both human and financial capital when those people do not perform. Talent is the indicator of whether a business is headed up or down. That is by repeatedly putting people into the wrong jobs. training. their talent management remains hit-or-miss: governed by superficial criteria and outdated concepts. Talent will be the big differentiator between companies that succeed and those that do not. scale of a business. The great majority of companies that control their finances masterfully do not have any comparable processes for developing their leaders or even pinpointing which ones to develop. make the right strategic bets. brand. take calculated risks. most would be bankrupt. and assessing leaders. technological know-how and patents are constantly at risk. In the fast changing global marketplace. It is clear that people produce and the numbers make the decisions and take the actions that produce the numbers. cost structure. the half-life of core competencies grows ever shorter. . No matter how much effort they put into recruiting. dependent as much on luck as on skill. conceive and execute new value creating opportunities and build and rebuild competitive advantage.
management Gurus predicted that. Companies such as GE. . At the same time.Having great managerial talent has always been important. but now it is critical. shape it and build it through a combination of disciplined routines and processes. P&G. This phrase has reverberated throughout the business world ever since. we are in an era of Talent War where companies compete for the best talent and they even strive to develop them to the maximum extent possible with an eye on retaining the Talent for the company`s competitive advantage. the caliber of a company‟s talent increasingly determines success in the marketplace. honed through years of continuous improvement in recognizing and developing talent. The war for talent will persist for at least the next two decades. self-renewing stream of leaders. Hindustan Unilever and some others analyse talent. in the coming decade the competition will be for the Talent.Only one competency lasts. which was termed as Talent War. In today‟s competitive knowledge-based world. but it is doable and gets easier once you know how. WINNING THE CREATIVE WAR In the last decade. McKinsey & Company coined the term “the war for talent” .It is a phenomenon that many people had been experiencing. understand it. but that had not really been captured before. The war for talent is a business reality. The forces that are causing it are deep and powerful. Money is just a commodity. attracting and retaining great talent is becoming more difficult. Developing people`s talent is the whole of the company at the end of the day. as demand for highly skilled people outstrips supply. It is the ability to create a steady. TALENT IS NOW A CRITICAL DRIVER OF CORPORATE PERFORMANCE AND COMPETITIVE ADVANTAGE. Managing people with precision is without question harder than managing numbers. Our products all are time-perishable. Most aren‟t yet out of the starting blocks. THE WAR FOR TALENT In 1997. and something even rarer and harder to observe from outside: a collection of expertise. Talent supplies the edge. Yes. A few companies are realizing this and are revolutionizing their approach totalent management. The only thing that stays is the institutional learning and the development of the skills and the capabilities that we have in our people.
But what employers are failing to understand is that if they don‟t address the issues now. and companies will need a different set of human resources practices”. During the next decade. will obtain a college degree. it will be too late”. fueling competition for talent: Recruitment alone is no longer sufficient. The workforce is going to shift rapidly during the next five years.growing and retaining top management talent is a strategic issue. but more than 90 percent of new jobs created during this period will require such a degree. capital & geopraphy are the competitive advantage Better talent makes some difference Jobs are scare E mployees are loyal and jobs are secure The New Reality Companies need people Talented people are advantage the competitive Better talent makes a huge difference Talented people are scare People are mobile and their commitment is short term People demand much more People accept the standard package WHAT COMPANIES SHOULD DO . Workforce Management Masters Series presentation. “This year marks the tipping point between labor supply and demand”. Most management talent comes from the 25 to 40 year old age group but this age group is growing at a much slower rate than the total workforce.S. only 30 percent of 20-year-olds in the U. There is no alternative way to develop and grow talent within the organisation. “Companies have been hearing about the pending talent shortage for years. THE NEW BUSINESS REALITY The Old Reality People need companies Machines. develop and retain talent determines the strategic capability of organisations.is a make or break factor in the achievement of strategic goals and the incremental value of the best managers versus the ordinary ones is enormous. The number of computer science majors is 39 percent lower than it was in 2000 (Tamara Erickson: New Models of Work: Avoiding the Coming Crisis for the Changing Workforce. June. Many organisations are now realising that attracting. 2006.The ability to attract. Management talent .the talent of the leadership within organisations . Erickson said.
and keeps them there – Just as a company carefully shapes its value proposition to customers. people want interesting. people want to feel recognized and valued for their individual contributions. Recruit great talent continuously – Companies must always be on the prowl for top talent. They ensure that the link between business strategy and talent requirements is forged. Companies that are leading the way execute against five talent management imperatives. The EVP answers the question. champion. they share the following elements: -Exciting work – quite simply. it should also deliberately craft the value proposition to its people. -Great company – managers want to work for companies that are well managed. and great leaders. 3. -Growth and development – managers want the company to help them develop their skills. requiring companies to radically adjust the way they manage people. they continuously create. They need to have a keen sense of who they are looking for. This is about more than the tangible value of the money. and drive new ways to bolster talent.that have admirable corporate cultures and values. and do their looking in new ways and in new places.The forces of the war for talent add up to a fundamental shift in the business environment. Create a winning Employee Value Proposition (EVP) that brings scarce talent through the doors. This is particularly important today. Two aspects of culture are critical: a strong emphasis on performance and an environment that is open and trusting. challenging jobs and they want to feel passionate about their work. They must bring in talent at all levels of the organization. -Wealth and reward – people want to make money that is commensurate with the value they create and with their other options. “Why would a talented person want to work here?” Although winning EVPs are designed to appeal to the needs of specific talent segments. Instill a talent mindset at all levels of the organization beginning with senior management – A talent mindset is the deeply held belief that building a strong management talent pool is critical to achieving the aspirations of the company. They are 1. even at senior . 2. They hold themselves and leaders at all levels of the organization accountable for the strength of the talent pool. when people realize that the real security in the job market is the collection of skills they possess. A great job is demanding and stretching and full of requirements that the individual finds interesting and worthwhile. Leaders with a talent mindset roll up their sleeves and make talent their job.
levels. they do not overlook the development of the large number of solid performers throughout the organization who are neither superstars nor blockers. They shower top performers with job opportunities that excite and challenge them. the recruit is the customer and the company must sell its jobs in an increasingly competitive marketplace. Talented people crave the opportunity to grow.these imperatives may sound simple. And these companies measure their recruiting success with the same rigor that they apply to growth targets or market share. they differentiate in how they invest in their top performers and low performers. is both a difficult task and an obligation of leaders. 4. improving the odds that these workers feel vital to the future of the business. At the same time. 5. Grow great leaders – Most companies leave a tremendous amount of human potential unrealized because their people are inadequately developed. Furthermore. even simplistic. On paper . At the same time. Growing great leaders means deliberately giving them job challenges that push the bounds of what they thought themselves capable of. but are also bringing down everyone around them.They raise the performance and job satisfaction of these people to a higher level through development and affirmation. Differentiate and affirm – Companies too often give in to the temptation to treat all their people the same. These companies realize that moving on under-performers. without the sweaty palms that often characterize these infrequent exchanges. It means giving people the candid feedback they need to grow. they recognize that poor performers are not only failing in their own jobs. The leading companies conduct clear-eyed assessments of their talent. Successful companies understand that in today‟s economy. and pay them for the value they create. But in companies that put them to practice. they fundamentally shift the way that people think about talent management. whether to a different position or out of the company. recruiting must be approached more like marketing and sales than purchasing. not an appendage. Talented people crave the opportunity to grow. It means weaving mentoring into the fabric of the organization – so that it is in the institution. and without it they‟ll leave. and without it they‟ll leave CERTAIN QUESTIONS WHICH SHOULD BE ANSWERED BY COMPANIES WHICH PREPARES A TALENT POOL . it means providing the life preservers for succeeding at “stretch” opportunities.
and are you taking courageous actions to do so? TALENT MANAGEMENT SYSTEM It is an effective tool for creating a symbiotic relationship between Talent and the organisation to dramatically accelerate performance improvements.How well are you and your company prepared? Ask yourself the following questions: 1. demonstrating that the company cares about Talents and their needs. Are you and all your key people explicitly held accountable for strengthening your respective talent pools? 4. to keep Talent . Are you spending 30-40% of your time – or more – strengthening your talent pool by bringing the talent lens to every aspect of how you run the business? Have you made talent your job? 3.to manage Talent and to identify Talent. Are people discussions followed by concrete actions. Are you aggressively recruiting for “new faces in new places” at all levels (including senior levels) in your organization? 7. including promotions for top performers and forced attrition for chronic underperformers? 10. The Talent Management System should be a powerful Magnet to Talents. Does your organization have a talent review process – with the importance and intensity of the budget process – that cascades throughout your organization? 9. and real mentoring? Are you thinking about how to develop the broad swath of core performers as well? 8. FOUR ELEMENTS OF TMS . It is a distinct function within the organisational management system devoted exclusively to attract Talent. Do you have a winning employee value proposition that attracts talented people to your organization? 5. significantly differentiated compensation. Do you believe you can achieve huge impact in a year by strengthening your talent pool. Does your organization have a culture of candid feedback and helpful coaching? 6. Do you regularly shower your top performers with highly developmental job experiences. Do you believe that the single most important way to win in the future is by having superior talent at all levels in your organization? Is it given the same amount of attention as budgeting or operations issues? 2.
4. Identifying Talent: Describes three ways to identify visible and hidden Talents (1) Notice and identify the obvious Talents. transforming hidden talents into visible talents and keeping the work environment attractive to Talents are ongoing tasks. and you will attract them. Talents need to be compensated for their contributions. Managing Talent: Describes how to treat Talents as customers and create opportunities and freedoms for Talents to stretch for their dream.The liberal pay for performance compensation system for Talents will attract them. (2) Use a performance based identification tool. Compensation is a tangible measure of how the organisation values their contribution. Thank you`s and compliments are nice but meaningless measures. Keeping Talent: Describes how to create and maintain daily working environments in which Talents can productively pursue the joy of work and financial benefits from contributions. Have a Talent Management System . Seven ways to attract Talent Treat Talent as customers. Money is a maintenance factor. 2. for the things that make big differences for the company and for society.not a motivational factor for talents. The relentless pursuit of Talent should be a main management strategy. Treat Talents as customers. (3) Use a test-based identification tool Attracting Talents Attracting talents. Attracting Talent: Describes how to become a strong magnet for Talent.Attracting Talent Four Elements of TMS Managing Talent Keeping Talent Identifying Talent 1. 3.
The value is in terms of tangible benefits for the current and potential employees. Promise future reward and recognition with stock options. Keeping Talents Talents are restless and mobile. To become an employer of choice. feelings. which has a long way to go. Provide ongoing services that continue to make your company an obviously better place to work and contribute to the world than any other company in the world. Practice visionary management and leadership. treat them like customers. KEEPING TALENTED EMPLOYEES Companies which concentrate on keeping talented employees will concentrate on the following. employer brand encompasses all the thoughts. Similarly. service or company. retaining top talent and managing generational shift. EMPLOYER BRANDING It is a Strategy adopted by organizations to attract Talent. other ownership options and performance based pay packages. Conduct performance reviews and succession planning. Many companies nowadays apply branding techniques even to recruitment. To keep Talents happy. Have a flexible work environment and positive culture. . potential employees and key stakeholders. Building the brand and making stakeholders and employees aware of the quality of the institution is the job of everyone in the institution. emotions and images that customers associate with a particular product. Customer loyalty is created by ongoing services beyond the initial purchase. A brand comprises thoughts. It is essential that HR staff functions like compensation. training etc are measured and rewarded for excellence in building the institutions brand image. Employer branding is the image of the organization as `a great place to work` in the minds of current. the institution should build an employer brand. Employer branding assists in attracting new employees. Strong employer brands have `Employer Value Propositions`(EVP`s) which are communicated to all stakeholders through company behaviours and action. perceptions and ideas that candidates and employees associate with the institution as an employer. Provide proper training and research facilities.
They offer the right compensation. The no. If Talents feel undervalued or exploited. mental and even spiritual support to the organization. sports. At night. They communicate without fear. They design jobs to appeal to talented people. They balance age. games. They conduct meaningful performance appraisals. and you have to think how to get him back in. who came up with this idea? I want to recognise this person personally in front of the entire staff. development and succession planning. True Talents are people who make a significant contribution. A former IBM manager. “I`ve done this. They create social bonds with talents through adventures. He says when you are in white water together. the group can discuss different business strategies. race and gender. Corporate growth depends on the growth of individual Talents and Talents grow faster when an organisation grows vigorously. Smart Talent managers ask. They treat Talents as customers. Talents cannot be owned forever or even purchased temporarily unless you satisfy them properly. Talents give their physical. parties and celebrations. When a symbiotic relationship is developed between Talents and the organisation. that created deep bonding. they will leave. They create a challenging environment or excitement in jobs. and I have done that. They provide proper training. Because of that they will be frustrated. They assign the right talent the right jobs. at a campsite that is far removed from cell phones and other distractions. There are people who just make noise. used to take his 24 managers on a white-water rafting trip down the Colorado River each summer. including proper reward and recognition.” True Talents do not make much noise-they . and someone falls out of the raft. They compensate Talents as preferred suppliers. 1 reason why Talent leaves the organisation is because they are not recognised and rewarded. saying. They provide a proper research facility. Create a symbiotic relationship between Talent and Organisation.
not managing. Having fun means they are contributing something that they believe is important and are being recognised and rewarded for their contributions. Employee Engagement is the thus the level of commitment and involvement an employee has towards their organization and its values. Ask Talents what they believe is the most important thing they can do for the company. employee engagement is a powerful retention strategy. Many companies do not bother to grow their own Talent or have farms or ways to grow Talent because they don‟t have anything like a Talent Management System. Talents may not say they need to be recognised. They think managing Talent is the HR manager`s job. Success to them is in the success of the products or processes they create. This is especially true when others who made a minimal contribution receive the rewards. It is only an „engaged employee‟ who is intellectually and emotionally bound with the organisation. He goes the extra mile beyond the basic job responsibility and is associated with the actions that drive the business. ask them what they need from you and then provide those needs instantly. cognitively. MANAGING TALENTSManaging Talents may seem a hopeless endeavor. feels passionately about its goals and is committed towards its values. You can only provide them with the goods and services they want and need. In engagement. So the initiatives should be focused towards forming Highly Engaged employees. The manager might need a Chief Talent Officer(CTO) who manages the Talent. Talents will stay with the organisation. Delays in service indicate that you don`t care. You can`t manage customers. Managers must provide the setting in which their Talents can produce maximum knowledge and maximum innovation and have maximum impact. people employ and express themselves physically. Many managers feel that people who kiss the manager are Talents and they may promote the wrong people. If it is within the boundaries of the strategic direction of the company. Still in their hearts they are deeply bothered when they get the recognition and rewards for their efforts. and emotionally during role performances. Talents seek freedom and support.let their performance speak for them. (1990) as the „harnessing of organizational members‟ selves to their work roles.Think of Talents as customers. Employee Engagement: A Retention Strategy Most organisations today realise that a „satisfied‟ employee is not necessarily the „best‟ employee in terms of loyalty and productivity. in times of diminishing loyalty. Engagement at work was conceptualized by Kahn. if they are having fun. Moreover. The company can .
The Personnel Market is often called the “War for Talent” because companies are hiring (stealing) Talent from their competitors. In Brief. they need a whole new environment that fosters creativity. They are already familiar with the culture. Treating Talents as preferred suppliers by spectacularly compensating them for their spectacular contributions will also change the behaviours of the managers whom you wish to retain CTOs must hire the best. The first method of Identifying Talents is to pay attention. They provide a continuous learning environment. visible internal Talent will help attract outside Talent. and you almost certainly will. Such people are difficult to identify as Talents. use the best and keep the best. If you still need to hire Talent. They take less time in action or implementation of any strategy or idea. Hiring Talent away from a competitor creates a war mentality. More companies need to grow their own Talent. IDENTIFYING TALENTS Talent shortage is the biggest obstacle to a company`s growth. Talent attracts Talent. they allow Talent to focus on creating and applying knowledge. Attributes Type of Evidence Self Scores Jury Scores . instead of just hiring Talent. and put them on the Talent track. Talents within the organization often stand out as different. They manage effectively by treating Talents as customers. mild mannered. The experience of being rewarded with a Thank You for out of the box ideas will motivate them. Identifying them eliminates recruitment costs. Other two methods are 1.also establish a Keep Talent Happy Council headed by a CTO to provide the guidance and training. The test based tool consists of attribute scorecards and a balanced scoring methodology. they choose the right Talent for right job. Some Talents are hidden by the system. Performance based identification tool and test based identification tool. unassuming. Identifying your own Talents before hiring new Talents is beneficial because existing Talents already know the strength and weaknesses of the organisation. They already know what corrective steps are needed to improve. they reward Talent immediately they build a culture where Talents can turn their dreams into reality. they present positive challenges to their Talents to increase their performance level. Test based identification tool(Talent Score Card) The test-based identification tool intensely uses candidates. they compensate Talents as preferred suppliers. Some talents are quiet.
Continuous learning 10. 26.Stretch mentality 9.Intellectual strength 3.Balanced styles and orientations Total . Creative & Innovative 5.Works Smart 7.Work hard 7.Makes fact based decisions 15.Confident 22.Treats mistakes as evidence of action and opportunities to learn 23.Inquisitive 4.Exudes infectious enthusiasm 13.Listens intently to understand rather than to respond 21.Recognises own strengths and weaknesses 20.Leadership 11.Passion for work 6.Completes projects 14.1.Innate skills 2.Founded on values and principles 25.Passion for winning 19.Fosters change 17.Dependable 16.Passion for excellence 12. Thinks out of the box or in the box as needed.Committed to enterprise 24.passion for action 18.
complete the scoring process and consider whether to repeat the total scoring process. Self Scoring The talent should make a self-assessment and score himself or herself. Selecting a jury The jury is a group of coworkers selected to examine the evidence and vote on the strengths of the evidence for each of the listed attributes. again try to resolve.Or instead of 1-5 sacle. Two objective measures(observation. Averaging Scores of jury members Add the scores from all jury members for each attribute and divide by the number of jury members. Such as 1-5 scale. The use of a jury is common for this type of task. 5.a jury of coworkers examining management styles. Analysing the Scores Look for inconsistencies in the raw scores of the jury members. Jury Scoring Any number of scales may be used for scoring. whether the jury is a group of customers being asked for its requirements . 2. If no one changes his or her scores. If there are wild variations between the scores.The first column of the scorecard contains a list of attributes that a true talent would be expected to have. Compare . we can even use + and -. 3. then average and enter the scores. Selecting and Understanding Evidence Selecting two objecting two objective and two subjective types of evidence is desirable. fact) and two subjective measures(aura. The second column evidence provides spaces to enter the form of evidence that is used to score the degree to which a person exhibits the corresponding attributes.judgement) are suggested as effective type of evidence. If one score is dramatically different from others.If the lack of consistency in scoring persists through many of the attributes. Self-scoring serves several purposes. 4. It helps the Talent understand the process.. Feel free to change the scores. The third and fourth columns provide for entering self-scores and jury scores. Seven step Scoring Process 1. Enter the averaged score for the attribute. where 3 is taken as the average . strive to understand what the member with that score used as evidence and what is behind different perception. or a jury of co workers identifying talents. 6.
Normalising scores to a common scale Assume a scale of 1-11 and characterise the numerical values as indicated.the averaged jury score with the self score line by line for each attribute and the bottom line totals. Assume the bottom line score of 40. Decide whether this is an opportunity for the jury as a whole to influence the score and outcome. discuss and understand the source of discrepancies. Formula: Assume a total of 26 attributes for a Score Card.(Let ++ be the highest score). The maximum count = 52 and the Scale range= 11 11 Super Talent Strong Talent Talent Watch for Growth .If major discrepancies emerge. 7. one or all of the jury members should meet with the talent to present. the maximum of 52 counts is realised. When all Scores are ++ or _ _.
46 8 7 6 5 4 3 2 1 TALENT MANAGEMENT METRICS Several organizations are initiating steps to include Talent Management in their dashboards or scorecards. For example.10 9 8. Procedures may perhaps consists of aspects like results of employee survey. by connecting Talent Management to goals and performance appraisals. Balanced Scorecard is used with Talent Management under the division of Learning and Growth in HSBC Company. turnover (talent pools) and how many employees are under secondments (temporary assignments) . Hence. Scorecards would serve the organization to present an understandable line of sight to the strategic goals of the organization.
Talent Management Metrics Size of succession pipeline (number of potential successors per position) Percentage of leadership positions filled from the succession pool Quality of succession candidates (number of successful placements) Quality of leadership appointed Time to-take-charge Diversity of pool Percentage of cross-unit & crossfunctional moves Talent Acquisition Metrics Internal hiring rate External hiring rate Time to fill key open positions Referral hiring percentage Cost to fill key positions Offer acceptance rate Rehire percentage Metrics for Success of the Talent Improved performance rating Executive stability Average tenure in position Succession planning breadth Succession planning depth Talent pool career progression rate .
It is not dissimilar to the approach a restaurant would take to preparing for a week‟s meal service. the degree of passivity in the market and anticipated volumes of demand will help to determine the correct configuration of pipeline for your organisation. The key word in this definition is “future”. talent management and workforce planning can be transformed from reactive administrative functions to proactive systems capable of accurately forecasting talent demand right to the individual job. The tactics should be orientated heavily around pre screening and low-touch (automated) relationship management. The chef would plan the menu. Pipelines will differ in three key aspects: length. It‟s about preempting future needs and building resources and capability in advance of the requirement. Where they do target passive markets. Proactive recruitment is a strategy. the objective is to “activate” the candidate as soon as possible. aimed at building a pipeline of talent in alignment with an organisation‟s future capability needs.Talent Pipeline The successful establishment of pipeline of suitable talent for your organisation can deliver outstanding recruitment results. They generally target high volume positions and “active” candidate markets. CONCLUSION The management should be innovative and proactive to win the war of talent. short-cycle pipelines target high volume and the active candidate market. Attracting and nurturing talent has become the single most dominant force. Short cycle pipelines are designed to deliver short term results. longcycle pipelines enable longer term growth and sustainability. and they are ready for the offer. Understanding the criticality of different job families to business operations. The pipeline is the process that transitions an individual from being someone we do not know to someone that is ready to accept a job offer from us. Different types of talent pipelines deliver different results. saving him a trip to the market every time. enabled by an operating model and tactics. The objective is that when the candidate reaches the end of the pipeline the offer is ready for them. With the nextgeneration predictive modeling systems. target and tactics. identify the produce required for the meals and purchase them in advance. However it requires significant planning and recruitment strategy that pre-empts future needs in advance. Today attracting brains is more difficult than foreign direct .
New Delhi. It‟s inexhaustible and priceless. In the words of Anil Ambani “Talent is footless and youth will seek a better quality of life where ever and whenever”. Bill Conaty. 2011 ARTICLES/PAPERS 1.Chief Executive Officer.to realize its worth. Obstacles to talent are to be identified and overcome. Retention and Workforce Planning. Jeffrey Berk. Stanford IT services”.2011. UK. Berger. like a millionaire flashing his luxuries.Lance A Berger and Dorothy R. Talent-spend it lavishly.Allan Schweyer((2004). However. NY.” Talent Management Systems: Best practices in Technology Solutions for Recruitment. 4.Knowledge Infusion(2008). talent is what will make India enduringly competitive. 5. It will keep supplying wealth and value to the organization. Don‟t hoard. Knowledge Solutions”. (2008). “Talent Management . . REFERENCE 1.” Wiley.” Harvard Business Press.”Talent Management. 2.2009. 3.Valuing Human Capital”.The Talent Management Handbook. Strategies are to be framed for overcoming talent shortages. Asian Development Bank. management needs . polish it and utilize it. “Talent Management Initiatives: Successes and Challenges Facing Organizations “. May 2004. Ram Charan. In turn. extract it.”Talent on Demand: Managing Talent in Age of Uncertainty. Random House Business Books. 4. This can make talent flourish if the enabling social and physical infrastructure is in place. The Talent Masters. Manila. because Talent is wealth and Talent is a crucial source of competitive advantage and Talent is a strategic Business Partner. A rightly managed talent turns out to be a gold mine.Subir Chowdhury. New York. “A primer on talent management. Pearson Education”. 3. 2.Dany Aivazian . “The Talent Era. Capelli Peter (2008). McGraw Hill..investment. February2010. Jason Averbook. October 13.Stanford University.
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