TALENT PLANNING

Chapter 3

Dr.Sagar G
Guest Faculty CBSMS
Talent planning

 Step 1: Talent Plan

 Step 2: Image and Brand
 Step 3: Sourcing Methods
 Step 4: Screening and Assessing Candidates
 Step 5: Market and Communicate
Why talent planning is important

 . Talent planning is a powerful business driver.

 The size and structure of an organization has a significant impact on how
talent planning is conducted.
 There is room for improvement in the talent planning process.
 The single most important thing companies lack is a systematic framework for
talent planning.
 Successful talent planning involves four core elements
 Succession planning, programs for high potential employees, and
identification of skills gaps are critical areas for improvement.
Succession management process
Cross functional capabilities and fusion
of talents
Organizations Should Have:
 Competent and lean functional knowledge groups
 Process for forming, assessing and dissolving teams
 Measurements of performance with supportive incentives
 Learning culture: interactivity, openness, creative conflict, reflection on
practice
 Interactive strategic hierarchy
Cross functional capabilities and fusion of talents
Leadership Needs:
 Strategic Leadership
 Describing 3-5 year vision
 Identifying opportunities - value propositions
 Determine the skills needed
 Operational leadership
 Finding the skills needed
 Facilitating
 Pushing and following-up
 Functional Knowledge Leadership
 Recruiting talent
 Developing people
 Keeping up with innovation
Cross functional capabilities and fusion
of talents
Team members should have :
 Understanding of the vision, what the organization is trying to accomplish over the next 3
to 5 years--the value propositions
 Solid grounding--good in own discipline
 Respect for what each function contributes and for each other
 Clear mandates--empowered to act
 Team skills
 Character values--helping others succeed
Talent development budget
Talent development budget

 Total yearly salary budget X 1-3% = Total Training Budget

 Industry specific per employee average X FTEs = Total Training Budget

 Predetermine training needs, estimate costs, and calculate

To check for talent development
budgeting
Aspect 1 Aspect 2
 Leadership development  Numbers of participants
 Plant operator training  Instructor costs
 Safety training  Travel and Living
 Supervisory training  Materials
 New hire on-boarding  Facility costs
 Food
A learning cycle
Value driven cost structure

 Costs will always remain a major concern for all businesses. It is in fact the
universal concern. However, some businesses make it an organizational
mission to minimize costs as much as possible and all their strategies and
tactics are derived from this one goal
I. Cost-driven
Fixed costs
Variable costs
Economies of scale
Economies of scope
 Values-driven : here all the above parameters are ignored keeping the
value /Quality of training in concern
Contingency plan

 Small business owners spend little time thinking about human resource risks,
although the absence of key personnel can be devastating to a small business.
By leading small business owners through the process of writing a contingency
plan, Extension professionals can help business owners reduce these risks. A
contingency plan helps business owners identify the best possible risk
management strategies and ensure that risk management dollars are spent
wisely.
Contingency plan

 Executive summary
 Risk management goals
 Risk assessment
Death/Disability (temporary or permanent)/ Divorce/ Management error/ incompetence/
Unexpected temporary leave/Poor employee / management practices
 Business impact analysis
 Risk management strategies
 Plan maintenance
Building talent

 1. Plan recruitment according to business strategy.

 2. Attract the right talent.
 3. Find the right talent.
Networking events / LinkedIn / Dedicated recruitment campaigns/
Leverage your existing contacts
 4. Assess talent.
 5. Focus on developing your talent
 6. Monitor talent and outcomes and adjust accordingly.
Leadership coaching

 Educate your leaders

 Identify coaches, participants and executive sponsors
 Manage expectations
 Train.
 Measure success
Difference between Coaching and Mentoring
Coaching Mentoring

Short-term process Long-term process

Performance driven Development driven

Does not require design phase Requires design phase

Task oriented Result oriented

Reporting manager is directly Reporting manager is indirectly

involved involved