Talent Management

Unit 1

Unit 1

Introduction to Talent Management

Structure: 1.1 Introduction Objectives 1.2 Talent Management – Overview 1.3 Talent Management – History 1.4 The Scope of Talent Management Need of talent management 1.5 The Talent Management Requirements 1.6 The Process of Talent Management Talent Vs knowledge people Source of talent management 1.7 Consequences of Failure in Managing Talent 1.8 Tools for Managing Talent 1.9 Summary 1.10 Glossary 1.11 Terminal Questions 1.12 Answers 1.13 Case Study

1.1 Introduction
In the previous semester you may have studied about various concepts related to Human resource Management. Talent management is one of the key areas of Human resource management and development practices. It takes a Talent to spot Talent! Will a deaf be able to feel the music of maestros? No, the same way as only a master jeweller would know that all that shines is not real. And, only those who know the value of a diamond can appreciate it, for others it's just a stone. Talent is making things easier what others find hard to do. The most important part of an organisation are the employees, and it is the responsibility of that organisation to put the right employee in the right position or else it will be a discomfort for both the employee and the organisation. The result of inappropriate job assignment of an employee by the organisation can be of low productivity, dissatisfaction, low morale and other negative behaviour which will become typical till the employee is
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Talent Management

Unit 1

sacked. Otherwise there is another option which is termed as Talent Management. Talent management is all about appreciating a person's skills, personality, traits and offering him an appropriate and matching job. Every individual has a unique talent that suits a particular type of job profile and placing that individual in any other position will create problems to both the employee as well as the organisation. It is the responsibility of the management, particularly the HR Department to properly analyse and assist the candidates and place them with caution in appropriate position. A wrong placement will result in further hiring and again spending resources on training and other activities. Talent Management is useful to both the organisation and the employees. The organisation gains from increased productivity and capability with the help of talent management. It also has a better connection between an individual's efforts and business goals. The company gets its share of benefits from commitment of valued employees, increased bench strength and a better matching between people's jobs and skills. Employees benefit from higher motivation and commitment, positive career development, increased knowledge about the company and contribution to its goals, and job satisfaction. Learning Objectives After studying this unit you should be able to:  define Talent Management.  describe Talent Management requirements.  explain process of Talent Management.  discuss Tools for Talent Management.

1.2 Talent Management – Overview
Organisations find it more appropriate to formulate their own definition of talent instead of using the universal or prescribed definitions. Talent is defined differently across different industries and sectors. Talent: Talent is an ability of an individual to learn and develop in the event of new challenges and make a difference in organisational performance, either through their immediate contribution or in the long term by demonstrating the highest level of potential.
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In present market environment. and compensating employees throughout the organisation. the biggest challenge is to successfully attract. However. developing. it is important to remember that each individual has some unique talent potential and hence it should not be restricted to the very few. managing. culture of excellence and much more. 3 . Organisations can create and communicate critical corporate goals. evaluate employee performance improvement. Sikkim Manipal University Page No.1 illustrates the Talent Management Overview. and compensation management. In some organisations only the key performing individuals are associated with the term talent or talent management. adhering to strategic goals in order to identify the future leadership of the organisation. assess. speeding up the process and using the correct workflow. train and retain talented employees. identify. performance management. Talent management solutions relieve the pressure of manual documentation of the employee performance reviews by automating the task. learning management to develop employees critical competencies. The four basic components of talent management are recruiting. planning. As larger Human Resource Management System (HRMS) vendors have step back from providing rich functionality in these areas. Talent Management is the process of recruiting. it is also a fact that more attention is going to be paid to employees with high potential or exceptional skills. develop and retain people with aptitude and abilities to meet current and future organisational needs by fulfilling the business/operation critical roles. increased productivity. learning management. and align all organisational levels by working towards the same goals. a number of best-ofbreed technology solutions have evolved.Talent Management Unit 1 Talent management: A conscious and systematic approach taken up to attract. retention. Figure 1. But. These industries have now started to converge thereby providing end-to-end talent management solutions that enable organisations to do better recruitment get more out of the employee appraisal process. and fair compensation for employees. Talent management offers a number of advantages such as employee engagement.

The first Sikkim Manipal University Page No. In some organisations only the ______________ individuals are associated with the term talent or talent management. the real war for talent is going to rise up considerably. 2. developing. managing. As the talent war has slowed down in the early years of the 21st century. The parable of the talents The concept of “talent” has been there from a long time.1: Talent Management Overview Self Assessment Questions 1. hit by economic recession and issues related with global security. The origin of the word “talent” is earlier related with currency. For example. to globalisation. in Biblical times. three individuals.Talent Management Unit 1 Effective Talent Management Right People Right Capabilities Right Time Right Place Figure 1. a talent was probably about 75 pounds of gold which was a large sum at that time. Talent management will be made a top priority for organisations in the time to come. The era of 1990s saw a worldwide war like situation to fight the war for talent. It is approximately said that. __________. 4 . where in each have been given different number of talents by God with respect to each individual’s ability. Talent Management is the process of recruiting.3 Talent Management – History Talent management practices have been developed and customised throughout the years in accordance to the changes taking place in the organisation. from the industrial revolution and the labour unions uprising. and compensating employees throughout the organisation. 1. and outsourcing.

the first individual had turned his four talents into eight. Growing trend in strategic talent management It is a growing trend of HR jobs being given to non-HR professionals following years of senior management displeasure with HR in general. while they have not determined the process to create a fully integrated talent management strategy. But the third individual still had only one talent. the one he never used out of fear. never used his talents. and therefore. This may seem like a simple reorganisation of investment fund managers. Employees are trained or hired on the basis of competencies determined by workforce analytics and gap analysis. The second individual had turned his three talents into six.Talent Management Unit 1 two individuals used their talents immediately by making investments. plan. estimate and execute business plans related to accurate workforce and market data. and eventually doubled their sums. hiring. Talent management is considered as a strategic job by senior leaders. who was afraid of failure. Training and development corresponding to succession planning are aligned to current and future organisational demands and goals. At the time of reporting to God. he will never be able to use it. and succession planning. Most senior managers believe that HR lacks the necessary skills to efficiently run a talent management programme. but it is important to notice how this parable helps to understand the concept of talent. Sikkim Manipal University Page No. Traditional understanding of talent management Traditional talent management systems included training and development. To teach the third individual a lesson. performance management. 5 . In talent acquisition and management most companies perform two or three components of a talent management system properly. skill inventories. how the TALENT FORCE word itself got its present meaning. but the general observation is that HR professionals are not able to perform talent strategies. From a broad view point of talent management. The third. Roles and responsibilities are well defined and performance measures are designed to reward employees that contribute to the overall productivity of the company. but the total system seems to be isolated without executive level involvement. companies can evaluate. even though having one talent with him. God ordered the third individual to be thrown in a place of sorrow and misery where.

82% were mid managers. However. As Talent Management has evolved. 6 . go through the articles provided in the internet. In some organisations Talent Management focuses on the CEO and other executive jobs. Some organisations concentrate talent management efforts primarily on “high potential” individuals. reporting. mid level managers and other key jobs. rather than focusing on a broader category. The problem with implementing effective talent management system is that managers at all departments are not committed to the required time and effort.4 The Scope of Talent Management The emergence of talent management as a separate technology category can partly be related to the success of HR departments in successfully creating basic technology systems to simplify the processes such as payroll and leave management. these three groups only represent about one third of the total workforces of many organisations. often referred to as “high-pos.” Attracting retaining and developing high-pos has become the main priority of senior Sikkim Manipal University Page No.com/talent-life-cycle/) 1. Also analyse the process involved in Talent Management.americanincite. and 75% were key technical and other contributors. analysis and estimating will monitor performance and model scenarios will support management in their decision making processes. (Hint: http://www. Targeting jobs: The first issue is to identify the types of jobs that will be the focus of Talent Management.Talent Management Unit 1 Information.” 86% were senior leaders. Targeting high-potential individuals: Another issue associated with talent management is its importance to individuals in organisations. Other organisations target primarily senior management jobs. some design issues have been identified. One study found that out of the groups and individuals considered as “Talent. which limits successful activities. Activity 1: To have a detailed account on overview and history of talent management.

Sikkim Manipal University Page No. The future of talent management is enclosed in solutions designed from the ground level to provide business-centric functionality on a unified talent management platform. talent management needs to include more than the top 10%. Some organisations classify individuals as being among the top 10% and then set restrictions on the number of people who can participate in intensive talent management efforts. Targeting primarily high-pos may lead to many of the other employees feeling isolated. 7 . Thus. IBM restricted participation in its leadership development programs to only those who were likely to become executives within 18 months.4. and align talent with business objectives while significantly reducing process costs. That’s when talent truly drives higher business performance. Talent management requires strong executive support. Automation and analysis of the recruiting and hiring processes provides the immediate workforce needs and insights required to significantly improve the bottom line. acquire. Today. Performance management provides the ongoing processes and practices to maintain a strong workforce. and achieving higher levels of performance. it is worthwhile to express the fundamental significance of successful talent management practices as follows:  The key enabler of any organisation is talent.  Talent drives performance. develop. 1. reducing risk. Top organisations rely on Talent Management solutions and services to assess. Since many competitive business factors have become commoditised. talent is the ultimate driving force behind the business success and creates value. many organisations are facing a lot of problems of HR processes and technologies. Though it may seem spontaneous.1 Need of talent management Workforce cost is the major portion of resources spends for most organisations.  The quality of the people is the last true competitive differentiator. improving quality of hire. along with systems and processes all directed towards having the right talent doing the right work at the right time. For example.Talent Management Unit 1 managers and HR efforts.

Which TM method ensures the right people are attracted to the organisation? Sikkim Manipal University Page No. Talent management (TM) brings together a number of important human resources (HR) and management initiatives.  Culture: To develop of a positive.4. Organisations that officially decide to manage their own talent carry out a strategic analysis of their current HR processes.2 Importance of talent management Like human capital. 4. Some organisations concentrate talent management efforts primarily on “high potential” individuals. including feedback/measurement.” 5.  Retention: To develop and implement practices that reward and support employees. It also includes the creation and maintenance of a supportive. progressive and high performance way of operating.  Leadership and "high potential employee" development: Specific development programs for existing and future leaders. The problem with implementing effective talent management system is that __________ at all departments are not committed to the required time and effort. which limits successful activities. 8 . which include the older workforce and current/future skills shortages. performance oriented approach is adopted. 1.  Performance management: Specific processes that nurture and support performance.  Workforce planning: To plan for business and general changes. This is to make sure that a co-ordinated. people oriented organisation culture. Self Assessment Questions 3.Talent Management Unit 1 Talent management involves individual and organisational development with respect to a varying and complex operating environment. Many organisations are adopting a TM approach which focuses on coordinating and integrating methods which are given as:  Recruitment: To ensure the right people are attracted to the organisation. talent management is gaining increased attention. often referred to as “__________.  Employee development: To ensure continuous informal and formal learning and development.

knowing the tools used to maximise the probabilities that accurately identifies a best fit and knowing how to standardise the selection process and repeat it throughout the organisation. Analyse the major job categories and identify their crucial competencies. There are only two tactics that can achieve on this: one. but it is not that simple. 9 . There is a collection of about 40 competencies. High-accuracy hiring involves knowing precise screening and.Talent Management Unit 1 6.5 The Talent Management Requirements Let us now see the talent management requirements: Attracting and hiring the right talent Finding and identifying the right people and placing them in the right roles are basic and instinctive. (True/False)? 7. having a strategically grounded “culture brand” for attracting and recruiting the best fits. and two. being able to carry out high-accuracy hiring. The foundation of a strategically grounded culture brand requires crystal clarity about the organisation’s mission. What approaches you should follow to the appropriately manage talent in the company? (Hint: Workforce Planning) 1. Activity 2 Assume that you the HR of a company and the company is planning for expansions. Having all these in hand. the enterprise can craft a compelling call to action. Talent management involves individual and organisational development with respect to a varying and complex _________________. The following are the steps to be followed to achieve accuracy in hiring: 1. Sikkim Manipal University Page No. various subsets of which can identify the requirements for efficiency in most work roles. its idealised future vision and its fundamental cultural principles. Organisations that officially decide to manage their own talent carry out a strategic analysis of their current HR processes.

key strengths and potential vulnerabilities in certain situations common to the new environment. The candidate responds to assessment questionnaires related to emotional intelligence quotient (EQ) abilities and leadership behaviour and participates in an in-depth interview. a behaviour based interview protocol and guide. Build a set of tools that can measure the desired qualities and capabilities for a given candidate.  Identify blind spots.  The consultant assesses the on boarding candidate. 10 . a personality test that can measure “softer” indicators and an evaluation matrix that can be used by all members of the hiring team to coordinate and synchronise the assessment process. These include a competency model. developing the areas that are close to job success. facilitating positive communication and ensuring positive relationships with his or her team and other stakeholders.Talent Management Unit 1 2. 3. Methodically prepare hiring teams to gauge the answers to three questions about every candidate:  Can he/she do this job?  Will he/she do this job?  Will he/she fit here? Proactive on boarding It is logical to assume that high-accuracy hiring will protect against misalignment between the new hire and the organisation’s culture. counter productive tendencies. The failure in considering all the possible hazards that can threaten even the most able new executive’s tenure is a glaring oversight that leads to shortened tenures. its people and all their customs. interviewing key personnel and examining the strategic documents and various materials that highlight the nature of the organisation’s people practices.  With the cultural and individual assessments. the core of the on boarding process can begin. Sikkim Manipal University Page No. The key objectives of on boarding include aligning the executive with the corporate culture. The on boarding process in a nutshell can be given as follows:  The consultant and new hire evaluate the corporate culture of the organisation.

They translate into cultural. for the most part.Talent Management Unit 1   Create a roadmap for the candidate’s success. strategic imperatives and talent requirements. They create an early warning system for identifying emerging problems and initiate the steps necessary to take the executive’s skill sets to the next level. core values and strategy execution design of an individual will guide his/her talent identification and development system. which. Keep them in the pipeline Any talent management approach must match with the organisation’s strategy. it is always necessary to build them because leaders. culture and company. is reverseengineered to the overall business strategy. The challenge The core business processes are no more an edge for the successful companies. The succession management is reverse-engineered to the organisation’s human resources strategy. are not born. in turn. The present competitive environment comes down to management and leadership expertise at all points along the people value chain. align all levels of management with the requirements and hold them accountable for delivering. leadership and talent management requirements. Whether the organisation seeks leaders from within or outside. vision. Sikkim Manipal University Page No. 11 . Add new leadership competencies to the candidate’s repertoire. That delivery depends on the accurate use of leadership competency model that captures the essence of the mission. It just has a more specific focus. The new hire and coach together develop strategies to integrate the executive into his or her new role. The process is not very different from the typical general executive coaching engagement. recognised and promoted for being successful talent hunters and developers. they are made. Identify and develop your existing talent The mission. The organisational culture then turns into a meritocracy where managers are held accountable. Monitor performance during the first year.

Activity 3 Assume that you are the HR manager of an organisation and your job is to align the executives and new hires with the corporate culture. Page No. training. The _____________ processes are no more an edge for the successful companies. and hiring targets for the year. Any talent management approach must _______ with the organisation’s strategy.6 The Process of Talent Management Organisations are made up of people who in turn create value through proven business processes.Talent Management Unit 1 Self Assessment Questions 8. assessment. The failure in considering all the possible hazards that can threaten even the most able new executive’s tenure is a glaring oversight that leads to _________________. supporting. (Hint: On boarding process) 1. an organisation must make sure that it has a continuous and integrated process for recruiting. managing. Following are the key processes:    Workforce planning: This process establishes workforce and hiring plans. compensation budgets. sales. and hiring people are inducted into the organisation. and compensating these people. and many other important activities. In order to meet its business goals. Recruiting: Through an integrated process of recruiting. is reverse-engineered to the overall business strategy. evaluation. What processes you would use to achieve this goal. The talent management is reverse-engineered to the organisation’s human resources strategy. which. (True/False)? 10. Onboarding: The organisation must provide proper training and enable the employees to become more productive and integrated into the company more quickly. 11. in turn. 9. innovation. customer service. 12 Sikkim Manipal University .

It becomes necessary to identify the roles. For example. Utilities.Talent Management Unit 1   Performance management: It is done by using the business plan. Critical skills gap analysis: This is a very important process but often overlooked in many industries and organisations. Succession planning: As the organisation evolves and changes. While this process is only reserved for managers and executives. and benefits align with business goals and business execution. Training and performance support: This is a critically important function where learning and development programs to all levels of the organisation are provided. Telecommunications. It is often done on a project basis but it can be business specific also. Here organisations try to attach the compensation plan directly to performance management so that compensation. and competencies which are leaving and the requirements to fill these gaps. 13 .    Sikkim Manipal University Page No. This is known as “critical talent management” and many organisations are going through this now. it is generally used across the organisation. today industries like the Government. incentives. Succession planning is a very important function which enables managers and individuals to spot the right candidates for a position. the organisation establishes processes to measure and manage employees. Compensation and benefits: This is an integral part of people management. and Energy are facing a big problem as large number of retiring employees. it also becomes a requirement to move people into new positions. individuals.

artists and.6. most of them will concentrate on the top levels of management. architects. This division is misleading and damaging to the organisation in the long run. researchers. those who do not. they also extend the boundaries to include "creative talent" or "knowledge workers". especially if the goal is to drive performance to new levels.2: Talent Management Processes 1. coders. Sometimes. If executives are asked to identify talent within their own firm. they lose sight of the fact that even highly routinised jobs require improvisation and the use of judgement in uncertain situations. When executives focus on "knowledge workers". 14 . they include "high potentials" in this group to be groomed for leadership roles. scientists. educators. which are broadly referred as knowledge workers.2 explains the Talent Management processes 3 2 Business Plan Recruiting Onboarding 4 Performance management Job Roles Job Description Competency Models 1 5 Workforce Planning Learning Content Training and Performance Support 8 Critical Skill and Gap Analysis 7 6 Compensation Succession Benefits Planning Figure 1. But the creative class unintentionally decreases the potential contributions from other parts of the workforce. Often. The people in the organisations are grouped into two classes: those who have knowledge and talent and.Talent Management Unit 1 Figure 1. This has helped in understanding the differing roles workers have and their contribution to economic growth and the development of culture. Most of these improvisations require interactions Sikkim Manipal University Page No. engineers. The main focus of the executives is on the creative class.1 Talent Vs knowledge people We live in a world of haves and no’s. leaving out the rest of the workforce.

Talent Management Unit 1 with the fellow people. When these workers are not part of organisations that consider them as second-class workers. instead are part of firms that consider them as core to creating growing value. His message was clear.org/bigshift/2010/04/are-all-employees-knowledge-wo. either in an individual or in the group. a writer on economy and society. Western companies have been systematically stripping out routine "left brain" jobs and sending them offshore. A Whole New Mind seeks to explain off-shoring and outsourcing trends over the past several decades. 2"There are always more smart people outside your company than within it. it is important to devise more ways to connect with and collaborate with all the smart people outside our organisation. When people walk in the door. we need to focus on more creative "right brain" jobs. Through his lens.hbr. 1 2 http://blogs.6.org/bigshift/2010/04/are-all-employees-knowledge-wo. When a talent is not recognised and managed by the entire management team. they seem capable of performing better. talent is said to be a hidden or untapped quality to be measured in the future. Consider the company receptionist. there is another kind of boundary that restricts talent development.hbr." In order to develop our own talent. in his provocative new book. Pink's perspective again reinforces an artificial distinction.2 Source of talent management Talent management refers to the supplementary processes and opportunities that an organisation offers to a pool of people who are considered to have talent. But. Appropriate opportunities should be created for people within the organisation to collaborate with talented people outside the organisation so that both sides can build up their talent more rapidly and effectively. 15 . 1.html http://blogs. the receptionist has to engage in a delicate and sophisticated improvisational strategy in which professional competence has to come across through interaction skill. While his emphasis on the growing importance of creative "right brain" work is spot on. Executives in any organisation immediately constrict the scope of discussion to their own employees in case of talent. or dial the customer care number to reach an operator.html Sikkim Manipal University Page No. According to Bill Joy. 1 Daniel Pink. The significant talent development and rapid performance improvement taking place in call centres and manufacturing facilities across India and China suggests that it is premature to ignore this work as mindless and routine.

Self Assessment Questions 12. Name the two classes in which people are grouped? 15. These candidates are then measured or evaluated according to the organisational requirements. The sources of Talent Management can be both _________ and ___________ candidates.  Loss of key leaders: The result of failure in managing talent can lead to loss of key employees and sometimes not finding even an approximate replacement. Financial crisis.7 Consequences of Failure in Managing Talent Organisations have to face the following problems. The repeated turnover of key employees from an organisation will affect the very Work culture within the organisation. The organisation must provide proper training and enable the employees to become more __________ and __________ into the company more quickly.    Sikkim Manipal University Page No. The ability to attract and retain a team of the right talent is a primary requirement of fulfilling any business plan. 16 . deployment and redeployment of a company’s current and future workforce. 13. Which Talent Management process enables managers and individuals to spot the right candidates for a position? 14. if they fail to manage talent.Talent Management Unit 1 The primary sources of Talent Management are the people or candidates. in accordance to the current skills possessed by the workforce and the future demand for skills. Profiling the present employees in an internal skill repository in advance of any identification of a recruitment need further allows fast internal redeployment as required. The sources of Talent Management can be both internal and external candidates. Poor performance of employees can affect the targets and productivity of an organisation. Talent Management deals with the recruitment. 1.

Potential forecast: A prediction of how many levels an employee can progress within an organisation based on his/her past or current performance appraisals. Performance appraisal provides clearness of expectations and responsibilities of the jobs to be performed by the employees. and develop employees to ensure that the right people are in right place. weaknesses and strength of an employee as well as opportunities for improvement and skills development is measured. manage. These scales may appear to be simple but they are very effective in achieving accurate results. career preferences. training and development needs. and actual and projected competency levels.Talent Management Unit 1 1. retain.  Promotable (4).  Lateral (3).  Greatly below expectations (1).  Exceeds expectations (4). Measurement scales for performance and potential: A study of a number of organisations involved in talent management process showed that majority of them used a five-point scale to measure performance and potential. 17 .  Meets expectations (3). The most common scales for potential assessment on a scale of 5 are:  High potential (5). Following are the Tools for managing Talent:  Performance appraisal: Performance appraisal is a method by which the work performance.  Below expectations (2).8 Tools for Managing Talent The organisation’s goals and objectives rely on the people in the organisation that achieve results.  Marginal (2).  None (1). Talent Management tools help the organisation to efficiently hire. Sikkim Manipal University Page No.   The most common scales for performance measurement on a scale of 5 are:  Greatly exceeds expectations (5).

Communications Creativity/Innovation Critical Judgement Customer Orientation Interpersonal Skill  Mapping and weighting competencies: Mapping of competencies is the process of further differentiation of competency definitions into glossaries of behaviours associated with each level of an organisation. Effectively conveys and shares information and ideas with others. meets all customer commitments. overcomes obstacles.1: Representative Core Competencies Core Competency Action Orientation Attributes Targets and achieves results. There are almost 30 core institutional competences and most organisations use between 9 and 11 competencies in their Talent process. and encourages innovation Has the skill to define issues and focus on achieving feasible solutions. and responds to customer needs. Has a good communication skill both verbal and written. increases customer satisfaction. Page No. sets appropriate customer expectations. Some of these competences are given in table 1. Has efficient and productive relationship with others and establishes trust. creates a resultsoriented environment.1 given below: Table 1. Constantly maintains good performance with reliability. 18 Sikkim Manipal University . takes risks. A greater level of specificity can be achieved by assigning numerical weights to each job's competency level in the glossary of behaviours. Creates innovative ideas and develops or improves existing and new systems that challenge the status. sets standards and goals. and follows through on actions. The latter approach can be joined to replace or start a job evaluation system. Listens carefully and understands various viewpoints. Good listener.Talent Management Unit 1  Core/Institutional competencies: Behavioural skill expectations are crucial to the success of both the employee and the entire organisation. builds customer confidence. They provide simplicity. accepts accountability. and confidence with others. amplification and greater specificity to competency definitions. reliability.

Talent Management can be defined as recognising a person’s inherent skills. we have discussed the concept of Talent Management. Talent Management is beneficial for companies as it increases the productivity and capability.Talent Management Unit 1 Self Assessment Questions 16. retention and binding to the strategic goals. Organisations have to face lot of problems if they fail to manage talent properly. The result of putting an individual in a wrong position can be low productivity. increased knowledge and contribution to company goals.9 Summary In this unit. Organisation can meet its business goals by indulging in continuous and integrated process for recruiting. traits. provides a better link between an individual’s efforts and business goals. It is the process of managing the supply and demand of talent to achieve optimal business performance in alignment with organisational goals. culture of excellence and so on. Talent Management also benefits employees by providing higher motivation and commitment. training. Talent management demands that organisations move from replacement and succession planning to cater to the entire talent pool with other processes and opportunities. Mapping of competencies is the process of further differentiation of competency definitions into glossaries of ___________ associated with each level of an organisation. This helps to determine the future leadership of the organisation. Sikkim Manipal University Page No. 1. dissatisfaction. personality and offering him/her a matching job profile. career development. 19 . Talent is the main driving force behind any organisation and it becomes a necessity for an organisation to find the right person and put them in the right position. It also reduces turnover and increases bench strength. increased productivity. low morale or negative behaviour. Talent Management provides various benefits such as employee engagement. managing and supporting its employee. Which Talent Management tool provides clearness of expectations and responsibilities of the jobs to be performed by the employees? ________________________________________________ 17.

1. 4. 7. It is the business process for ensuring that an organisation has suitable access to talent to ensure future business success. Recruitment Sikkim Manipal University Page No. It is the process of handling new employees to obtain the best results from them. 5. 2. Core/Institutional competencies and Mapping and weighting competencies. 3. Potential forecast. Key Performing 2.11 Terminal Questions 1.10 Glossary Term Antithetical Assessment Competency Onboarding Repertoire Workforce Planning Description Sharply contrasted in character or purpose.12 Answers Answers to Self Assessment Questions 1. and Measurement scales for performance and potential. The entire range of skills or aptitudes or devices used in a particular field or occupation. High-pos 5. The quality of being adequately or well qualified physically and intellectually.Talent Management Unit 1 We also learnt about various talent assessment tools used to manage talent in an organisation. 20 . Define Talent and Talent Management? Briefly describe the history of Talent Management? Explain why Talent Management is needed? Describe the Talent Management requirements? Explain the processes of Talent Management? What do you mean by Talent Vs Knowledge people? Explain Explain the tools for managing Talent? 1. Managers 4. Planning 3. 6. 1. The classification of someone or something with respect to its worth. The tools for managing talent include Performance appraisal.

Refer section 1. 7.13 Case Study Zena’s Performance Management Company Background Zena Group Management Company is a private real estate investment and property management firm that controls a portfolio of worldwide assets valued in excess of two billion dollars.1 Talent Vs Knowledge people. 21 .Talent Management Unit 1 6.000 apartment units. True Operational environment Shortened tenures False Match Core business Productive. one in which employees focus on the organisation’s overall strategic goals.6. Zena Group knew it would have to get managers to better recognise employee results based on specific actions. 8. 3.6 The Process of Talent Management. 16. and compliment/reward them appropriately. Refer section 1. Refer section 1. 7. 6.4. The company’s real estate holdings include over eight million square feet of commercial space and more than 14. 15. 9. Talent Internal and external Performance Appraisal Behaviours Answers to Terminal Questions 1. integrated Succession planning Knowledge. Refer section 1.1 Why Talent Management 4.5 The Talent Management Requirements. The overall goal was to develop Sikkim Manipal University Page No. 14. To do this. 2.3 Talent Management History. Challenge Zena Group wanted to foster a performance-oriented culture. 5. Refer section 1. 17. 13. 10.2 Talent Management Overview. 12. Refer section 1.8 Tools for Managing Talent 1. 11. Refer section 1.

22 . and focus on a model that was objective rather than subjective. The tool should provide employees with candid feedback and potential improvement opportunities. Malagent’s eAppraisal with eCompensation were chosen because it most closely fits with the reward-for-performance culture. The new communication process is leading to higher trust in the company and understanding of our goals. It is seen that the managers Sikkim Manipal University Page No. project performance. and verify recommendations against budget guidelines. Zena Group has seen increased employee engagement and improved accountability. Zena Group also needed to integrate a compensation management system that would suggest pay adjustments based on appraisal scores and a performance matrix. adopt high performance attitudes.). and that was based on behaviours rather than traits. because they were making coaching a part of each employee’s development discussion and creating mentoring relationships to build motivation and engagement. Benefits With the implementation of Malagent’s eAppraisal™ and eCompensation™. provide real-time status on every step in the process and enable managers to drill down into their organisations. It had to allow for complex bonus calculations based on multiple profiles. etc. and included extensive form configuration options and complex scoring and weighting. emotions and Zena Group decided to overhaul its appraisal process. It also had to include multirater/peer review functionality. their appraisals had to be specific to job function and demonstrate to them that they could control the outcome. Solution When sourcing an automated employee performance and talent management system. In order to manage employees’ long-term growth potential. probationary. Zena Group needed capacity to handle lots of detailed information. Employees now perceive that the appraisal process provides fair compensation adjustments and rewards. Zena Group wanted a solution that supported all types of performance appraisals (semi-annual.Talent Management Unit 1 individuals to behaviours.

htm  http://www. Zena Group’s compensation culture changes have also improved employee retention and ensured that the compensation budget is adhered to. Berger & Dorothy R. What tools were used to implement these goals? (Hint: Malagent’s tools) References  Lance A.gov. (2004).org/hr_mgmnt/hr_mgmnt.htm Sikkim Manipal University Page No.com/viewer?a=v&q=cache:J99VgpoLr8gJ:www.n s.uk/subjects/recruitmen/general/talentmanagement. and everyone has a better understanding of the company’s talent development needs.cipd.Talent Management Unit 1 make honest and objective assessments.pdf+talent+management+process&hl=en&gl=in&pid=bl&s rcid=ADGEESg53LDHBbevWhxzz1i6YK809Z4hEs8rlnj_T72a4yz6Iwn9bjusMA_6Gd4vC7Ciae4WCDq-xGqA09ChQQIfehay03WXXDjLvgzsl4kc6BGBuDpq1fn0AxUUwKpMV2xcvupxY&sig=AHIEtbRjQxGXc3ButeMrJ0rlCOi0GNKeQA  http://managementhelp.scribd.com/  http://docs. Questions 1. The Talent Management Handbook.google. Malagent has helped the managers to better recognise top performers through performance management.talentmanagement101. 23 .ca/psc/v2/pdf/hrCentre/resources/talentManagement/TM%2520Proces s%2520Guide.com/doc/16689636/Talent-Force-by-Rusty-Rueff  http://www.co. E references  http://www. Berger. What was the overall goal of Zena group? (Hint: Performance oriented culture) 2.

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