Objectives of Talent Management

 Capture the right talent and convert it

 Identify various upcoming challenges of talent

management

 Establish upcoming trends in talent management.

 Identify the ways to retain the best talent.

Essentials of Talent Management
 Activity of identifying, realizing, and guiding untapped
potential in people.

 Nurturing and developing of people

 Involves individual and organization development

 Supportive people oriented organizational culture.

 Deliberate approach undertaken

THE ELEMENTS OF TALENT
MANAGEMENT
 The resourcing strategy
 Attraction and retention policies and programmes
 Talent audit
 Role development
 Talent relationship management
 Performance management
 Total reward
 Learning and development
 Career management
CHARACTERSTICS OF HR AND TM PROCESS
  HR process TM Process

Goals Greater efficiency , Better management of people to

obedience achieve strategic business goals

Metrics Shorter time to hire , lower Higher quality hires , stronger

cost to fill, higher leadership pipeline
percentage of employees
reviewed

Benefits More efficient HR Better business performance

performance
Users HR professionals / power Business managers , HR
users professionals
Decision Makers HR specialist HR specialist, senior executives,
business managers,
TALENT MANAGEMENT PROCESS
Clarifying
Expectations

Feedback

Coaching

Appraisal of
Talent Usage
ATTRACTION STRATEGIES

 Employer branding

 Employer of choice

 Targeted recruitment and selection

RETENTION STRATEGIES

 Factors affecting retention

 Risk analysis

 Analysis of reasons for leaving

 Areas for action

TALENT ACQUISITION STRATERGIES
INTERNAL STRATERGIES
EXTERNAL STRATERGIES
Components to Talent Management

 Strategic Plan
 Competencies Required
 Talent Inventory
 Succession Plan
 Recruitment Plan
 Development Plan
Successful Talent Management

 Senior management’s support

 Readiness
 Ability to link people and processes
 Understandable
 Evaluation and review
Talent Management
Phase 1 Phase 2 Phase 3
Talent Inventory Succession Development
Planning Planning
Identify needed Identify successors Job Rotation
competencies to key positions
Identify key Identify Development
positions competency gaps assignments
Identify high Develop Formal training
potential recruitment plans
employees
Mentoring
Leadership
Development
Talent Inventory
Individual Talent Assessment

 Work history
 Special Contributions
 Major Accomplishments
 Key Attributes / Strengths / Special Skills
 Aspirations
 Development
Development Planning
POSSIBLE SOLUTIONS
Ways To Manage Talent
 Connecting corporate strategy with the quantity and quality of leadership
required to execute it.
 Driving leader’s accountability for the cultural strategies that support
business goals.
 Identifying those individuals with the highest leadership potential across the
organization early in their careers.
 Assessing high-potential talent against a holistic and future-facing
definition of leadership
 Accelerating the development of high-potential talent and improving the
quality of executive leadership
 Enhancing the focus on growing better leaders at all levels from first line
upwards
Talent Management
should be about…
 Enabling employees to deliver business success
 Ability to direct the positive energy of people to the right areas.
 How it will achieve the specific goals of the organisation
 Valuing the natural talents and aspirations of the employees
 Understanding what blockages can spoil all the hard work
 Operating people processes that join together with one another and
with the business’s goals
 Understanding how to manage people for alignment as well as ability
 Start with the end in mind—talent strategy must be
tightly aligned with business strategy

 Talent management professionals need to move

from a seat at the table to setting the table

 One must know what one is looking for—the role of

Success Profiles

 The talent pipeline is only as strong as its weakest

link
 Talent Management is not a democracy

 Potential, performance and readiness are not the same thing

 Talent management is all about putting the right people in

the right jobs

 Talent management is more about the “hows” than the

“whats.”

 Software does not equal talent management

 Job Stretch and Mobility

 Freedom and Stimulation

 Deep Immersion

 Teaching and Coaching

 Diversity of Talents and Personalities

 Horizontal Growth Paths

DDI’s Talent Management Model
 Tackling Talent Shortages

 Managing Talent and Improving Leadership Development

Category 1: Developing and Retaining the Best Employees

Category 2: Anticipating Change
Category 3: Enabling the Organization

 Mastering the Fundamentals of HR

 Sustainability and Corporate Social Responsibility

 HOW CAN HR TACKLE THESE CHALLENGES?

 Focus on Managing Talent

1. Analyze the age of their workforce down to the job-function level

2. Develop plans for individual career management

3. Develop plans for knowledge management for the firm

4. Encourage lifelong learning to renew skills and keep them update

5. Develop a better understanding of staffing needs and trends, and develop

tools to acquire, develop, retain and reward talent based on workforce
demands

6. Grow comfortable in a global world with geographically dispersed

workforce
Role of HR in Talent Management

 Executing talent management strategy

 Being custodians of the talent

management process

 Providing guidance and fresh thinking

about talent management programs
Talent Management Helps in

Increasing Reducing
 Employee  Employee
satisfaction turnover

  Time to ramp
Worker
new hires
productivity
 Learning
effectiveness
Executing Talent Management
Strategies through People, Process
and Technology
People

 From  To
 HR owned  Business-owned
function/ process strategy that the
HR Business
 Siloed HR partner develops
functions based on
process  Unified talent
organization
 Limited by of HR models
competencies,
history &  Capability to
assumptions manage talent
Processes

 From  To
 Siloed &  Unified & fluid
integrated
 Enables different
 Peanut butter strategies for “All
approach same & Few”
for everyone
Technology

 From  To
 Modules  Unified & fluid
 Process support  Business decision
support
 Developed to serve HR
 Developed to
serve the
business and
employees
Conclusion
 “Talent Management” has
become one of the most
important buzzwords in
Corporate HR and Training
today.

..at any one time 59% of

employees will be
open to working
elsewhere
THANK YOU!!!
 Neha Taneja
 Pallavi Singhvi
 Swati Pasricha
 Siloni Sangra
 Bhavisha Sharma
 Lovleen Bhola
 Nidhi Bhandari