DESIGNING THE MANAGERIAL

JOB
UNIT 2-1
 6 Common mistakes in Designing Managerial Job

•Too small job

•Non job
•Failing to balance Manage and Working
•Poor job design
•Titles as rewards
•The Widow-Maker Job

Guidelines for avoiding mistakes

•Appropriate scope of the job
•Full time challenge of the job
•MSD required by job design
IDENTIFYING THE MANAGERIAL TALENT

Talent identification and management consists of the

ways by which an organization attracts, recruits,
retains, identifies and develops talent.
 PROCESS OF TALENT IDENTIFICATION
1.Assessing talent pool needs: During this step, the capabilities of
current members of the organization has to be assessed, and the
future (and current) capabilities needed is gauged. The gap between
the two (if any) is the new talent that is required.  

2.Spot talent: Individuals with leadership and/or management

potential have to be identified, as well as Subject Matter Experts
(SMEs) and key knowledge holders. 
 PROCESS OF TALENT IDENTIFICATION

3.Develop talent: Plans for developing talent within the

organization (either existing or acquired) must be
established in order to prepare for future needs. As well,
opportunities for job rotation should be identified, in
order to expose talent to new experiences. 

4.Retain talent: Once a talent base has been created, it

needs to be retained. In order to do so, recognition plans
and reward schemes can be put into place.
 Critical Ingredients of Talent Management

•Problem solving and sound decision making abilities

•Local / Functional know how
•Ability to get things done through others
 Steps involved in identification of talents

•Clarification of organisations strategy for future.

• Develop a model in identifying the talent pool in the
system
• Recruiting, hiring, selecting, developing and promoting
the right kind of candidates to the right kind of job.
• To adopt valid and well developed research process for
hiring, developing and promoting leadership talent.
 Different Assessment Techniques for Job
performances
•Distinguished Assessment Techniques for Job talent
identifications are:
• Work sample or skill test
• Job simulation or Assessment center
• Job knowledge test
• Personality test
• Biographical questionnaire
• Structured interview
• Mental abilities test
• Unstructured interview
• Reference check
 Not equal in all
of us
(as some suggest)

POTENTIAL
What I can become through
learning
AMBITION
What I want to do

Conversion?
Balance?

Speed of
COMPETENCE
What employers What I do now
want / buy
 Identifying Talent Potential

How many Square do you see in this ?

 Have a second look

Has your view changed?

This image could be akin to an employee, a team, an

organization or a market. Where the number of squares that we
see is the capacity or potential of the individual, org etc. so in
this instance the “potential” of this individual is 16, although
some of you may have thought 17 – and the very odd few of you
may have thought 30..
 How many squares?
 
Are you capturing the potential talent of “16″ – or is it really
identifying those with much greater potential.

Many would have said “30”, but if you look the squares you will
see many that give that as the answer – It is linear thinking.
Identifying talent is not linear –Look at our resources in both
creating and in lateral ways.
Do competencies have a place in talent
identification?
There are only a few REAL competencies. They are ability to

1. To Learn rapidly
2. Adapt & Change
3. Innovate
4. Develop Others
5. Build Collaborative Relationships
6. Intrapersonal Awareness

With these “base level” competencies a person should be equipped

to meet any future needs. The only real difference between people is
the speed and willingness at which they adapt – for leaders we need
people that recognize when change is required and adapt
appropriately – not too early – and certainly not to late.