CHAPTER 3:

TALENT ASSESSMENT

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 Learning Outcomes:

1. Discuss on the common principles of talent management.

2. Compare the differences between talent management and HRM.
3. Discuss the drivers for TM.
4. Explain talent culture and its impact to the organisation.
5. Discuss the importance of strategic Talent Management.
6. Explain the IPAT Module
 Common Principles of the Talent Management Agenda

1. Expectation regarding the differentiation of talent.

2. The role of line leaders in the development of people.
3. Philosophy regarding the movement of people across business and functions.
4. The role of diversity in staffing strategy.
5. Beliefs about hiring for potential.
 Differences between TM and HRM

Dimension TM HRM

Coverage and focus Focus on the high potential employees: All employees: focus on the differences
their attribute and traits relative to between grades and roles.
others.
Remits Primarily on the selection, development Cover all HR functions including development
and deployment of high potentials. of policies and procedures.

Purpose Develop leadership capability and Manage the whole employment relationship
maximise the contribution of high across the life cycle. Sustain the commitment
potential in key roles and assist and engagement of all employees.
succession into key roles.
Experience Differentiated HR practices Consistency of experience, equality and
opportunity
Influencer Designed by HR professionals in HR division, employees’ experience and line
conjunction with top management managers.
 Drivers for TM

Attracting
Selecting
engaging
Developing
Retaining employees
 HR manages 4 major risks

1.Vacancy risk – (to safeguard key business capabilities, focus on scare skills and
fit to position).
2.Readiness risk – (to accelerate leadership development, provide full business
exposure to rising stars).
3.Transition risks – (to avoid loss of key talent, select successors with leadership
ability an hire for organisation capability).
4.Portfolio risk – ( to maximise strategic talent leverage , focus on senior
management’s commitment to development and performance standards).
 Strategic TM

• An ensuring that a sufficient supply of talent is available across the organisation

to achieve competitive advantage, enhanced corporate performance and
maximising the productivity of an organisation’s talent pool.
 The importance of Strategic Talent Management

The ongoing war for talent.

Negotiating power has shifted from the organisation to the employee.
The fluctuation of unemployment rate.
Organisation are outsourcing the work leftover from downsized jobs.
 IPAT Model of Assessment Based Strategic TM

1. Discover 3. Transform.
• Identify your talent •Provide high potential talent
• Find the right people
challenging training and
development opportunities.
• Fit and productivity
•Cultivate a culture of feedback and
2. Inspire continuous improvement.
• Coach, mentor and give performance •Assess organisation direction,
feedback. culture, climate and values.
• Cultivate leadership •Build and develop teams and
• Evaluate teamwork.
 Talent Culture

• Training Culture’ might be how you upskill your staff, whereas ‘People Culture’
might be the values your people live and work by.
• ‘Talent Culture’, in this report, means ‘approaches and behaviours around the
recruitment, on boarding and retention of talent’.
• A progressive Talent Culture is science-based rather than intuition-based,
integrates aptitudes with soft and hard skills, has flexible expectations, and keeps
the approach in continual review.
 The impact of company culture on TM

• Company culture refers to the shared values, beliefs, behaviours, and practices that shape the way
employees work and interact with each other.
• Company culture plays a significant role in talent management as it impacts employee
engagement, performance, and retention.
• A positive company culture attracts top talent and fosters a sense of belonging and purpose among
employees, leading to higher job satisfaction and productivity.
• On the other hand, negative company culture can lead to high turnover rates, poor performance,
and low morale.
• Companies with a strong and positive culture are often seen as desirable employers and are more
likely to attract and retain top performers.
 Characteristics of a Positive Company Culture

1.Values and beliefs

2.Communication.
3.Employee Engagement
4.Recognition and reward
5.Leadership.
 Challenges in building and maintaining a positive company
culture.

1.Defining and Communicating company values.

2.Ensuing Alignment
3.Fostering Inclusivity
4.Maintaining a positive workplace environment.
5.Ensuring consistency
 Thank you

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