Profiling and Talent Management

Learning
Objectives

 Nowdays issues in HRM

 Define talent acquisition and differentiate
between sourcing and selection processes.
 Use tangible and intangible data to articulate a
business case for effective talent management.
 Articulate the seven steps in a common talent
acquisition process.
 Conduct a job-fit and organization-fit analysis
and translate the analysis into selection criteria
and methods.
 Learning
Objectives

 Develop behavior-based and situation-based

interview questions derived from job
analysis data and conduct a professional
interview.
 Design a process for final candidate
evaluation.
 Articulate an employer’s legal
responsibilities
in the recruitment process.
 Highlight various strategies to onboard new
employees.
“The days of simply maintaining personnel files
and advising on hiring, firing and
compensation are long gone for HR
professionals. Today they fulfill a variety of
roles that require knowledge and
competencies in areas that were foreign to
them in the past.”
Salvatore et al. (2005)
 Nowdays Issues in HRM
• Competitive Challanges Ahead
• Facts and Myth
• HRM at Work
• The Management Process
• Source of Organisational Capabilities
• HRM and Practices
• At companies with effective HRM
• Human Capital
• Competency based HRM
• Talent Management
• HRM and Sustainable Competitive Advantage
• High-Performance Work System
 Competitive
Challenges Ahead

• Globalization
• Value Chain for Business Competitiveness & HR services
• Profitability through cost and growth
• Capability Focus
• Change, change, and change some more
• Technology
• Attracting, retaining, & measuring competence & intellectual capital
• Turnaround is not transformation
• People go into HR • HR departments are not
because they like designed to provide
corporate therapy or as
people social or health-and-
happiness retreats.
• HR professionals must create
the practices that make
employees more
competitive, not more
comfortable.
• Anyone can do HR. • HR activities are based
on theory and research.
• HR professionals must
master both theory and
practice.
• HR deals with the soft • The impact of HR
side of business and practices on business
is therefore not results can and must be
accountable. measured.
• HR professionals must
learn how to translate
their work into financial
performance.
• HR focuses on costs, • HR practices must
which must be create value by
controlled increasing the
intellectual capital
within the firm.
• HR professionals must
add value, not reduce
costs.
• HR’s job is to be the • The HR function does not
own compliance- managers
policy police and the do.
health-and-happiness • HR practices do not exist to
patrol. make employees happy but
to help them become
more committed.
• HR professionals must help
managers commit
employees and administer
policies.
• HR is full of fads. • HR policies have
evolved over time.
• HR professionals must
see their current work
as part of an
evolutionary chain and
explain their work
with less jargon and
more authority.
• HR is staffed by nice • At times, HR should
people. force vigorous debates.
• HR professionals should
be confrontative and
challenging as well as
supportive.
• HR is HR’s job. • HR work is as important
to managers as are
finance, strategy, and
other business domains.
• HR professionals should
join with managers in
championing HR issues.
 Human Resource Management at Work

• What Is Human Resource Management (HRM)?

– The process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and
safety, and fairness concerns.
• Organization
– People with formally assigned roles who work together to
achieve the organization’s goals.
• Manager
– The person responsible for accomplishing the organization’s
goals, and who does so by managing the efforts of the
organization’s people.
 The Management Process

Planning

Controlling Organizing

Leading Staffin
g

Copyright © 2011 Pearson Education, Inc. publishing

1–18
as Prentice Hall
 Source of Organisational Capabilities:

 Human Capital-skills,experience,know-how and capabilities

of individuals in the organisation.
 Structural Capital-Organisational architecture,business
processes,culture,decision making,patents, trademarks.(Intellectual
Capital).
 Relationship Capital-internal and external interconnectedness, Value
Chain Management,Image promotion and development

19
 HRM can increase its contribution to the organisations’
effectiveness by playing key role in creating value in each
of the components of strategic capability.
Through sound HR Policies, Programs and Practices
 HR should be involved in the identification of Key
Competencies that are needed to exploit existing
Organization Capabilities; Developing Competencies to
achieve organization's strategy.
Human Resource Management (HRM)

The policies, practices, and systems that influence

employees’:
– behavior
– attitudes
– performance
Human Resource Management Practices
Evolution of HR Function
At companies
with effective
HRM:

• Employees and customers tend to be more

satisfied.
• The companies tend to:
– be more innovative
– have greater productivity
– develop a more favorable reputation in the
community
 Human Capital

• Human Capital – an • The concept of “human

organization’s resource
employees described in management” implies
terms of their: that employees are
– training resources of the
– experience employer.
– judgment
– intelligence
– relationships
– insight
 Competency Based HRM
• Competencies begin to play a central role in the formulation of an HR
strategy;
• This is an HR strategy that is directly aligned to the business
strategy
• HR needs skills and tools for competency tracking and
management
for the individuals and teams within an organisation.
• Such tracking helps in Skills Gap analysis.
• These processes can now be assisted by standardised data formats, which
can be automated.
 Alignment of HR with Business

Strategy
What are our strategic
and business
objectives?

Distinctive Competence
To achieve our strategy, what are
the key things we need to do
exceptionally well in order to
achieve our competitive advantage.

Workforce Capability
What are the key capabilities that our
workforce needs to excel in order to
achieve our business strategy?
 COMPETENCIES AS LINK BETWEEN STRATEGY AND
HUMAN RESOURCE PROGRAMMES

Business Organisational Capability Human Resource

Competencies
Capabilities Components Consequences
Strategy
• Characteristics • Measures • The • Human
• Strategy
• Mission of the organi- and actions competencies Resource
• Values zation which needed to (skills and activities for
• Objectives are crucial build each behaviour) developing
for success- Capability needed to and reinforcing
fully imple- bring about the required
menting the required competencies
the capability
organizatio components
n’s
strategy

30
 FROM STRATEGY TO INDIVIDUAL COMPETENCIES

Business Organisational Capability Employee

Capabilities Components Competencies
Strategy

• Obtain and • Strong focus on • Knowledge of the

Strategic Intent maintain No. 1 Added value of Market and
• To become the position in telecom Customers Competitors
Leading telecom l services • Sophisticated • Understanding of
provider provision information The customer.
in Egypt • Accelerate system. • Customer focused
network attitude.
expansion

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 The Dave Ulrich Model

Future/strategic focus

Strategic partner Change Agent

(Management of Strategic (Management of

Human Resources) Transformation
Processes

and change)

People
Administrative expert Employee champion

(Management of (Management of
Organisation infrastructure) Employee contribution)

Day-to-day operational focus

HR as Change Agent

Future/strategic focus

People Focus
Change Agent

(Management of
Transformation
and change)
 Talent management

• Talent management is the strategic management of

the flow of talent through an organization.
• Its purpose is to assure that the supply of talent is
available to align the right people with the right jobs
at the right time based on strategic business
objectives.
Impact of Human Resource Management
 Behind these numbers are gaps in areas particularly relevant in
today’s environment

Traditionally Engaged Enablement Energy

 Belief in company goals  Freed from obstacles to  Can sustain energy
and objectives succeed at work needed at work
 Emotional connection  Have resources to  Have social supports in
(pride, recommendation) perform well work environment
 Willingness to give  Can meet work  Have sense of
extra effort to support challenges enthusiasm and
success effectively accomplishment at work

Ensuring people are Ensuring people have

capable of doing their capacity to perform
jobs well at their best
 HRM and Sustainable Competitive Advantage

• An organization can succeed if it has sustainable competitive

advantage.
• Human resources have the necessary qualities to help give
organizations this advantage:
– Human resources are valuable.
– Human resources with needed skills and and knowledge are
sometimes rare.
– Human resources cannot be imitated.
– Human resources have no good substitutes.
High-Performance Work System

An organization in which technology,

organizational structure, people, and
processes all work together to give an
organization an advantage in the
competitive environment.
 Who is Responsible for HR?

In an organization, who should be concerned with

human resource management?
A. Only HR departments
B. Only Managers
C. Managers and HR departments
Supervisors’ Involvement in HRM
Talent Management
Talent Management

Talent management is the strategic

management of the flow of talent through an
organization.
Its purpose is to assure that the supply of
talent is available to align the right people with
the right jobs at the right time based on
strategic business objectives.
 Talent Management
Talent Management

Talent-management processes include:

Workforce planning To drive
Talent-gap analysis performance, deal
with an increasingly
Recruiting rapid pace of change
Staffing and create
Education sustainable success,
and an organization must
integrate and align
developm these processes with
ent its business
Retention strategies.
Talent reviews
Succession planning
Talent Management Model
Talent Management Model
 Key Assumptions

“Organizations need to
get the right people on
the bus and in the right
seats to succeed.”
“Good coaching, training,
mentoring, etc., is not
likely to make up for bad
selection.”
“Hire hard….Manage
easy!”

Collins, J. (2001). Good to great. New York:

HarperCollins.