MODULE-II: TALENT

PROCUREMENT AND DEVELOPMENT

DEVELOPING A TALENT MANAGEMENT SYSTEM, IDENTIFYING TALENT

NEEDS, SOURCING TALENT, RECRUITING PROCESS, DEVELOPING TALENT,
DEPLOYING TALENT, TALENT MULTIPLICATION
 DEVELOPING A TALENT MANAGEMENT SYSTEM

 Talent management is a constant process that involves attracting and retaining high-
quality employees, developing their skills, and continuously motivating them to improve
their performance.

 The primary purpose of talent management is to create a motivated workforce who will
stay with your company in the long run. The exact way to achieve this will differ from
company to company.

 Talent Management System also known as Applicant Tracking System ( ATS)

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 A talent management system, or TMS, is an integrated software platform that supports

core talent management processes, including recruitment, employee onboarding,
performance management, learning and professional development, compensation
management, and succession planning. These processes, and the technical capabilities that
support them, are typically delivered via software modules. So, businesses can start with
what they need and add additional functionality as they grow.

 Most importantly, with a TMS, an organization can link human resource planning to its
business strategy. This ensures proactive measures are in place to provide the necessary
talent that will support the current and future goals of the business.
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 A TMS integrates all of the HR modules needed to attract, hire, and develop employees.
Although it is common for individual modules – such as recruitment or performance
management – to be referred to as talent management systems.

 Talent management systems typically run in the cloud. A cloud platform provides a range
of benefits, including larger data storage capacities, more robust security, and easier
integration with complementary applications such as payroll, training programmes, career
planning, and other systems, as well as the secure storage of employee data (such as
personal information, demographics, and compensation).
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 The key elements of a talent management system.

 Plan. Ensure talent strategies align with the needs of the business. Work with leadership teams to

understand business objectives, then ensure the talent strategy supports these outcomes.

 Recruit candidates. Source talent globally, nurture candidates throughout the recruitment process,

and leverage the efficiencies of a comprehensive applicant management and tracking system.

 Onboard employees. Optimize new hire engagement with a dedicated onboarding portal. Ramp

employees quickly with paperless new hire processes. Automate workflows for on-, off-, and cross-

boarding. Optimize
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 Manage employee performance. Help employees manage their goals. Use guided action

planning for continuous performance management.

 Plan and design compensation models. Reward and recognize strong performers.

 Develop and retain employees. Provide modern and engaging learner experiences.

Schedule and carry out compliance training. Develop proactive succession plans and

actively develop leaders.

IDENTIFYING TALENT NEEDS

 Talent identification is to ensure that the appropriate players are being selected. Selection
must be done fairly and equitably. This requires a better understanding of player identification
and the adoption of a suitable selection policy

 Selectors need to ensure that they are assessing the correct qualities and consistency in
selection.

 Talent identification is the process of recognizing current players that have the potential to
excel. It involves an attempt to predict the future capacity of performance of an individual.
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 Talent identification is based around several areas these being physical attributes, physiological skills, technical
skills, cognitive skills, and social skills.

 It is important that the talent identification program has a clear focus that emphasizes identifying players with
long-term potential rather than current, tournament-willing ability.

 Identifying high potential employees is one of the biggest challenges for organizations. It’s also important to

remember that not all high performers are high potentials. So, what do employers need to look for?

 When we’re talking about high potential talent, we are speaking of employees who have the ability and

ambition to be successful leaders within an organization. When identifying who is a high potential employee, it

may seem like an obvious starting point to look at high performing employees. However, while an employee

may be great in their role, they may not have the potential or even desire to take on a leadership role.
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 Here are six key personality traits that organizations can use to distinguish high potential employees:

 Adaptability: Highly adaptable Individuals can adjust their behavior and attitude to fit the needs of a
given situation, particularly in a quick manner.

 Dealing with pressure: Individuals who handle pressure effectively can do so by remaining positive
in hectic times and high-pressure situations. They remain productive despite the stress and ambiguity
of a situation.

 Learning orientation: Individuals who demonstrate high learning orientation look for opportunities
to develop skills and actively seek out challenges for self-enhancement.
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 Drive for results: These individuals demonstrate determination, pushing themselves and others to meet
challenging goals with a commitment to producing exceptional results.

 Strategic thinking: Individuals who possess strategic thinking focus on the future. They consider longer-
term goals aligned with a vision and consider the broader context with a future orientation.

 Self-awareness: Individuals with high self-awareness understand their strengths and limitations and more
importantly, understand how their feelings may impact reactions and decisions.

 With the right strategy and tools in place, uncovering and identifying these talented individuals will make it
easier for organizations to utilize their high potentials.
SOURCING TALENT

 Talent sourcing refers to the process of identifying, researching, generating, and

networking with potential job candidates to convert individuals into job applicants. The
broader task of talent sourcing is to generate a consistent flow of highly-skilled
applicants.

 Talent sourcing is defined as a structured method of identifying, engaging, and

networking with relevant talent pools of best-fit prospective candidates, to generate a
steady candidate flow for current and future positions.
The Talent Sourcing Process

 Each organization should develop its own sourcing process to suit its own needs. With
that in mind, there are four basic steps to the sourcing process. As you will see, the talent
sourcing process combines elements unique to talent sourcing with those that overlap with
recruitment.
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• Plan: talent sourcing begins with establishing a clear plan designed to direct your search
toward areas where you are most likely to find a high density of desirable candidates

• Source: once a sourcing plan is in place, the next step is to identify, reach out to, and
cultivate relationships with potential candidates. Be sure to read the "Talent Sourcing Tips
section below for guidance on how to source most effectively

• Assess: Once you’ve generated a pool of qualified applicants, it's time to assess the pool.
This involves identifying the candidates best suited to perform the position in question and
those most aligned with your organization’s culture and values.
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• Hire: after a thorough interview process, you will offer the position to the top candidate, negotiate the
particulars of the employment contract, and ultimately hire them.

• Onboarding: the final stage of the talent sourcing process entails the onboarding of new employees.

 Conclusion

 Talent sourcing is the crucial first step in bringing the best talent into your organizational fold. The best talent-

sourcing teams can cultivate a robust and steady stream of high-quality potential candidates who remain

engaged with and interested in joining your organization. By having a clear sourcing process in place,

utilizing best practices, and constantly searching for ways to revise your strategy, you will maximize the

utility and benefit of your talent sourcing operation.

Talent Acquisition

 Talent acquisition is the strategic process employers use to analyze their long-term talent needs in the
context of business goals, identify and develop the best talent sources, then execute the strategy by
recruiting, evaluating and onboarding candidates. It is usually a function of the HR department
working in close collaboration with talent acquisition specialists, with input from senior executives.

 Talent acquisition is defined as an ongoing HR process to acquire skilled workers in alignment with a
company’s broader business goals, regardless of immediate vacancies.

 Talent acquisition refers to the process of identifying and acquiring skilled workers to meet your
organizational needs. The talent acquisition team is responsible for identifying, acquiring, assessing,
and hiring candidates to fill open positions within a company
 The Talent Acquisition Process

 The talent acquisition process involves several complex steps. The most essential of those include:

 Sourcing and Lead generation

 Recruiting and attracting top candidates

 Interview and Assessment

 Evaluating references

 Selecting the best candidate(s)

 Hiring and Onboarding

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 1. Sourcing and Lead Generation: Discover new talents from different pools of talent
through social networks, online forums, job portals, company branding, reaching out to
past candidates, etc.

 2. Attracting candidates: Promote company culture, design attractive compensation

packages, benefits, rewards, promotions, etc.

 3. Interviewing and Assessing: Conduct Selection interviews, written papers, skills tests,
psychological tests etc.
Cont…

 4. Checking references: Checking the candidate’s current & and former managers’
references, and the candidate’s background check before finalizing.

 5. Final Selections: A crucial step in the talent acquisition process, shortlisting and
finalizing the most suitable candidates, company success and depend on its workforce.

 6. Hiring and Onboardings: Issue offer letters to the selected candidates, send them
welcome emails, and arrange orientation and introduction sessions.
RECRUITMENT TALENT ACQUISITION
1. This is an action This is a strategy

2. This is an aggressive approach. This is a thoughtful approach.

3. This is a tactical process to fill an This is an ongoing procedure for long-term

immediate vacancy. resource planning

4. This looks for employees. This seeks specialists and leaders.

5. This emphasizes fulfilment of the defined This focuses specific skill sets, knowledge, and
eligibility criteria experience.

6. Takes less time, but is costly Takes more time, but is simple
TALENT DEVELOPMENT

 Talent development refers to strategically developing employees’ skills based on

organizational objectives. It is an organizational process that builds upon employees’
existing skills and knowledge while identifying and filling skills gaps to drive business
performance.

 In other words, talent development helps employees advance in their careers while also
achieving organizational goals. This includes focusing on learning and development (for
example, through a mentorship program, leadership training, and on-the-job training),
creating a tailored development plan for each employee, and more. The aim is to uncover
hidden talent and grow and retain your high performers inside the business.
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 “The efforts that foster learning, employee engagement, talent management, and
employee development to drive organizational performance, productivity, and results. To
some, talent development is an important tool for unleashing human potential. To others,
it is a set of practical capabilities for driving organizational results by creating the
processes, systems, and frameworks that advance training and development strategies,
succession planning, and learning opportunities."

 Simply put, it is a method of identifying an employee’s strengths and creating growth

opportunities for them in the company that capitalizes on those strengths.

 Or, put another way, it equips employees with new skills and sets them up for career
advancement in the company.
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 It includes activities such as:

• Acknowledging the potential of each employee

• Building on employee strengths

• Moving workers to positions where they are better suited

• Creating plans to help teams grow and thrive over time

• Focusing on talent development initiatives that encourage growth

 The ultimate goal for talent development is to cultivate a high-performing

organization that can meet its goals and objectives.
Deploying Talent

 Deploying talent means enabling them to strengthen their commitment to the company. It
allows them to develop new skills, to work on assignments that are meaningful to them,
and thus to progress in their careers. By improving this professional fulfillment, the
feeling of belonging will increase as well.

 It’s about identifying and allocating talent to the right projects, and maximizing their use
to better meet customer needs and drive business growth.
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 Talent deployment is a critical aspect of organizational growth and success. By effectively

placing employees in roles that align with their skills, interests, and expertise, businesses
can optimize their workforce, drive productivity, and foster innovation. In this article,
we’ll explore various strategies for improving talent deployment, along with real-world
examples that demonstrate the effectiveness of these approaches.
 1. Identify employee strengths and interests
 Before deploying talent effectively, organizations must first identify the strengths and
interests of their employees. This can be done through various methods, such as
conducting personality assessments, skill tests, and conducting employee surveys.

Real-world example: Google’s Project Oxygen aimed to determine the key attributes of
successful managers. By using data-driven insights, they developed a performance
management system that allowed them to identify and promote leaders based on their
unique strengths.
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 2. Implement cross-functional teams

 Cross-functional teams bring together employees from various departments and
backgrounds, promoting collaboration, innovation, and diverse perspectives. By breaking
down departmental silos, organizations can better leverage the skills and expertise of their
workforce.

Real-world example: Spotify’s squad model is an innovative approach to team structure.

The company organizes its employees into small, autonomous teams, or squads, with each
squad focused on a specific aspect of product development. This model allows for greater
collaboration and adaptability to changing business needs.
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 3. Encourage employee development and growth

 Offering opportunities for employees to develop new skills and advance their careers can
lead to increased motivation and engagement. This, in turn, results in a more versatile and
adaptable workforce.

Real-world example: General Electric’s Crotonville Leadership Development Center

offers employees the chance to participate in leadership training programs and workshops.
By providing these opportunities, GE can develop a strong pipeline of talent for future
leadership positions.
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 4. Deploy talent based on data-driven insights

 By utilizing data and analytics, organizations can make more informed decisions
regarding talent deployment. This might include measuring employee performance,
identifying skill gaps, and predicting future workforce needs.

Real-world example: IBM’s Watson Talent Frameworks uses AI-driven analytics to help
organizations understand the skills and competencies needed for specific roles. By
leveraging this data, businesses can make more strategic decisions when deploying talent.
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 5. Foster a culture of internal mobility

 Promoting internal mobility can help organizations better utilize their talent pool by
allowing employees to explore different roles and develop new skill sets.

Real-world example: Cisco Systems encourages employees to pursue opportunities

within the company through its Talent Connection program. By providing access to
internal job postings and career resources, Cisco ensures that employees are aware of
opportunities for growth and development within the organization.
TALENT MULTIPLICATION

 One of the essential ingredients of a high-performance business today is talent

organization's people, from its current and future leaders to its frontline employees.

 Companies seeking to compete on talent and become talent-powered organizations truly

must build a distinctive capability we call talent multiplication.
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 Talent is typically thought of as an attribute of individuals. It is admired by artists,

musicians, and athletes. In Business, we praise the talents of exceptional leaders brilliant
strategists, outstanding salespersons, Savvy marketers, and financial wizards.

 Most organization’s talent management strategies and practices focus on individuals. An

exclusive focus on leaders, stars, and high-potential employees misses the opportunity to
identify and nurture collective talents that may yield a whole that is greater than the sum
of the parts.