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All Rights Reserved for MISUYURA International Training Consultancy
Module ITalent Management: Meaning and significance of talentmanagement. Aligning HRM goals to business, attractingtalent, retaining talent, becoming the best employer byemployer branding activities, inculcating performanceculture, right sizing the or!force, or! life balance
initiatives, providing HR leadership to business.
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Talent - the sum of a person's abilities and his or herability to learn and grow.
The term was coined by David Watkins as Theprocess of attracting and retaining protableemployees as it is increasingly more competitivebetween rms and of strategic importance has cometo be known as !the war for talent!
Talent "anagement enables organi#ations to rapidly
align develop motivateand maintain a high-performance labor force. They also alleviate thehassle of writing performance reviews by automatingthe task and ensuring $uality of reviews and reviewedon time.
%&T(D)*T%(&
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+ conscious deliberate approach undertaken toattract develop and retain people with theaptitude and abilities to meet current and future
organisational needs.
T+,&T*("/T&*0*(""%T"&T0*(&T%1)T%(&
%&T(D)*T%(&
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Did you think about how any of your staff areo!ened to work soewhere else" #ell$ at any one
tie ore than %%& of your e!loyees will bewelling to leave you'''
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A set of business !racticesthat anage the
!lanning$ ac(uisition$develo!ent$ retentionand advanceent oftalent in order to achieve
business goals ando!tii)e !erforance'
Nothing is as important as Identifying, Training and Holding ontotalented people Jack Welch
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#hen business needs are high$ !eo!le with arange of talents are added' *owever$ #hen
business eases$ talent needs dro! and workforcereductions and hiring free)es are coon
res!onses
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Understanding requirement
Training & Development
Retention
Selecting Talent
Attracting Talent
Sourcing talent
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Competenc mapping
Training & Development
!"it
Succession planning
Career planning
#er$ormance appraisal
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+Right !erson in the right ,ob'+ Retaining the to! talent'
+ -eadershi! and .high !otential e!loyee/develo!ent'
+ 0erforance anageent'+ #orkforce !lanning'
+ Culture'
+1urture and develo!ing of !eo!le'+ Involves individual and organi)ationdevelo!ent'
+ Deliberate a!!roach undertaken'
+ 2inancial benefits'
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(12*T%34 (5 T+,&T"+&+6"&T
*apture the right talent and convert them toorgani#ation assets
%dentify various upcoming challenges of talentmanagement
stablish upcoming trendsin talentmanagement.
%dentify the ways to retainthe best talent.
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%ncreasing
EmployeeSatisfaction
WorkerProductivity
Learning
Eectiveness Service Levels
educing
EmployeeTurnover
Absenteeism.
Ne !ires.
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+TT+*T%(&
4T+T6%4 Employer branding
Employer of choice
Targeted recruitment and selection
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T+,&T +*7)%%&6
4T+T6%4
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%&T&+, 4T+T6%4
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8T&+, 4T+T6%4
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%uild a Winning !nvironment that people ant to
'elong to
!sta'lish a Talent (anagement (indset) hich em'eds
*nership and Accounta'ilit $or *ptimising Talent
and #otential
Create Tangi'le (eans to +denti$) select and deplo
people o$ *utstanding Talent
,ull !ngage Talent) use it and manage itIntelligently
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T&T%(&4T+T6%4
Factors aecting retention
Risk analysis
Analysis of reasons for leaving
Areas for action
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Change*rgani-ation
Culture
(anagingSuccession
SelectingTalent
AttractingTalent
RetainingTalent
Recogni-etalent
WA.S T* R!TA+/(A/A0!TA1!/T
"A#$ T% R&TAI' MA'A(& TA)&'T
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Plan
+ AlignWork$orceto Strategic*'2ectives
+ Retain TopTalent
Instruct
+ #rovideTraining
+ !na'le0lo'al1earning
Reward &
Promote
Give Suitable
Compensatio
n and
Rewards
1earning Retention
Career #rogression
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+,%6&%&6 1)4%&44
4T+T6%4 W%T9 T9 94T+T6%4 /erformance planning and
valuation: )niform ; standardprocedures: 6rowth add value
4trategic "anpower planning:
4trategic ecruitment ; 4election
"apping Talents: Develop nurtureand retain skill inventories
Training ; Development activities.
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34ecuting talent anageent strategy
5eing custodians of the talentanageent !rocess
0roviding guidance and fresh thinkingabout talent anageent !rogras
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Current
Required Job Skills
rgani!ationalb"e#ti$es
%orkfor#e&ompeten#ies
AlignDevelopmentith /eeds
Close 0aps &(onitor
#er$ormance
+mproveCritical
Competencies
,uture
Required Job Skills
Competenc0ap
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Su!er 6ee!ers
A very sall grou! of individuals who have deonstrated su!erioracco!lishents$ and who ebody the core co!etencies andvalues of the organisation
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6ee!ers
Those who 34ceed 3!loyee 34!ectations
Solid Citi)ens
Meet 7rganisational 34!ectations
Misfits
Thosewho fall below 7rganisational34!ectations
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"/,(
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"/,(s desires
What drives their sense of engagement orcommitment.
1etter understand the attributes which arelikely to attract.
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"/,(
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"/,(
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"/,(
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%&*),*+T%&6 /5("+&*
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%&*),*+T%&6 /5("+&**),T) *ulture is the learned assumptions on which people
base their daily actions.
(perating system! organi#ational D&+. %ntrinsic to organi#ation culture. "anaging the performance of organi#ations teams
and individuals. ,eadership and discipline are the dening elements
for performance culture. 6o beyond conventional way of employee-employer
relation. %nsanely LmadlyM dedicate to the success
&ot successfully implemented or takes too longN %nsuch cases the reason is the absence of aperformance culture.
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%&*),*+T%&6 /5("+&**),T)
%uilding blocks of a performance culture 1asis for performance culture is discipline it
recogni#es that clear boundaries. +ccountability. Decisiveness and standards of eOcellence *ommitments and eOpectations are clear. (penness and trust: 4peak reduces
defensiveness. "anaged di?erences: conPict are dealt with.
)nfullled commitments are eOposed. 6o
beyond safe talk 4implicity and focus: a#or sharp focus on
implementation. /laying to people's strengths:
)nderstanding closing gap.
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(, (5 ,+D49%/ %& 9%69
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(, (5 ,+D49%/ %& 9%69/5("+&* (6+&%Q+T%(&
&ot reside only at the top of the organi#ation.
,eadership must be combined with strategyR it must beongoing consistent and grounded in on-the-Bob learning.
9ighly disciplined organi#ation that has clearaccountabilities and demands results.
Leaders ill 'ave clarityregarding to lead(organi)ation strategy and c'ange* self* t'eir peopleand teams* t'eir organi)ation and t'eir results.
Essential ingredients of leaders'ip as follos(
Taking and managing accountability bringing consensus.
*onstantly sensing and assessingthe eOternal and internalenvironments
(, (5 ,+D49%/ %& 9%69
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(, (5 ,+D49%/ %& 9%69/5("+&* (6+&%Q+T%(& Essential ingredients of leaders'ip as follos(
&egotiating clear eOpectationsand goals. (ngoing feedbackcoaching and follow up.
+re insightful and self-aware. +dopting a coaching style of leadership.This strengthens and
supports coherence communication collaboration . *reating supportive healthy cultures which attract and retain
talent.+reating a performance culture ,troubles in practical
implications- 6et rid of traditional performance appraisals !as e kno
t'em. *omplete the total process by e#pectationsetting* ongoing feedback and coac'ing* and progress .
Deal with performance management 'olistically. !discover 'at is uni/ueabout each person and then
capitali#e on it!.
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"01!TS020N1 T!E
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"01!TS020N1 T!EW3"453"+E /rocess of monitoring and adBusting the composition of
the organi#ation>s workforce to its optimal si#e.
,ogical process of assessing the eOisting staSng levels
Tool to remove eOcess workforce reduce 9 costimprove organi#ation tness and enhance marketcompetitiveness
eorgani#ing or restructuring their business by cost-cutting reduction of workforce or reorgani#ing upper-level management.
The goal is to get the company molded properly to
achieve the maOimum prot..
!The company felt that rightsi#ing was necessary afterfour $uarters of losses.!
"01!TS020N1 T!E
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"01!TS020N1 T!EW3"453"+E ightsi#ing means downsi#ing the employee strength
through planned elimination of Bobs .
/roactive approach rather than it is reactive approach .
/rocess by which organi#ations determine and maintainonly %69T "/,(
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Voluntary early retirements Reducingnumber of organization
layers
Across the board layoffs Considering interdependent
relationships before cutting positions.
Eliminating Training & Development
activities
Asking for appropriate size of
orkforce
!verly deep orkforce reductions "dentifying high potential members and
monitor their development #lacing orking in a $ob hich they do
not have training
#rotecting education and training fund
%ore emphasize on accountability than
on involvement.
Emphasize strong leadership
Epecting the orker ho remain toork hard
Decentralizing operations andempoering retained employees.
"mplementing layoff in a gradual'
incremental manner
Emphasize team development over
individual effort
Emphasize high monitory reard for
career development
"dentifying and protecting core
competencies
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W3"4 L05E %ALAN+E
1alance between work and their private lives.
The two sides of the same coin and balancing themis the an art.
%ncreasing workpressures impactof globali#ation
and technological advancement. Work life and personal life are inter-connectedand
interdependent.
1alancingpointon the seesaw.
motionalintelligenceis re$uired to maintain abalance between private and professional.
/erson>s control over the responsibilitiesbetween
their work place family friend and self.
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W3"4 L05E %ALAN+E Work life balance policies.
ssential for proper managementofresults.
1enets of Work life balance.
educed sta? turnoverrates
1ecoming a good employer or an employerofchoice
educed absenteeismand sicklife
%mproved moraleor satisfactionand improvedproductivity.
educed 4tress burnout.
%ncreased Bob satisfaction.
%mproves concentration
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W3"4 L05E %ALAN+E0N0T0AT06ES
Work75amily %alance initiatives
0. 0nitiatives for employers8organi)ations(
*reate a culture that is supportive of work family U from thetop.
/rovide work family sensitivitytraining.
,imitthe number of workinghourseach week.
liminate4aturdayworkor provide alternate 4aturdayso?.
/rovidePeOiblework times.
/rovide PeOiblework place.
"aternityand paternityleaveU consider eOtending paidleave.
Otend careerleave.
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W3"4 L05E %ALAN+E0N0T0AT06ES
Work75amily %alance initiatives0. 0nitiatives for employers8organi)ations(
(?er longserviceleave on half pay.
/rovide reducedworkhoursfor older workers U on apermanent basis or for a limitedperiod.
/rovide work supportedchildcareplaces.
otateBobs.
/rovide additional nancialbenetsfor those whowork in remote locations or away from home Ltosupport children>s education relocation eOpensesfamily reunions etc.M.
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W3"4 L05E %ALAN+E0N0T0AT06ES Work75amily %alance initiatives 00. 0nitiatives for individuals8couples(
Discuss what you valueasa familyU and ensure whatyou value is rePected in what you do.
"aintaingood communicationathomeLfor eOamplediscuss sharing of tasks and responsibilitiesM.
"aintain goodcommunicationat workLfor eOamplediscuss hours work responsibilitiesM.
/lan and organi#e familytime.
/lan and organi#etimeto deal with familyandpersonal health issues and familynances.
%f partnered plan and enBoy regulartimeas a couple.
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W3"4 L05E %ALAN+E0N0T0AT06ES
Work75amily %alance initiatives
00. 0nitiatives for individuals8couples(
/lan and enBoy regular time with children or other familymembers.
"aintain dailyfamilyroutines for eOample mealtimesR dowork out with children homework to stay t.
Take care of self. "aintain physical mentaland socialwell-being.
1e realisticabout work hours- reviewworkcommitmentsand
career goals on a regular basis. 4cale back where needed fora shorter or longer time period.
+ppreciate otherfamilymembersand alltheyare achieving.+lso appreciate the pressures they might be under.
P"360$0N1 !" LEA$E"S!0P T3
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P"360$0N1 !" LEA$E"S!0P T3%9S0NESS.
9 ,eadership is fundamentally a business driver andenabler.
/roactively drive change to improve governanceenhance performance .
*apacityand capabilitiesfor meeting present and futureneeds of technology.
9 leaders are businessleaders as responsible as otherbusiness leader
Task of ensuringthat their organi#ation> cultureischangeable customer-focusedand stimulatesinnovation.
Task of ensuring that their organi#ation> cultureischangeable customer-focusedand stimulatesinnovation
P"360$0N1 !" LEA$E"S!0P T3
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P"360$0N1 !" LEA$E"S!0P T3%9S0NESS.
9 ,eadership is a mindset one which combinesastrategic approach with a pragmatic.
5ocus of 9 leadership is on customers individualemployeesand organi#ationfor today and tomorrow.
(rgani#ation capabilitiesre$uiredfor sustainable success.
+chievepowerand inPuencewithin organi#ations if theyare to playmeaningfulrole.
*(s are lookingfor the 9leaderswho canpushthebusiness forward and challengeeveryone at the table.
9 wasconsidered as necessaryevil but today 9 istaking the centrestageto lead the business.
3oraciousLgreedyM appetitesforbusiness professionalcompatibility with other top eOecutives
P"360$0N1 !" LEA$E"S!0P T3
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P"360$0N1 !" LEA$E"S!0P T3%9S0NESS.!" Leaders'ip can disc'arge folloing
responsibilities to contribute to businessV Driving improvements to provide eScient e?ective and
compliant 9 services aligned to business re$uirements.
V Design development and implementationof new 9
services to meet new business trends.V Developmentand implementationof business-focused
9metrics
V Deliveringreliableworkforcedatawith corresponding
workforce reporting and analyticstosupportbusinessdecisions.
V Developmentof the overall9budgetand analysisoftotal 9 spend..
P"360$0N1 !" LEA$E"S!0P T3
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P"360$0N1 !" LEA$E"S!0P T3%9S0NESS.!" Leaders'ip can disc'arge folloing
responsibilities to contribute to business 9 compliance and riskmanagement.
/roBect management including buildingcapabilitiesfor 9tomanageproBectssuch as 4iO 4igma in 9
Development and implementation of an 9technologystrategy to support the business needs.
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+&
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