Talent Management

Dipendra Purush Dhakaldipendrapurush@gmail.com

01 Dec 2014

Nepal Administrative Staff Collegefor Class II Officers

Talent

• Power of a person to engage the mind/body for better use and improvement

• Aptitude

• Ability

• Capacity for achievement or success

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Some factors supporting enhancement of individual talent in the workplace

Teamwork

Honesty/Integrity

Trust

Mutual respect

Recognition

Support

Management

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• Strategy

• Planning

• Administration

• Control

• Leadership (West)

5

Talent managementHRD & Organizational effectiveness

• Managing/planning for necessary and appropriate human capital for the organization

• Science of using strategic HR planning to improve business value

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Develop peopleskill and confidence are unconquered armies

Develop culture of learning

Training helps keep employeesfocused to organization vision

Never try to teach a pig to singIt wastes your time, and it annoys the pig

Training should not be a hit-and-miss activity

People should be hired for attitude Organization could train them for skill

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Different aspects of TMcompetency based management

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Multiyear Research on Global Talent Management by INSEAD, Cornell, Cambridge and Tilburg Universities (published 2012)

• Study coverage: 33 multinational corporations with HQ in 11 countries

• Some major companies included:IKEA, IBM, Unilever, Infosys, Novartis, GE, Shell, Procter and Gamble, Oracle, Rolls Royce

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Research Findings Six Key Principles

1 Alignment with StrategyTM processes with the Business Planning Process

2 Internal ConsistencyIsolated Implementation practices could be

counterproductive

3 Cultural EmbeddednessCorporate culture is a source of competitive

advantage

4 Management InvolvementTM process needs to have broad ownership

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4 A Balance of Global and Local NeedsCause the Comoany requires more integration across business units

5 Employer Branding through DifferentiationCompanies need finding ways to differentiate from other competitors to attract people of

right skills and attitudes.

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• Best practices are only “best” when they’re applied in a given context and in the same company.

• Alignment of internal practices with the strategy, culture and external environment has profound implications for talent management.

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To remain as a strongest performer, organizations must select/recruit talented people, develop them, manage their performance, compensate and reward

From a TM standpoint, employee evaluations concern two major areas of measurement: performance and potential.