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before you begin a fanciful campaign or a big hype ...first define what exactly does TALENT MANAGEMENT mean to you and take your first steps
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“A collaboration of incompetents, no matter howdiligent or well-meaning, cannot be successful”-
Michael Schrage
“A collaboration of incompetents, no matter howdiligent or well-meaning, cannot be successful”-
Michael Schrage
“People are not your most important asset. The RIGHT people are.”
Jim Collins
“Take our 20 best people away and I can tell you thatMicrosoft would become an unimportant company”
Labor is about 65% costs of typicalbusinessPerformance differences are hugeEmployees and how they’re managed issource of most competencies
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
90% of CEOs declare that Talent is top oftheir agenda but …..◦ Only 17% say the Talent strategy is aligned with
business strategy
◦ Most agree that CEO is accountable forsuccession but only 7% hold managers / 10% holdsenior managers accountable
◦ 70% do workforce planning but only 15% as partof a Talent strategy
90% of CEOs declare that Talent is top oftheir agenda but …..◦ Only 17% say the Talent strategy is aligned with
business strategy
◦ Most agree that CEO is accountable forsuccession but only 7% hold managers / 10% holdsenior managers accountable
◦ 70% do workforce planning but only 15% as partof a Talent strategy
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Less than 10% say they measure the effectiveness of Talent
Management programmes
track the quality of the talent over time
use quantitatively frameworks to alignhuman capital investments with thebusiness strategy
Less than 10% say they measure the effectiveness of Talent
Management programmes
track the quality of the talent over time
use quantitatively frameworks to alignhuman capital investments with thebusiness strategy
7
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
“There are career opportunities at myorganisation”
The Engaged employee◦ 70% agree 10% disagree
The Disengaged employee◦ 26% agree 45% disagree
“There are career opportunities at myorganisation”
The Engaged employee◦ 70% agree 10% disagree
The Disengaged employee◦ 26% agree 45% disagree
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent is about to be in the top 10% of the organization Talent is relevant only at executive level A talent will remain a talent whatever the organization
will join Talent is fixed The overall performance of a company is depending on
the mass of individual talent. More talents means better. Talents does not need to know that they are talents Talent is only about high potential There is a clear correlation between potential and
performance
Talent is about to be in the top 10% of the organization Talent is relevant only at executive level A talent will remain a talent whatever the organization
will join Talent is fixed The overall performance of a company is depending on
the mass of individual talent. More talents means better. Talents does not need to know that they are talents Talent is only about high potential There is a clear correlation between potential and
performance
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent Management involves organisations aligningthe right talent to the right roles to deliver currentand future business objectives. Successful talentmanagement will be strategic, integrated andembedded within an organisational culture thatplaces a high value on supporting and developing itspeople.
Talent Management involves organisations aligningthe right talent to the right roles to deliver currentand future business objectives. Successful talentmanagement will be strategic, integrated andembedded within an organisational culture thatplaces a high value on supporting and developing itspeople.
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
“A holistic approach to optimizing humancapital, which enables an organization to driveshort- and long-term results by buildingculture, engagement, capability, and capacitythrough integrated talent acquisition,development, and deployment processes thatare aligned to business goals.”*
“A holistic approach to optimizing humancapital, which enables an organization to driveshort- and long-term results by buildingculture, engagement, capability, and capacitythrough integrated talent acquisition,development, and deployment processes thatare aligned to business goals.”*
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
TALENTMGMT
3 YEAR PLANTALENT
ACQUISITIONTALENT
DEPLOYMENTJOB
PROFILE& ANALYSIS
TALENTSATISFACTION
TALENTRECOVERY
TALENTRETENTION
TALENTSATISFACTION
TALENTRECOVERY
TALENTRETENTION
THE TALENT TRACK
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent management is about identifying anddeveloping outstanding individuals for keyleadership roles in a company.
This is particularly important for companysfacing the challenge of developing innovativeand imaginative leaders to meet the needs oflearning transformation.
Talent management is about identifying anddeveloping outstanding individuals for keyleadership roles in a company.
This is particularly important for companysfacing the challenge of developing innovativeand imaginative leaders to meet the needs oflearning transformation.
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent management is different from simplesuccession planning and filling existing
hierarchical leadership roles that exist today,as it is a process of providing able and
talented people who will create new anddifferent leadership roles in the future.
1414
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent Management requires anunderstanding of:
How you define talentWho you regard as ‘talented’The difference between technicalability & leadership potential.
Talent Management requires anunderstanding of:
How you define talentWho you regard as ‘talented’The difference between technicalability & leadership potential.
1515
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Performance in one role is notnecessarily a good predictor ofability in another.Excellent managers do not always make goodleaders, senior leaders or business Heads!
Important to separate idea ofperformance from the notion ofpotential.
Performance in one role is notnecessarily a good predictor ofability in another.Excellent managers do not always make goodleaders, senior leaders or business Heads!
Important to separate idea ofperformance from the notion ofpotential.
1616
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent management is about identifying anddeveloping outstanding individuals for keyleadership roles in a company.
This is particularly important for companysfacing the challenge of developing innovativeand imaginative leaders to meet the needs oflearning transformation.
Talent management is about identifying anddeveloping outstanding individuals for keyleadership roles in a company.
This is particularly important for companysfacing the challenge of developing innovativeand imaginative leaders to meet the needs oflearning transformation.
1717
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent management is different from simplesuccession planning and filling existing
hierarchical leadership roles that exist today,as it is a process of providing able and
talented people who will create new anddifferent leadership roles in the future.
1818
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent Management requires anunderstanding of:
How you define talent
Who you regard as ‘talented’
The difference between technicalability & leadership potential.
Talent Management requires anunderstanding of:
How you define talent
Who you regard as ‘talented’
The difference between technicalability & leadership potential.
1919
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Performance in one role is notnecessarily a good predictor ofability in another.Excellent managers do not always make goodleaders, senior leaders or business Heads!
Important to separate idea ofperformance from the notion ofpotential.
Performance in one role is notnecessarily a good predictor ofability in another.Excellent managers do not always make goodleaders, senior leaders or business Heads!
Important to separate idea ofperformance from the notion ofpotential.
2020
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Commitment to Organisation Values (commitment) “Customers” thinking highly of our Services (pride) Understanding what is expected of me Senior leaders valuing employees Sufficient incentive to perform well My opinions counting Being encouraged to take ownership of my work My org is effective in attracting & retaining talent
Commitment to Organisation Values (commitment) “Customers” thinking highly of our Services (pride) Understanding what is expected of me Senior leaders valuing employees Sufficient incentive to perform well My opinions counting Being encouraged to take ownership of my work My org is effective in attracting & retaining talent
22
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Higher commitment & accountability for Talent Development◦ Leadership walks the talk*
Depth & consistency of Practices◦ Talent Management is a top priority◦ Talent reviews & succession planning are institutionalised◦ Processes are integrated across units, geographies & population segments
Progressive and innovative practices Progress and success is measured
Higher commitment & accountability for Talent Development◦ Leadership walks the talk*
Depth & consistency of Practices◦ Talent Management is a top priority◦ Talent reviews & succession planning are institutionalised◦ Processes are integrated across units, geographies & population segments
Progressive and innovative practices Progress and success is measured
Good to Great, Why some companies make the leap and othersdon’t.
Collins, Jim. Harper Business. 200123
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Create Talent(from ZERO to HERO)
Create Talent(from ZERO to HERO)
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
% who could identify the next promotion ___ % who thought they had good chance of getting that
promotion ___ % who thought they could become a leader if stayed with their
company ___ % of their execs who came from within ___ How long they would wait for opportunity ___
% who could identify the next promotion ___ % who thought they had good chance of getting that
promotion ___ % who thought they could become a leader if stayed with their
company ___ % of their execs who came from within ___ How long they would wait for opportunity ___
25
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Talent management is “the collection ofthings companies do that help employeesdo the best they can each and every day.”
In your organization• what are ‘the things?’• which of them has the ‘greatest
potential for helping employeesdo their best..?’
In your organization• what are ‘the things?’• which of them has the ‘greatest
potential for helping employeesdo their best..?’
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
There is no ‘big bang’ Try not to go it alone Follow these simple steps:
◦ Choose a place to begin◦ Enlist support◦ Get started, but start small◦ Learn from your mistakes
There is no ‘big bang’ Try not to go it alone Follow these simple steps:
◦ Choose a place to begin◦ Enlist support◦ Get started, but start small◦ Learn from your mistakes
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
Measure1. The experience2. The results3. The impact
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(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
If you have any questions atall please do not hesitate to
send a note or call.My email address is:
If you have any questions atall please do not hesitate to
send a note or call.My email address is:
29
(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
is a nationally acclaimedstalwart in the field ofbusiness management withan illustrious careerspanning over 25 years
He is a consultant andadvisor to Board ofDirectors of leadingcompanies & Chambers ofCommerce;
a management trainer ofhigh repute who hasconducted over 2250seminars in India andabroad in areas ofbusiness strategy,marketing & organizationdevelopment.
a Visiting Professor topremier managementinstitutes and staff trainingcolleges throughout India.
is a nationally acclaimedstalwart in the field ofbusiness management withan illustrious careerspanning over 25 years
He is a consultant andadvisor to Board ofDirectors of leadingcompanies & Chambers ofCommerce;
a management trainer ofhigh repute who hasconducted over 2250seminars in India andabroad in areas ofbusiness strategy,marketing & organizationdevelopment.
a Visiting Professor topremier managementinstitutes and staff trainingcolleges throughout India.
30website: www.synergymanager.net(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
◦ http://wilfredmonteiro.blogspot.in/◦ http://negotiating-wizard.blogspot.in◦ http://salescoach-india.blogspot.in◦ http://the-sales-champ.blogspot.in◦ http://salesforce-excellence.blogspot.in◦ http://strategic-selling.blogspot.in◦ http://hrm-excellence.blogspot.in◦ http://personal-growth-guru.blogspot.in◦ http://thegreatmanager.blogspot.in◦ http://leadership-by-values.blogspot.in◦ http://therightetiquette.blogspot.in
◦ http://wilfredmonteiro.blogspot.in/◦ http://negotiating-wizard.blogspot.in◦ http://salescoach-india.blogspot.in◦ http://the-sales-champ.blogspot.in◦ http://salesforce-excellence.blogspot.in◦ http://strategic-selling.blogspot.in◦ http://hrm-excellence.blogspot.in◦ http://personal-growth-guru.blogspot.in◦ http://thegreatmanager.blogspot.in◦ http://leadership-by-values.blogspot.in◦ http://therightetiquette.blogspot.in
31website: www.synergymanager.net(c) copyright 2010 Dr WilfredMonteiro
www.synergymanager.net
CONTACT
Dr Wilfred MonteiroEMAIL: [email protected]
website:
www.synergymanager.net
SYNERGY MANAGEMENT ASSOCIATESsince 1993
HR Systems DesignPolicy Deployment
Talent Management innovationsBest Practices enablement
Competency based HRMH R Systems Metrics & Audit
32(c) copyright 2010 Dr Wilfred Monteiro
www.synergymanager.net