Human Resource Management
Unit 3
Lecture 4: Talent Management
LECTURE CONTENTS
1. What is talent management?
2. The process of talent management
3. Talent management strategy
4. Career management
5. Management succession planning
2
1. What is
talent
managemen
t?
1.1 Who are talents?
• Talent is the sum of a person’s abilities... his or her intrinsic gifts, skills, knowledge, experience,
intelligence, judgement, attitude, character and drive. It also includes his or her ability to learn
and grow.’
• Talent is what people must have in order to perform well in their roles. They make a difference to
organizational performance through their immediate efforts and they have the potential to make
an important contribution in the future.
1.2 What is
talent
management?
• Talent management is the process of
ensuring that the organization has the
talented people it needs to attain its
business goals.
• It involves the strategic management of
the flow of talent through an organization
by creating and maintaining a talent
pipeline.
2. The process of talent management
• Talent management is the full scope of HR processes to attract, develop, motivate and
retain high-performing employees.
→ Companies can build a sustainable competitive advantage and outperform their
competition through an integrated system of talent management practices that are hard
to copy and/or imitate.
2. The process of talent
management
2.1 Planning
It uses the techniques of workforce
Talent planning – the process of planning and leads to the development
establishing how many and what sort of policies for attracting and retaining
of talented people are needed now and talent and for estimating future
in the future. requirements as monitored by talent
audits.
2.2 Resourcing
• Resourcing − the outcomes of talent planning are programs for obtaining people from
within and outside the organization (internal and external resourcing).
• Internally they involve the identification of talent, talent development and career
management.
• Externally they mean the implementation of policies for attracting high-quality people.
2.3 Talent identification
Talent identification – the use of talent
The information for talent audits can
audits to establish who is eligible to
be generated by a performance
become part of the talent pool and to
management system that identifies
benefit from learning and development
those with abilities and potential.
and career management programs.
2.4 Talent relationship management
• Talent relationship management – building effective relationships with people in their roles.
• It is better to build on an existing relationship rather than try to create a new one when someone
leaves.
• The aims are to recognize the value of individual employees, provide opportunities for growth,
treat them fairly and achieve ‘talent engagement’, ensuring that people are committed to their
work and the organization.
Talent development – learning and development policies and
programs are key components of talent management.
2.5 Talent They aim to ensure that people acquire and enhance the skills
developme and competencies they need.
nt
Policies should be formulated by reference to ‘employee success
profiles’, which are described in terms of competencies and
define the qualities that need to be developed.
2.6 Talent retention
• Talent retention – the implementation of policies
designed to ensure that talented people remain as
engaged and committed members of the
organization.
3. Talent management
strategy
• A talent management strategy consists of a
view on how the processes involved in
Talent creating a talent pool should mesh together
manageme with an overall objective – to acquire and
nt strategy nurture talent wherever it is and wherever it
is needed by using a number of
interdependent policies and practices.
Talent
management
strategy
• Talent management is the notion of
‘bundling’ in action. The strategy should
be based on definitions of what is meant
by talent in terms of competencies and
potential, who the talent management
program should cover, and the future
talent requirements of the organization.
• Develop the organization
The aim of
• Plan and implement recruitment and selection
programs
Talent • Plan and implement talent retention programs
managemen
• Introduce reward policies
• Design jobs
t • Implement talent development programs
• Provide opportunities for career development and
growth
• Rewarding talent
• Generate and maintain a talent pool
4. Career management
4.1 What is career
management?
• Career management is about providing the
organization with the flow of talent it needs.
• Also concerned with the provision of
opportunities for people to develop their
abilities and their careers in order to satisfy
their own aspirations.
• It integrates the needs of the organization
with the needs of the individual.
4.1 What is career management?
An important part of career management is career planning, which shapes the
progression of individuals within an organization in accordance with assessments
of organizational needs, defined employee success profiles and the performance,
potential and preferences of individual members of the enterprise.
Career management also involves career counselling to help people develop their
careers to their advantage as well as that of the organization.
4.2 Career stages
4.3 Career development strategy
Career routes enabling talented Personal development planning
people to move upwards or as a major part of the
A policy of promoting from within
laterally in the organization as performance management
wherever possible;
their development and job process, to develop each
opportunities take them; individual’s knowledge and skills;
Multidisciplinary project teams,
Systems and processes to achieve
with a shifting membership, to
sharing and development of
offer developmental
knowledge (especially tacit)
opportunities for as wide a range
across the firm;
of employees as possible.
4.4 Career management activities
Postings Performance Lateral moves to
Formal education Career
regarding appraisal as a create cross-
as part of career counselling by
internal job basis for career functional
development manager
openings planning experience
Career Retirement
Succession Formal Common career
counselling by preparation
planning mentoring paths
HR department programs
5. Management
succession planning
5.1 What is succession planning?
• Management succession planning is the process of ensuring that capable managers are
available to fill vacant managerial posts.
• Three questions:
1. Are there enough potential successors available – a supply of people coming through
who can take key roles in the longer term?
2. Are they good enough?
3. Do they have the right skills and competencies for the future?
5.2 Management
succession
planning
• Succession planning has evolved from the
traditional short-term focus on replacing senior
managers if they happened to leave without prior
warning.
• There is now a more long-term aim of developing a
cadre of key talent who able to take on higher level
roles, potentially roles that may not currently
exist...
5.2 Management
succession
planning
• The utilization of talent pools consisting of
employees with key generic type
competencies and skills allows the
organization far greater scope when positions
become available.
• Management will be able to select the most
suitable candidate and train the person into
the specific requirements of that particular
role.
CONCLUSION
Read slides of Lecture 5
29
The end!
