TALENTMANAGEMENT人才管理

TALENTMANAGEMENTBA509BuketAkyelWhatisTalentManagement?ThepurposeofTMistoensurethattherightsupplyoftalentedworkforceisreadytorealizethestrategicgoalsoftheorganizationbothtodayandinthefutureOrganization’seffortstoattract,select,develop,andretainkeytalentedemployeesinkeystrategicpositions.Talentmanagementincludesaseriesofintegratedsystemsofrecruiting,performancemanagement,maximizingemployeepotential,managingtheirstrengthsanddevelopingretainingpeoplewithdesiredskillsandaptitudeTalentManagementTMintroducedbyMcKinseyconsultants,late1990’sTMisidentifiedasthecriticalsuccessfactorincorporateworldTMfocusesondifferentiatedperformance:A,B,Cplayersinfluencingcompanyperformanceandsuccessidentifyingkeypositionsintheorganization!!!SurveysshowthatfirmsrecognizetheimportanceoftalentmanagementbuttheylackthecompetencerequiredtomanageiteffectivelyWhatisTalent?AccordingtoMcKinsey;talentisthesumofaperson’sabilities,hisorherintrinsicgifts,skills,knowledge,experience,intelligence,judgment,attitude,character,drive,hisorherabilitytolearnandgrow.WhoareTalentedPeople?TheyregularlydemonstrateexceptionalabilityandachievementoverarangeofactivitiesTheyhavetransferablehighcompetenceTheyarehighimpactpeoplewhocandealwithcomplexity(Robertson,Abbey2003)WhyOrganizationsNeedTalentDevelopment?TocompeteeffectivelyinacomplexanddynamicenvironmenttoachievesustainablegrowthTodevelopleadersfortomorrowfromwithinanorganizationTomaximizeemployeeperformanceasauniquesourceofcompetitiveadvantageToempoweremployees:CutdownonhighturnoverratesReducethecostofconstantlyhiringnewpeopletotrainTalentManagementModelTherearedifferentapproachestotalentmanagementinorganizationsAsuccessfulTMmodelhastolink1.TMcreed(culture,values,expectations)with2.TMstrategyand3.TMsystem.(LanceandDorothyBerger,2011)Thevalues,expectationsandelementsofthedesiredcultureandthebusinessexcellenceshouldbeembeddedinHRsystemsasselectioncriteria,competencydefinitions,performanceandpromotioncriteriaanddevelopmentprocesses.TheTalentCreed“ATMcreedisthesetofcoreprinciples,valuesandmutualexpectationsthatguidethebehaviorofaninstitutionanditspeople”ItdescribesingeneraltermswhattypesofpeopleareexpectedtoworkintheorganizationandwhattypeofacultureisdesiredtoachievesuccessTheTalentStrategyDescribeswhattypeofpeopletheorganizationwillinvestinandhowitwillbedoneBesidesthespecificelementsoftheircreed,thetalentstrategyofallhighperformingorganizationsshouldhavethesedirectives:1)Identifykeypositionsintheorganization(notmorethan20,30%)2)Assessyouremployeesandidentifythehighperformers(classifyaccordingtotheircurrentandfuturepotential)3)Retainkeypositionbackups4)Makeappropriateinvestments(select,train,develop,reward)AssessingtheEmployeesSuperkeepers-greatlyexceedexpectations(3-5%)Keepers–exceedexpectations(20%)Solidcitizens-meetexpectations(75%)Misfits-belowexpectations(2-3%)(BergerandBerger,2011)AllocatingInvestmentsinPeopleSuperkeepers-receiveabout5%ofalltheresouces;needveryhighrecognition,compensatemuchmorethanthepaymarket,promoteveryrapidlyKeepers–receiveabout25%ofalltheresources,needhighrecognition,compensatemorethanthepaymarket,promoterapidlySolidcitizens-receiveabout68%ofalltheresources,needrecognition,compensateatthemarketlevelorjustaboveMisfits-receiveabout2%ofalltheresourcesforsome,compensateatbelowmarketaverage(BergerandBerger,2011)TalentManagementSystemImplementationprogramofthetalentstrategywhichhasasetofprocessesandprocedures(1)assessmenttools(2)multi-raterassessment(3)diagnostictools(4)monitoringprocessesIfthemanagementisnotwillingtouseassessmentintheirorganizationstheycan’tdotalentmanagementAssessmentToolsforTMThefiveassessmenttoolsshouldbelinkedtoensurethateachassessmentisconsistentwiththefourotherevaluationsCompetencyAssessmentPerformanceAppraisalPotentialForecastSuccessionPlanningCareerPlanningMulti-RaterAssessmentEmployee.TheownerofthecareerplanthatisalignedwiththesuccessionplanBoss.TheprimaryassessorBoss’sboss.ThekeylinkintheverticalsuccessionandcareerplanBoss’speergroup.SourceofpotentialnewassignmentsinthesameorotherfunctionDiagnosticToolsSuperkeeperTMreservoir.SuperkeepersTMareemployeeswhoseperformancegreatlyexceedsexpectations,whoinspireotherstogreatlyexceedexpectations,andwhoembodyinstitutionalcompetencies.KeeperKeypositionbackups.The“insurancepolicies”thatensureorganizationcontinuity.Everykeypositionshouldhaveatleastonebackupatthe“Keeper”(exceedjobexpectations)level.Surpluses.Positionswithmorethanonereplacementforanincumbent.Whileostensiblyapositiveresultofthetalentmanagementprocess,itcanbeapotentialsourceofturnoverandmoraleproblemsifthereplacementsareblockedbyanon-promotableincumbentand/orthereisnorealisticwaymostofthepromotablereplacementscanadvance.Voids.Positionswithoutaqualifiedbackup.Determinewhetheritwilltransfersomeonefromthesurpluspool,developalternativecandidates,orrecruitexternally.Blockages.Non-promotableincumbentsstandinginthepathofoneormorehigh-potentialorpromotableemployees.Problememployees.Thosenotmeetingjobexpectations(measuredachieveme