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    Talent Management: Prof - Kalpana Sahoo

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    tapankumar119
    This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time through continuous processes of planning, attracting, developing, and retaining talent. It discusses the "3 B's" of managing talent: buying, borrowing, and building talents. It also outlines Teleo's model of talent management and the behavioral iceberg model. The document then discusses competency mapping, potential appraisal, and succession planning. Succession planning is defined as identifying and developing potential successors for critical roles to ensure the right people are in place now and for the future.

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    Talent Management: Prof - Kalpana Sahoo

    Uploaded by

    tapankumar119
    34 views32 pages
    This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time through continuous processes of planning, attracting, developing, and retaining talent. It discusses the "3 B's" of managing talent: buying, borrowing, and building talents. It also outlines Teleo's model of talent management and the behavioral iceberg model. The document then discusses competency mapping, potential appraisal, and succession planning. Succession planning is defined as identifying and developing potential successors for critical roles to ensure the right people are in place now and for the future.

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    This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time through continuous processes of planning, attracting, developing, and retaining talent. It discusses the "3 B's" of managing talent: buying, borrowing, and building talents. It also outlines Teleo's model of talent management and the behavioral iceberg model. The document then discusses competency mapping, potential appraisal, and succession planning. Succession planning is defined as identifying and developing potential successors for critical roles to ensure the right people are in place now and for the future.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    34 views32 pages

    Talent Management: Prof - Kalpana Sahoo

    Uploaded by

    tapankumar119
    This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time through continuous processes of planning, attracting, developing, and retaining talent. It discusses the "3 B's" of managing talent: buying, borrowing, and building talents. It also outlines Teleo's model of talent management and the behavioral iceberg model. The document then discusses competency mapping, potential appraisal, and succession planning. Succession planning is defined as identifying and developing potential successors for critical roles to ensure the right people are in place now and for the future.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 32

    Talent Management

    Prof.Kalpana Sahoo

    What is it?
    Talent management is the integrated process of ensuring that an organization has a continuous supply of highly productive individuals in the right job, at the right time. Rather than a one-time event, talent management is a continuous process that plans talent needs, builds an image to attract the very best, ensures that new hires are immediately productive, helps to retain the very best, and facilitates the continuous movement of talent to where it can have the most impact within the organization.

    3Bs of Managing Talents


    Buying talents Borrowing talents (book Knowledge) Building talents: (Competency development,
    developing empowerment skills)

    Buying talents
    Sources of recruitment(campus) Other recruitment sources
    Scarcity in supply Retention of talents Compensation

    Teleos Model of Talent Management

    The Behavioural Iceberg


    Observable Behavior

    Competencies

    Aptitudes Attitudes / Traits

    Skills
    Knowledge

    Types of Competencies
    Natural ability that prepares the person to fulfill the responsibilities

    Aptitudes

    Attitudes

    Way of thinking or behaving needed to fulfill the responsibilities

    Skills

    Acquired ability or experience needed to fulfill the responsibilities Information and understanding needed to fulfill the responsibilities

    Knowledge

    Managerial Competencies
    Communication Competency Planning and Administration Competency Teamwork Competency Strategic Action Competency Multicultural Competency Self-Management Competency

    Competency Mapping : Flow Chart


    Job Description Role Clarification Competencies reqd. for the Job Competencies a Job Holder has Competency Mapping Bridging the Competency Gap

    Potential Appraisal

    Potential Appraisal
    The process of tracking unrevealed skills and abilities in a person which even he/she is unaware of. It is a future oriented appraisal which aims to track the potential of the employees to rise up in the organizational structure.

    Objectives To assess an individual in terms of highest level of work To assist the organization in discharging its responsibility of selecting and developing managers

    POTENTIAL ATTRIBUTES
    Analytical power Creative imagination Sense of reality Capability of taking holistic view Effective leadership Conceptual,technical,commercial &communication skills Planning & organizing ability

    Willingness Initiatives Result orientation Teamwork & Team building Subordinate development Negotiation skills Problem solving & decision making Process orientation

    Potential Appraisal cannot be applied to all in the same level


    There are people in the organization who have potential but who do not perform (attitudinal problem). Some people excel in their day to day jobs but when laden with additional tasks, they fail (workhorses). Then there are people who are brilliant in their jobs and have high potential too (stars)

    Techniques of potential appraisal


    Self appraisals Peer appraisals Superior appraisals MBO Psychological and psychometric tests Management games like role playing Leadership exercises etc.

    Potential appraisal procedure


    First meeting: abilities required to deliver additional tasks Various training and development recommended The latter meeting can be a review (usually after 6 months) to test whether the skills have been rightly acquired or not.

    Usage of Potential Appraisal


    Recommending a growth plan and showing a bigger picture to the employees. Infusing enthusiasm in the employees to sharpen the abilities. Learning about the training requirements of the employees. Drawing a succession plan for future.

    Succession Planning

    Succession Planning: Defined


    Succession planning is a process of determining critical roles within the company, identifying and assessing possible successors, and providing them with the appropriate skills and experience for present and future opportunities

    WHAT IS SUCCESSION PLANNING?


    Getting the right number of people with the right skills, experiences, and competencies in the right jobs at the

    right time.

    Key issues to consider in SP


    Strategic plans and future goals Workforce requirement Knowledge retention and critical roles Talent management strategies

    Activities of succession management


    Identifying the shortage of leadership skills &defining the requirements It encourages hiring from within & creates a healthy environment. Identifying potential successors for critical positions Coach and groom the stars Secure top managements commitment & support.

    Typical activities covered by succession planning

    Determine what roles and skills are critical for the growth of the company analyze and address the gaps revealed by the planning process identify and understand the developmental needs of employees to fill those positions ensure that all key employees understand their career paths and the roles they are being developed to fill train people for skills and positions that are not presently existing in the company understand the time needed to backfill key roles enrich succession plans through regular executive discussion of people and posts identify top performers in all departments and make sure that they are engaged and satisfied to stay with you for a long period continually review and check the process of succession and whether planned individual development has taken place

    ROLE OF ORGANISATION
    CREATE A COMPELLING VISION TALK WITH EMPLOYEES TO FIND OUT PROBLEMS CREATE AN EMPLOYEE-FRIENDLY ENVT GET EMPLOYEES IN DECISION MAKING PROCESS EMPOWER THE EMPLOYEES ENCOURAGE THE EMPLOYESS TO EXPLORE THEIR INTEREST& INNOVATIVE IDEAS.

    Succession Planning

    Succession Planning Model

    1 4

    Link to Business Drivers

    2 5

    Plan & Prepare

    Identify Leadership Characteristics

    Assess Bench Strength

    Identify Talent

    Develop Talent

    Evaluate & Improve

    Cause of Failure of SP in Indian Industries Insecurity of managers Managers desire to cling to a chain Manager comes in vertically and goes out horizontally However succession planning can be improved through auditing. Nestle India, LIC India (succession planning through potential appraisal)

    LET OUR ADVANCE WORRYING BECOME ADVANCE THINKING AND PLANNING.

    Any Questions???

    THANK YOU

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