Talent Management
Dipendra Purush [email protected]
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.