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TALENT MANAGEMENT TRAINING PROGRAMME

Course Objectives The objectives of the course are to:

• Define and explain key concepts associated with Talent Management;

• Highlight the importance of Talent Management to organizational success;

• Identify the phases of Talent Management and implementation skills;

• Identify techniques to manage talent; and

• Explore succession planning strategies.

Learning Outcomes At the end of the training, participants will be able to:

• Differentiate between Talent Management and Managing Talent;

• Highlight the importance of Talent Management to organizational success;

• List and implement the phases of Talent Management;

• Demonstrate practical techniques to recognize, manage, and retain talent;

and

• Plan for future talent needs using the 9-Box Model.

Overview

An organization’s workforce generally is its highest cost, it is therefore highly

important to invest in it. Every organization wants to have the best and brightest

employees, and with Talent Management that can be achieved.

Talent Management helps in developing a more skilled workforce, and attracting

better and more skilled new hires.

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Having a talented group of employees has always been a key to success; it will

translate into better performance and higher productivity. Talent Management is

the investment that will pay dividends for years to come.

Organizations know that they must have the best talent in order to succeed in the

hyper-competitive and increasingly complex global economy. Along with the

understanding of the need to hire, develop, and retain talented people,

organizations are aware that they must manage talent as a critical resource to

achieve the best possible results.

Few, if any, organizations today have an adequate supply of talent. Gaps exist at the

top of the organization, in the first- to mid-level leadership ranks, and at the front

lines.

Talent is an increasingly scarce resource, so it must be managed to the fullest effect.

Talent Management within the Public Sector

If the old saying is correct, in that companies are only as good as their staff, when it

comes to Governments and Public Service Organizations, excellence can only be

achieved when organizational priorities are met. Talent management is defined as

ensuring that people are matched to the right job for their skills, competencies,

career plans and the anticipation of required HCM for an organization. For HR, this

means ensuring assertive recruitment, planned onboarding, continuous learning and

development, performance management, and finally, career support from hire to

retire.

Complex Talent Management in Today`s Public Sector.

Federal governments, for instance, represent the largest employers in the country,

impacting everyone under its jurisdiction. Just to function, over ten thousand

employees need to be hired, onboarded and ready to respond in the name of the

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nation. They are not just regular employees; they are symbolic of the needs of a

nation.

Human Resources is no joke: it can be complex, time consuming and inefficient if not

dealt with carefully, and with the right tools. Who would’ve thought that dealing

with employees was such a complex matter? If a company that outgrew its strategic

plan within 24 months is going through growing and recruitment pains, just imagine

handling the HR objectives that directly involve the primary functionalities of the

public sector. From International multistate entities or partnerships, independent

states, regional provinces to local municipal bodies, the struggle is real. The principle

may be the same when it comes to the employee life cycle, but what about the work

load?

How are thousands upon thousands of employees with specific profiles, appointed

to perform specific tasks tracked and managed effectively? Most importantly, how

does the Public-Sector counter challenges such as low unemployment rates,

shortages of qualified personnel, institutional pressure to follow specific

organizational structures, policies, updating credentials, budgets, cutbacks culture,

employee retention, readily available learning and development programs through

Talent Management?

Is there some kind of magic wand to keep the orchestra playing in sync?

Siloed vs. horizontal approaches while maintaining internal recruitment

Though there are implications in siloed approaches to talent management with a

horizontal government approach, it is strongly recommended (regardless of the size

of your organization) to always look at your internal pool when hunting for new

talent, as governments do have very specific roles they need to fill within their

organizations.

Talent management is not as generic as sometimes people may think: doctors will

not become business experts in global summits, and rarely will social workers be

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transferred to manage the economy. For instance, it is expected that within the

financial ladder, officers and other functions have an appropriate history of

promotion, understanding (and in some cases implementing) the proper systems

designed to categorize, sort and track internal employees on a government-wide

basis is crucial.

The problem? Talent is poorly managed all too often and this issue stems from a

lack of support and a failure to identify needs.

It’s obvious that focusing on internal talent and favouring mobility can reduce the

need – and the cost – of recruitment. But how can you fully benefit from it without a

way to know about your internal pool’s ambitions? Are new training sessions

needed? Is an internal movement possible without creating a gap in other

departments? In an organization of hundreds or thousands of employees, the

managers’ intuition and informal collaboration are no longer enough to organize

internal mobility. A modern HR management platform is a major advantage and a

necessity to take away the guesswork out of the equation.

By now, public entities have spent a lot of time figuring out their needs when it

comes to immediate onboarding, productivity and individual development. At this

level, employees are expected to be ready to take on the challenges expected of

them while being responsive. In today’s time, with new generations moving more

toward a digital arena, recruitment and onboarding is a lot more than what it used to

be: It is all about creating a great candidate experience that will motivate the

candidate to engage. Its about finding talent across thousands of platforms that will

have a global and specific reach, and about being able to communicate throughout

the process.

Public Service organizations must rely on experienced and trusted partners that can

drive strategic performance and be ready for change, with better insight into human

potential while gaining efficiency and simplifying the already complex administrative

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work with streamlined HR processes. What is entrusted to Public Service by citizens

is something that has a profound impact on countries and ultimately, societies.

Having the right people in the right positions.

Serving the Public Sector covers a wide range. It goes from agricultural departments,

to heritage; from social development for our children, to finance, fisheries and

oceans, global affairs, and health. We are indeed referring as well to those

subdivisions of people ensuring food safety is carried out effectively, so you’re not

hospitalized by your morning coffee. We’re referring to people who are promoting

trade agreements at a global scale, people who wear badges, embodying the true

meaning of serve and protect. All of them employees; just like the rest of us.

Components of Talent Management

When thinking about your organization’s future, it’s important to think not only

about goals, objectives, and initiatives, but obviously how to achieve them. A major

contributor is obviously your employees. Aligning the organization’s business

strategy with its workforce is called talent management, and it involves aligning the

right person with the right role with the right tools.

The Seven Components of Talent Management

Talent management includes seven components that, when implemented

strategically, combine to keep an organization on the leading edge.

Strategic Employee Planning. Developing your organizational goals and strategic

plan is the first step. Next you must think about how to reach your goals and

implement the plan. More specifically, you must identify the key roles and personnel

who will get you there. You may already have the positions and people in place, or

you may need to adjust the current structure to fill the gaps.

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Talent Acquisition and Retention. Bringing new talent into your organization is

important, yet equally so is recognizing and cultivating talent you already have in-

house. Hiring from within your organization is more cost-effective, so when you’re

working at talent pooling, remember to look internally as well as externally.

Performance Management. Aligning the right person with the right role is the heart

of performance management. Its ultimate goal is to ensure that roles align with

business strategy to achieve goals. It enables you to ensure that you’re aligning a

talented employee with a role that suits them, develops goals for success, supports

their development, and moves the organization forward.

Learning and Motivating. Semantics become important here, because learning is

more than training. Learning is the acquisition of information and skills, which yields

knowledge and experience. Implement learning programs that include activities and

tasks that support the organization’s culture and initiatives. When employees see

how their growth impacts the organization, they’ll see just how valuable their role is.

Compensation. Alignment remains the important concept. Aligning your strategic

goals with incentives means recognizing employees, rewarding contributions to

success, and acknowledging their value to the organization.

Career Development. This ties back to the talent retention component and the

notion that hiring from within is not only an option, but often preferable. Nurture

potential leaders by providing professional development tools that can advance their

career.

Succession Planning. Knowing the talent within your organization is a start. Knowing

the key roles essential to its success is equally vital. Which roles are critical to

success? Who currently fills those roles? What happens when those positions

become available? Having a plan in place means that the decisions are already made,

and that the organization will continue to run smoothly if a key position must be

filled quickly.

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Setting Performance Goals

To perform well, employees need to know what is expected of them. The starting

point is an up-to-date job description that describes the essential functions, tasks,

and responsibilities of the job. It also outlines the general areas of knowledge and

skills required of the employee an employee to be successful in the job.

Performance expectations go beyond the job description. When you think about high

quality on-the-job performance, you are really thinking about a range of expected

job outcomes, such as

• What goods and services should the job produce?

• What impact should the work have on the organization?

• How do you expect the employee to act with clients, colleagues, and

supervisors?

• What are the organizational values the employee must demonstrate?

• What are the processes, methods, or means the employee is expected to use?

In discussing performance expectations an employee should understand why the job

exists, where it fits in the organization, and how the job's responsibilities link to

organization and department objectives. The range of performance expectations can

be broad but can generally be broken into two categories:

• Results (The goods and services produced by an employee often measured

by objectives or standards)

• Actions & Behaviors (The methods and means used to make a product and

the behaviors and values demonstrated during the process. Actions and

Behaviors can be measured through performance dimensions.)

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Performance expectations serve as a foundation for communicating about

performance throughout the year. They also serve as the basis for reviewing

employee performance. When you and an employee set clear expectations about the

results that must be achieved and the methods or approaches needed to achieve

them, you establish a path for success.

S.M.A.R.T. Performance Objectives and Standards

Performance objectives and standards are two of the most common methods to

define expected results. Both objectives and standards are most useful when, in

addition to being written down and verifiable, they are:

• Specific

• Measurable

• Attainable

• Relevant

• Timely

Specific – Objectives and standards should let employees know exactly which actions

and results they are expected to accomplish.

Measurable – Whenever possible, objectives and standards should be based on

quantitative measures such as direct counts, percentages, and ratios..

Attainable – The objective or standard should be achievable, but challenging, and

attainable using resources available.

Relevant – Individual goals, objectives and standards should be in alignment with

those of the unit and the department in support of the University’s mission.

Timely – Results should be delivered within a time period that meets the department

and organization’s needs.

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Objectives and standards identify baselines for measuring performance results. From

performance objectives and standards, supervisors can provide specific feedback

describing the gap between expected and actual performance.

It can be very useful to define both objectives and standards for a position, but it is

not necessary.

Standards are directly linked to job-task completion.

Example: Ensure that all grant requests are written, reviewed, and submitted to the

granting agency/foundation by the required deadlines.

Objectives are broader in scope, go beyond day-to-day standards, and are clearly

linked to helping the organization or department meet its goals and objectives.

Example: Identify three new grant/funding sources by the end of FY 2006.

In some cases, you and the employee may find it better to set a series of standards

with only a few objectives, while in other situations it may make more sense to set

objectives alone.

The advantages and disadvantages outlined below can give guidance on when to use

objectives or standards or both.

Objectives – Advantages

Objectives –

Disadvantages Standards – Advantages

Standards -

Disadvantages

Ties unit/organization’s

objectives to employee’s

objectives.

Specific to individual.

Facilitates employee and

supervisor

Can focus on

annual results,

while ignoring

routine aspects of

job.

Care must be

Tied to job duties and

responsibilities.

Best when applied to any

employee performing the

same job duties.

Facilitates communication.

Can become too

task oriented.

Less flexible when

responsibilities of a

position change. If

standards are not

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Objectives – Advantages

Objectives –

Disadvantages Standards – Advantages

Standards -

Disadvantages

communication.

Future – oriented.

Flexible.

Can be put into place for

all employees, but more

easily used for

employees with a

broader scope of

responsibilities, and a

mixture of non-routine

and routine work.

taken to ensure

objectives are

realistic.

Can be

compromised by

changing

circumstances.

Too much

flexibility.

Must be

consistent with

culture and can be

time consuming

to implement a

fully integrated

system.

Makes it very clear how

performance will be

measured.

Standards can exist for any

job. They are particularly

useful in jobs where for

health, safety, legal and/or

operations reasons work

must be done in a certain

way. They are also more

easily put into place for

jobs that have a large

number of routine tasks

required.

reviewed and

updated regularly, it

can hold the

employee and unit

back.

May not provide

enough challenge

for employee.

Takes time to

develop.

In addition to objectives and standards (which focus on end results) it is important to

consider other aspects of performance. As discussed earlier, Performance

Expectations = Results + Actions & Behaviors.

Understanding the actions and behaviors that employees can use to perform the job

is often as important to success as end results. Behavior is the day-to-day activity in

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which people engage to produce results and relates closely to the process side of

work.

Focusing on the way people go about their work is based on the belief that doing

things correctly will lead to positive organizational results. However, many actions

and behaviors are not easy to measure. For this reason, managers and employees

should discuss difficult to quantify aspects of performance in terms that are

• Specific,

• Observable,

• Job-related, and

• Behavioral.

When described in this way, behaviors and actions can be grouped

into performance dimensions that can be used to review job performance.

For example, if success in meeting an objective such as “updating an on-line graduate

application program” requires strong interpersonal skills, then the employee should

know that s/he will have to build solid relationships, collaborate, and incorporate

ideas and suggestions made by colleagues. Performance will be reviewed on how

well behaviors associated with the dimension, interpersonal skills, are demonstrated

in reaching the objective.

Performance dimensions are defined based on the job and the work itself.

In creating a performance dimension you start with the job and state the range of

behaviors employees must exhibit to successfully meet or exceed job expectations.

These behaviors are then grouped into broad categories that we are calling

“dimensions.” Performance dimensions help answer the question: “How does

someone act and/or behave when s/he does the job well?”

Since dimensions are broad categories, a specific dimension generally applies to any

employee working in a given job. It is also possible for departments and units and

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even entire organizations to have dimensions that apply to any employee who works

in the group.

In addition to strong interpersonal skills, other examples of performance dimensions

include:

• Customer Service Orientation

• Teamwork

• Effective Communication

• Valuing Diversity

• Analysis and Problem-Solving

• Decision-Making and Results Orientation

• Adaptability

• Fostering a Safe and Secure Environment

This list is by no means exhaustive. Each organization should agree on the definitions

used for a dimension and the job or job groups to which a dimension will be applied.

It is common, for example, to have a series of dimensions that apply to all

supervisors and/or managers in an organization. The definition and validation of

dimensions is a key objective of the Staff Infrastructure Steering Committee (SISC)

Performance Management Working Group.

For dimensions to be an effective means of measuring performance, they must have

two characteristics:

• Have a clear general definition, and

• Have well-defined levels of performance at each point along a rating scale.

This definition of Teamwork is one example of a performance dimension definition.

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The Teamwork Dimension describes how employees build alliances to solve

problems and achieve objectives, work cooperatively and respectively with co-

workers, use diplomacy and tact when interacting with others, diffuse tension, help

manage conflict, collaborate, foster collegial and cooperative attitudes, relate well to

all kinds of people regardless of level inside or outside of organization, and

contribute to the overall success of their work units and departments by sharing

knowledge and information.

Teamwork is then defined for each point along a rating scale.

Performance dimensions focus on the actions that need to be taken by anyone doing

that job to get the work done. As discussed above, performance dimensions are

groupings of behaviors/actions and are defined based on the requirements and

expectations of the job.

In contrast, a competency is a cluster of knowledge, skills and abilities that describes

a general trait that an employee has or should have to perform a job. While

competencies relate to the individual, performance dimensions relate to the job.

For example, a performance dimension for a Budget Analyst’s position may be to

“Prepare budget documents and reports.” It will then be useful to measure how well

an employee holding the job:

1. “Presents information in a clear, concise manner that illustrates budget issues

that need to be resolved”,

2. “Produces timely budget documents and reports that are tailored to each

customer’s needs. and,

3. Frequently uses graphics and other aids to summarize and synthesize data.

If the person holding the position is a highly competent communicator and

knowledgeable about the budget process, then there is an overlap between the

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performance dimension “Prepare budget documents and reports” and the

employee’s “communication” and “technical knowledge” competencies.

Since competencies focus on an employee’s traits they are useful in hiring and

development. Performance dimensions, which focus on the job, are useful for

performance management and review.

Giving Constructive Performance Feedback

Praising good performance is easy, but what about those times when someone on

your team needs a kick in the butt more than a pat on the back?

In that case, you'll need to give some negative feedback--and do it without

demotivating or demoralizing the other person. This post explains exactly how to do

this.

Before we get started, though, it's important to remember that the goal of feedback

is not to tell people what to do or how to do it. That's mistaking the process for the

goal.

The actual goal of feedback--even negative feedback--is to improve the behavior of

the other person to bring out the best in your entire organization.

With that in mind, here are the 10 rules:

1. Make negative feedback unusual.

When a work environment becomes filled with criticism and complaint, people stop

caring, because they know that--whatever they do--they'll get raked over the coals. "I

try to give seven positive reinforcements for every negative comment," says Dan

Cerutti, a general manager at IBM.

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2. Don't stockpile negative feedback.

Changes in behavior are more easily achieved when negative feedback is

administered in small doses. When managers stockpile problems, waiting for the

"right moment," employees can easily become overwhelmed.

"Feedback is best given real time, or immediately after the fact," explains

management coach Kate Ludeman.

3. Never use feedback to vent.

Sure, your job is frustrating--but although it might make you feel better to get your

own worries and insecurities off your chest, venting a string of criticisms seldom

produces improved behavior. In fact, it usually creates resentment and passive

resistance.

4. Don't email negative feedback.

People who avoid confrontation are often tempted use email as a vehicle for

negative feedback. Don't.

"That's like lobbing hand grenades over a wall," says legendary electronic publishing

guru Jonathan Seybold. "Email is more easily misconstrued, and when messages are

copied, it brings other people into the fray."

5. Start with an honest compliment.

Compliments start a feedback session on the right footing, according to according to

management consultant Sally Narodick and current board member at the

supercomputer company Cray. "Effective feedback focuses on the positive while still

identifying areas for further growth and better outcomes."

6. Uncover the root of the problem.

You can give better feedback if you understand how the other person perceives the

original situation. Asking questions such as, "Why do you approach this situation in

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this way?" or "What was your thought process?" not only provides you perspective,

but it can lead other people to discover their own solutions and their own insights.

7. Listen before you speak.

Most people can't learn unless they first feel that they've been heard out. Effective

feedback "means paying attention and giving high-quality feedback from an

empathic place, stepping into the other person's shoes, appreciating his or her

experience, and helping to move that person into a learning mode," says Ludeman.

8. Ask questions that drive self-evaluation.

Much of the time, people know where they're having problems and may even have

good ideas about how to improve. Asking questions such as "How could we have

done better?" and "What do you think could use improvement?" involves the other

person in building a shared plan.

9. Coach the behaviors you would like to see.

Negative feedback is useless without a model for how to do better. But simply telling

the other person what to do or how to do it is usually a waste of time.

10. Be willing to accept feedback, too.

If you truly believe that negative feedback can improve performance, then you

should be willing to accept it as well as provide it. In fact, few things are more

valuable to managers than honest feedback from employees. It's to be treasured

rather than discouraged or ignored.

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Career Mapping and Employee Development

Career maps help both employers and employees. They offer plans for success and

identify areas of opportunity within an organization. With a company-wide career

map determined, organizations can set goals and make major decisions for the

betterment of the company.

In this article, we define career mapping, offer a guide on creating your own and

provide a template with an example.

What is career mapping?

Career mapping is the process by which employers create methods for individual

advancement within their company. Career maps explain the requirements for

advancement at each stage of an employee's career. Employees often create their

own career maps as they identify their own course of progression within an

organization. They create their own progression routes and determine the

requirements needed to get from their entry-level position to their goal.

Why should you create a career map?

Career maps not only identify directions for advancement for each type of employee,

but they also help businesses determine weak points and further goals. For example,

when employers find a barrier that might inhibit employees from reaching their goal,

they take the necessary steps to send their business in a direction that grants more

opportunities. Career maps lead to content, manageable and retainable employees.

Career map components

Career maps comprise multiple facets of information in determining methods for

advancement. Many include detailed personality profiles along with educational and

leadership requirements. The following list includes more specific details on the

various components of career maps:

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• Job descriptions and specifications

• Required competencies

• Personality profiles

• Training and development

Job descriptions and specifications

Every new level of employment within a single career path needs a formal job

description and a list of specifications. While many job descriptions are found online,

most roles are unique in their duties and details. Interview those within a specific

role or those in similar roles to determine a job description.

Required competencies

Especially at higher levels, some roles require certain skills or education. Similar to

the previous section, interview those within these roles for their opinions. Take note

if they have specific degrees or identify a particular skill set commonality within that

level range. If these positions don't yet exist, conduct online research on these or

similar roles.

Personality profiles

Aside from role qualifications, another necessary component involves personality

profiles. Outspoken individuals generally find more success in leadership roles.

Others find more success as part of a team. Depending on the role, you must identify

what type of personality fits it best.

Training and development

Formal education only gets employees so far. Some roles require additional training

for proficiency. For example, when you identify that performance of a certain role

requires bi-monthly seminars or other forms of training, list the details within that

role on the career map.

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How to create a career map

Creating a career map is often a challenging process. It requires a significant amount

of research but knowing all the opportunities for advancement helps both employer

and employee. The following list of steps outline how to create a career map:

1. Determine a starting point

2. Determine a final goal

3. Identify how to connect the two points

4. Create a series of smaller goals within two points

1. Determine a starting point

The first step in the process of creating a career map is determining an initial entry

position. This is often the role most new hires take when joining a company and has

few requirements. The starting point acts as the basis for the whole map. From it

branches various possibilities available to those on a given career progression route.

2. Determine a final goal

The second step is to determine your final goal. In most cases, this will be the highest

available position and where the map ends. When determining smaller scale

objectives, this may simply be the next career level from the previous level.

3. Identify how to connect the two points

The next step is understanding what it takes to advance from one point to another or

a starting point to a final goal. Various ways of reaching those goals include training

seminars, higher education, specific licensing and more. Each method of bridging the

gap is unique to individual roles and industries.

4. Create a series of smaller goals within two points

Similar to the previous goal, you need to set small goals within two points. Earning

your position in the next stage of your career often seems like a monumental task.

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Setting smaller goals between objectives makes the process seem faster and easier.

The more goals you reach, the less time it takes to reach the next level. Repeat this

process as needed for every stage within a career map.

Career mapping template

With the basic steps for creating a career path in mind, using a template becomes

simple. The following sections outline the basics of an effective career map:

[Starting job title: Your first section outlines all the details surrounding the starting

point. Include a full job description.]

[Bullet point defining further requirements]

[Bullet point defining personality profile details]

[A heading introducing goals. Ensure your goals are both relevant and achievable.

Consider the S.M.A.R.T system when determining objectives as it creates more

effective goals. Goals between career stages often include years of work experience,

the number of positive work reviews, specific achievements or rewards earned or

other related feats. Include as many as needed for the specific role.]

[Goal 1]

[Goal 2]

[Goal 3]

[Ending job title: This final section outlines all the details surrounding the ending

point. Treat it similarly to the starting point and include a job description and a

personality profile.]

Career mapping example

Now that you understand how to create a career map, use the provided template to

create your own. Below is an example of a two-stage career map using the template:

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*Administrative Assistant**:* Handles minor office tasks such as filing, report

taking, data entry and multi-line phone management. With proficient expertise in

applications such as Excel and PowerPoint, creates organized spreadsheets and

meeting presentations. Greet and assist all visitors as necessary.

• Requirements include an associate degree in administrative assisting or

related field and at least one year of previous experience

• Outgoing personality with a passion for customer service

There are three goals for this position:

1. At least 3 continuous years of employment

2. Discover and implement at least one method of improving customer service

3. Attend one training seminar on the principles of management

*Assistant Office Manager**:* Monitors daily activities involving the office and

concierge desk. Schedules building maintenance operations as needed throughout

the year. Maintains employee records and managerial procedures. Assists Office

Manager as needed.

Pertinent Questions in Talent Management

How important is it to have the right people in the right positions?

How big and qualified is the talent pool when in need for readily available

alternative candidates, whilst maintaining employee mirth, without sacrificing your

size?

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Notable Quotes