“COMPETENCIES KNOW HOW: THE FOUNDATION OF TALENT MANAGEMENT”
Transcript of “COMPETENCIES KNOW HOW: THE FOUNDATION OF TALENT MANAGEMENT”
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PERKONGSIAN ILMU
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What is Talent Management?
Talent Management Requires Organizational …
• Philosophy
• Model
• Focus & Planning
Driven by a Process …
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Model – Key Elements of Talent Management
(employee’s perspective)
• Understanding the model …
• What does developing a match between employee talents and organizational roles & requirements mean, and …
• What measures, mentoring & opportunity …
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Traditional Employment vs. Talent Management Focus
• Traditional Employment Focus a) Skills & education
b) Duties & responsibilities
c) Some characteristics (strength, repetitive, endurance, etc.)
d) Experience
• Talent Management Focus – Traditional plus more scrutiny on … a) Traits
b) Behavior
c) Talent …
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So … What is talent?
• Skills
• Traits
• Behavior
• Characteristics
Equate to … Talent
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Baseline vs Role Specific Talents
• Baseline – skills, traits, characteristics, and behavior that is required of all
roles e.g.
a) Lifelong Learner
b) Self-starter
c) Ability to work with minimum supervision
• Role Specific – additional skills, traits, characteristics, and behavior
required for a specific role e.g.
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Process of Talent Management
Source: Bernsin & Associates - http://bit.ly/cFN5ox
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Five Basics in Implementing Talent Management
• Identify and Assess Existing & Needed Talents
• Hiring and Developing Staff
• High Value Appraisals
• Understanding Compensation & its Impact
• Turnover and Succession Planning for the Future
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Identify and Assess Existing & Needed Talents
• Identifying the competency skill sets needed in the organization
• Develop competency matrices to capture talent issues within a role and describe
• Develop a rating scale with scoring and weighting options based on requirements
• Track, evaluate, and manage competencies across the organization
• Implement a performance/competency management system
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Recruiting and Developing Staff
• Recruiting vs. Hiring & the need to “choose well” in the process …
• Employer vs. Employee “gap analysis” with respect to position
• Development opportunities – in and outside the organization
• Reinforcing development with obligations
• Involve top performers in mentoring and coaching
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High Value Appraisals
• Top-Down Employee Performance Evaluations
• Peer-to-Peer Employee Performance Evaluations
• 360-Degree Performance Reviews
• Self-Assessment Performance Reviews
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Understanding Compensation
• What motivates who?
• Comparing “apples to apples”
• Non-financial compensation
• Managing expectations …
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Turnover and Succession Planning
• Turnover has to happen and is a two way process
• Turnover is an opportunity
• Internal candidates may or may not be appropriate for vacancies
• Transparency minimizes ancillary issues associated with turnover
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ADDITIONAL RESOURCES
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