Forces Impacting Talent Management

Staffing challenges

• Reliance on contingent workers• Retirement of baby boomers

and likely labor shortage• Shortage of knowledge workers• Diversity of workforce

Economy/job market

• Economic conditions • Competition for talented

resources

3-1© SHRM

Orientation andOnboarding Programs

• Orientation provides initial exposure to:– Organizational information.– Policies, procedures, and benefits.– Work context.

• Onboarding promotes assimilation into:– Organizational culture and norms.– Specific departments and functions.– Support systems (e.g., mentoring, work/life

balance).

3-2© SHRM

Career Development

Career management:Organizationalfocus

Career development occurs when the needs of theorganization and the individual coincide.

Career planning:Individual focus

3-3© SHRM

Model for Career Development

Late career

Mid career

Early career establishment and achievement

Organizational entry

Occupational preparation

3-4© SHRM

Career Development Programs

• Employee self-assessment• Individual coaching/counseling• Employee development programs

– Apprenticeship and continuing education– Committee participation– Job rotation, enlargement, and enrichment

3-5© SHRM

A mid-level manager might regularly meet with a senior executive during which career development option?

A. MentoringB. Fast trackC. Job enrichmentD. Expatriation/repatriation

Answer: A

3-6© SHRM

Dual Career Ladders

Identify meaningful career paths for people who are not interested in traditional management roles.

Level 5Chief Information Officer

Level 5Senior Technical Specialist

Level 4Director

Level 4Technical Specialist

Level 3Department Head

Level 3Technical Lead

Level 1Information Systems Specialist

Level 2Senior Information Systems Specialist

3-7© SHRM

Succession and Replacement Planning

Fast-track programs speed the development of potential leaders.

3-8© SHRM

Succession

• Long-term; 12-36 months.

• Focuses on leadership talent for the future.

• Develops leaders capable of filling multiple assignments.

Replacement

• Short-term; 0-12 months.

• Focuses on immediate needs.

• Develops backup staff for key positions.

Employee Needs

• Flexible staffing– Flextime/telecommuting.– Compressed workweek.– Job sharing.– Phased retirement.

• Diversity– Training facilitates

communication and productivity among all employees.

• Expatriation– Sending employees

abroad and supporting their ability to succeed.

• Repatriation– Reintegrating employees

into their home country.

SPHR only

3-9© SHRM

Leadership and Management

• Leadership requires alignment to the organization’s vision and mission.– Leaders influence others toward the achievement of

goals, act as change agents, serve by example, and develop other leaders.

• Management is about coping with day-to-day operations.– Brings order and consistency to the organization.– Establishes systems and structures that get results.

3-10© SHRM

Which responsibility is MOST characteristic of a leader?

A. Evaluating recommendations from a corporate communications survey

B. Implementing a corporate ethics programC. Reviewing and adjusting sales forecastsD. Establishing a vision for the organization

Answer: D

3-11© SHRM

Behavioral Dimensions of Leadership

•Behavior aimed at meeting the social and emotional needs of groups and individuals.•Helping group members and explaining decisions.

Consideration

(employee-centered)

•Behavior aimed at careful supervision of work methods and performance levels.•Clarifying roles and setting goals.

Initiating structure

(job-oriented)

3-12© SHRM

Blake-Mouton’s Theory

Concern for

People

Country clubmanager

Teamleader

Middle-of-the-road manager

Managerial Grid

Impoverished manager

Authoritarianmanager

9A great deal

1Very little

A great deal9

Concern for Production (Task)3-13© SHRM

Hersey-Blanchard’s Theory

High

Task Behavior(Guidance)

Relationship Behavior

(Supportive Behavior)

Low High

High Relation-

ship/Low Task

HighTask/High Relationship

Low Relationship/Low Task

High Task/Low

Relationship

Participating

Share ideas and facilitate in decision making

Selling

Explain decisions and provide opportunity for clarification

Turn over responsibility for decisions

and implemen-tation

Delegating Telling

Providespecific instructions; closely supervise performance

Leadership styles match the situation.

3-14© SHRM

Fiedler’s Contingency Theory

• Favorableness of the leadership environment is determined by three factors:– Leader-member relations: The degree of trust that

followers have in their leaders.– Task structure: The extent to which tasks are defined.– Position power: The degree of power and influence a

leader has over subordinates.

• Leaders should change the factors rather than changing their style.

3-15© SHRM

Leadership Styles

• Transactional:– Offers promise of

reward or threat of discipline.

– Looks for deviation from rules.

– Intervenes when standards are not met.

– Abdicates responsibility and avoids making decisions.

• Transformational: – Provides vision and

sense of mission.– Communicates high

expectations.– Promotes

intelligence and problem solving.

– Gives personal attention and coaches.

3-16© SHRM

Emotional Intelligence

• Ability to be sensitive to and understand emotions of others and to manage own emotions

• Four branches:– Perceiving emotion– Using emotion to facilitate thought– Understanding emotion– Regulating emotion

• Positive correlation between leadership effectiveness and emotional intelligence quotient (EQ)

3-17© SHRM

Performance Management System

Drives business results that accomplish the goals of the organization.

Organizational values and goals

Performance management standards

Employee performance/behaviors

Measurement and feedback

Business results and employee growth

3-18© SHRM

Fostering a High-Performance Workplace

• Executive support.• Challenging work

environment.• Employee engagement

activities.• Performance

management training.

• Continual feedback.• Resources and tools.• Consistent

management practices.

Organizations must provide:

3-19© SHRM

Individual Performance Appraisals

1. Observe employee performing the job.

2. Identify and record strengths and areas for improvement.

3. Rate employee on progress toward previously stated objectives.

5. Set goals for performanceimprovement.

4. Provide reinforcing andcorrective feedback onemployee performance.

3-20© SHRM

Appraisal Methods

• Category rating methods – Simple marking of

performance level– Graphic scale, checklist,

forced choice

• Comparative methods – Compare performance of

employees– Ranking, paired

comparison, forced distribution

3-21© SHRM

• Narrative methods – Written narrative

appraisals– Essay, critical incidents,

field review

• Special methods – Designed to overcome

appraisal difficulties– MBO, BARS

Which appraisal method is best exemplified by the following?

A. BARSB. Forced distributionC. Graphic scaleD. Ranking

Answer: C

Quality

HighLow1 2 3 4 5

3-22© SHRM

Errors in Performance Appraisal

Contrast

Centraltendency

Leniency

Strictness

Bias

Primacy

Recency

Halo/horn

Errors

3-23© SHRM

Legal Performance Appraisals

• Performance appraisal methods must be:– Valid and free of discrimination.– Based on formal evaluation criteria.– Based on personal knowledge of and interaction

with employees.– Designed to prevent one manager from

overinfluencing an employee’s career.– Based on equitable treatment of all employees.

3-24© SHRM

Appraisal Feedback Guidelines

• Describe the behavior; don’t judge it.• Assume an attitude of helpfulness.• Empathize and listen actively.• Give specific examples.

3-25© SHRM

Documentation Guidelines

• Document as situations happen.• Keep notes on all employees, not just a few.• Use objective criteria.• Support job-related observations with facts,

but avoid conclusions.• Focus on deficiencies, not causes.• Remember that others may read your

comments.

3-26© SHRM