Strategic Talent Development Final
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Transcript of Strategic Talent Development Final
Case Analysis & Report Writing
Strategic Talent Development
Presented to: Prof. Rajesh KamathPresented by: HR Batch (2009 – 2011)
Group MembersNames Roll Nos.
Monet Dodhiya 99Niha Bhaiji 110Nimita Nair 113
Pranjali Khanvilkar 124
What is Talent Development
Talent Development enhances an organization’s intellectual capital
Talent Development increases the pool of capabilities for knowledge management
Picking the right talent
Traditional Talent Development
Contd…
Talent development - reserved for the top management it is becoming increasingly clear that career development is necessary for the retention of any employee, no matter what their level in the company
Talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional term training and development
Talent development encompasses a variety of components such as: Training Career Development Career Management Organizational Development
2 Logical Laws of Talent Development
Washington Group International"The Nuclear Renaissance, A Life Cycle Perspective”
First Law of Talent Development
The beginnings of any technology-rich business are all characterized by a shortage of large numbers of technically trained people needed to support ultimate growth
Second Law of Talent Development
The resources will come when the business becomes attractive to the best and brightest who adapt skills to become part of an exciting opportunity
WHAT IS STRATEGIC TALENT DEVELOPMENT?
The process of changing an organization, stakeholders outside it, groups inside it, and people employed by it through planned and unplanned learning so that they possess the competencies needed to help the organization achieve and sustain competitive advantage at present and in the future
- Strategic Development of Talent (William J Rothwell & H.C Kazanas)
Contd…
SDT focuses on what was once called the “Human Resource Development” effort, now referred to as “Workplace Learning and Performance”
SDT uses an organizational strategy for talent development
SDT is a comprehensive , coordinated plan that describes how an organization's managers and individuals intend to meet business and staffing objectives through learning
About Strategic Talent Development
Helps implement strategic business plans and HR plans by building the competencies of people
SDT is more holistic than traditional efforts to develop people
Outgrowth of SDT – organizational strategy for talent that guides, unifies, and provides direction to learning that occurs in the organization
Contd…
In SDT, focus of planning is on the roles and responsibilities of every one who shares responsibility for developing the talents of people in the organization – line managers, participants and HR practitioners
This focus on planning for talent differs from mere department planning or learning events such as one- shot training courses
Strategic Talent Development
Clarify purpose of Talent
Development effort
Assess present conditions
Scan the external
environmentCompare present
strengths and weaknesses to future threats
and opportunities
Choose a long-term strategy for
Talent Development
Implement the organizational
strategy for Talent
Development
Evaluate the Talent
Development strategy
A Simplified Model of the Process for the Strategic Development of Talent
Importance of Strategic Talent Development
Strategic Talent Development is important for several reasons:
It makes talent development efforts proactive rather than reactive
Organization commits to developing talent
It ties a knot between learning and comprehensive planning process for talent, that aligns it to strategic business plans and HR plans
Contd…
Organizations known for their excellence in productivity improvement handle their human resources strategically
Talent Development efforts (such as training) have been shown to serve as retention tools and building internal bench strength
Questions to keep in mind while starting long-term planning for Strategic Talent Development…
What purpose does talent development seek to attain inside the organization? Outside it?
What part of this purpose is the responsibility of the Talent Development effort? Operating managers? Learners?
How are Talent Development activities presently benefiting the organization? How should they benefit the organization?
Contd…
How are Talent Development activities presently meeting learner needs? How should they meet learner needs in the future?
What is the organization’s present philosophy about Talent Development? What should that philosophy be in the future?
Possible relationships between Strategic Business Plans, HR plans and SDT
Strategic Talent Development Can be driven by organizational and HR plans – Top-down
approach
Can be driven by perceived future learning needs of managers and employees – Market-driven approach
Can be driven by comparisons between individual career plans/objectives and organizational plans/objectives – Career Planning approach
Contd…
Serves as a tool for helping top management strategists formulate business and HR plans – Future Approach
Provides information to strategists about organizations strengths and weaknesses – Performance Diagnosis Approach
Teaches people how to think strategically – Educational Approach
Provides feedback about implementation of plans for use by top managers in subsequent planning – Pulse-taking approach
Steps in implementing Organizational Strategy for the Development of Talent
Establish operational objectives for the Talent Development effort
Review and revise Talent Development Policies
Examine leadership in corporation or business
Review the structure of the organization and the learning experiences sponsored by the organization
Review reward systems
Budget for resources to implement strategy
Communicate about organizational strategy for the development of talent
Develop functional strategies for Talent Development
Top-down approach
Organizational and HR plans must be decided first before TDPs are formulated
Top managers – align strategic business plans and talent development plans with external environment perspective
Transform ‘vision’ to ‘reality’ – formulation and implementation of plans
Contd…
It is a ‘knowledge race’ which needs resources
Appropriate leaders to lead the strategy
Recruit from outside the organization
Job rotation and job enrichment
Contd…
Contract of talent on temporary or permanent basis
Simplify or change job duties
Train, educate or develop individuals within the firm
Career Planning approach
Establish individual development programs to provide structure for negotiations between individuals and their superiors
Identify learning experiences that will help individuals achiever their career objectives and will also help the organization to implement its business and HR plans
Facilitative the delivery of these learning experiences
Future Approach
Describe elements of a creative group to strategists prior to formal planning meetings
Stimulate strategists to identify ways in which formal meetings could be improved so that group members work together effectively
Encourage strategists to surface and deal with problems of group interaction
Design experiential exercises to help group members structure their thinking on strategic issues
Artificial Experience Approach
Apply special approaches to work analysis to identify what the future holds in store for job incumbents
Prepare descriptions of future conditions
Design exercises set in the future to give learners artificial experience
Lead learners through discoveries during the exercises
Contd…
Discuss results of exercises with learners, prompting new insights
Guide learners to discover their future learning needs
Help learners prepare action plans so that they can anticipate and meet future learning needs
Pulse- taking approach
Surface problems that impede progress on business plans
Define or clarify the problem
Consider solutions
Examine the value of solutions by using developmental activities for “Reality testing”
Devise action steps to implement solutions
Thank You
References
The Strategic Development of Talent by William J. Rothwell, H. C. Kazanas
Strategy-Driven Talent Management: A Leadership Imperative by Robert Frank Silzer, Rob Silzer, Ben E. Dowell