Talent Management

Harasik Kamila Kielar Marcin

All rights reserved

About what we will talk about ?

1. Talent definition2. Talent management definition3. Why is Talent Management important?4. Key process of Talent Management5. Talent Management in Poland

Today, global economy has created a more complex and dynamic environment in which most companies have to learn how compete effectively to achieve sustainable growth.

Probably, that is the reason, why in recent times we could hear often about Talent Management.

As talent we can understood as a innate skills in the field intellectual or artistic, activity which manifested as higher than average level of efficiency in a given field, or the ability to quickly learn it.

http://pl.wikipedia.org/wiki/Uzdolnienie

Głowacka-Stewart, K. and M. Majcherczyk "talent" is an employee who in a special way affects the growth of the company and stands out higher than average in the organization of the potential for further development, as well as to senior managerial functions.

K. Głowacka-Stewart, M. Majcherczyk, op.cit. p. 5.

M. Armstrong suggests that every employee has the capacity, so TM should not be limited only to a small group of selected people, but he admits, probably these actions will focus on people who have the rare skills and powerful success.

M. Armstrong, Zarządzanie zasobami ludzkimi, Wolters Kluwer Polska, 2007, s. 354

Talent definition

In our opinion the best and simplest definition can be

described by saying that talent is I am and you are, so each of us has a lot of talent is just a matter

of finding them and skillfully managed…

…and Talent Managementis nothing more than a skillful management of conscious or freshly discovered talent.

T. Listwan defines talent management as a [...] a set of actions relating to gifted people, undertaken with a view to their development and efficiency, and achieve organizational objectives.

T. Listwan, Zarządzanie talentami - wyzwanie współczesnych organizacji [w:] S. Borkowska (red.), Zarządzanie talentami, IPiSS, Warszawa, 2005.

Why is Talent Management important?

Research of Hay Group in Poland in 2010, shows that outstanding performers typically deliver 4 to 6 times more performance than average. What is more, selecting or developing just one outstanding performer has huge impact on overall performance.

We could say that talented employees are the most important factor which is warranty of economic success of organization in current time. Belowe we have reasons why:

First of all, talented manpower are employees of the new generation, it means that they able to create a new knowledge and solution which the basis for generating breakthrough innovations.

Secondly, they are the key factor of competitiveness for companies in a constantly growing economy, changes we could observe in the market, growing technological fluctuations.

On the end, talented employees play a major role in enterprises implementing model-based economy knowledge - knowledge every day is outdated. Communicate information and knowledge could be to everyone, but no one can give or teach talent, because of the need to be born. Adapt to the new conditions and to maintain a strong market position requires an adequate capacity, the talent is.

It is hard to find talent?The best way to answer this question is present the results of recruitment telents by Heineken.In 2012 they asked themselfs:

Standard questions. Prepared answers. If job interviews are all the same, how to find the right talent among 1734 applicants?

Key processTill this moment, as we know, sourcing the best people from the industry has become the top most priority of the organizations today.

It is a never-ending process that starts from targeting people. The process regulates the entry and exit of talented people in an organization.

To sustain and stay ahead in business, talent management can not be ignored.

Key process

In all the literature we could find many similar patterns about key process of talent management. In order to understand the concept better, we will discuss the stages included in talent management process:

Talent management key process

1. Define talent

2. Identify

3. Attract & Retain

4. Manage

5. Nature &

Develop

6. Evaluate

Defining talent• Clarify strategy to inform identification of mission critical

roles in the future• Ensure that performance evaluation processes are

objective and there is cross organization consistency in any application

• Recognise that much of “talent” may be unrecognized potential• Consider assessment methodologies including competency models and psychometrics to evaluate talent

• How will critival/key role identification occur

Identify• Develop a protocol and train line management in

Talent Identification• Ensure that identification and nurturing of talent is

recognized as a key line management responsibility• Generate a set of agree criteria by which Talent can

be identified

• Conduct informal of formal assessment of mission critical role holders or of potential talent pool groups

• Generate Talent database

Attracting & Retaining• Actively promote your positive culture in the market• Recognize that climate/working conditions are a key

element, • Recognize current staff as key ambassadors• Recognize that you need to think about functional

specialism as well as sector• Ensure assessment centres in corporate cultural and

values fit• Evaluate your organization through staff surveys and

use the feedback to actively improve areas of weakness

Manage recruiting the talent

• Hold regular Talent Panel reviews to monitor and report on Progress of any identified talent

• Generate formal carrier planning processes and succession planning for key talent roles

• Revue remuneration regularly to ensure that talent role holders remain well remunerated relative to potential sources of poaching

• Recognise and reward talent for outstanding performance• Assign a mentor/coach for each high talent role holder• Build relationships with Business Schools, Local Universities and

Colleges

Nature & Develop• Create an organisation climate that supports talent

development• Make sure the talent feels valued by the organization• Establish specialized talent coaches available on request• Run Development workshops for the talent to identify

strengths and areas for development• Build development around key target role talent

competencies• Ensure development is seen as being

valued by the organisation• Set up development

experiences for talent through shadowing and interim roles

Evaluate• Review Progress against success factors agreed At

design stage• Use a dashboard approach – assign a red, amber or

green light flag for talent to enable quick identification of potential problems

• Check retention levels and monitor absence levels regularly

• Conduct employee satisfaction surveys• Explore whether there is a positive correlation

between Talent “ranking” and performance• Review how do participants feel

about the process and use feedback to improve

• What is working well and what needs to improve

As we could see, talent management is very complicated process. Excluding discussed stages Managers have to remember during the talent management about:

• Retention• Promotion• Competency Mapping• Performance Appraisal• Career Planning• Succession Planning• Exit

Let's look at some of the enterprises implementing various talent management

processes.Company Description of activities in the field of talent

management

Bank Millenium

S.A.

For employees with the highest potential exists and Development Programs: specially selected training focused on the development of key competencies

Carlsberg Polska There are programs for the development of key employees, creating a succession plan, recruits and develops talent at all levels in the organization.

LOTOS S.A. There are separated programs: Individual Tracks Development Program, Human Resources Program Reserve, ABSOLWENT Program, Academy of LOTOS.

SAP Polska Implemented elitist talent management program, which annually participates in only a few people. Limited participation makes it perceived as an indicator of success.

To sum up…… we find a movie, which present all we said

Thank you for your

attention & remember:

Bibliography:

• J. Tabor; Rozwój organizacji uczącej się a zarządzanie talentami; http://www.e-mentor.edu.pl/artykul/index/numer/24/id/538

• Raport badawczy, Conference Board, „Zarządzanie talentami: Wyzwania, trendy, przykłady rozwiązań”

• Multiannual the director of the department of human resources management Money Expert SA.

• Przemysław Gacek, Raport: Wyzwania HR w 2013 roku