Talent Management System

Published on July 2016 | Categories: Types, School Work | Downloads: 51 | Comments: 0 | Views: 239
of 22
Download PDF   Embed   Report

talent is the basic requirement in all organization to grow and we can attract, develop and retain the talent within the company with the help of talent management system. if u use this ppt,give me ur feedback

Comments

Content

1

PowerPoint slides by R. Dennis Middlemist, Professor of Management, Colorado State University

Talent Management System

A system that create organizational excellence by addresses competency gaps, particularly in mission-critical occupations, by implementing and maintaining programs to attract, acquire, develop, promote, and retain quality talent.

Chapter

13

Talent Management As a System
Talent management as a system concept had its beginning in the late 1980s when client/server technology, optical character recognition software and equal employment opportunity reporting made applicant tracking possible and necessary for most large corporations. It took off in the mid-1990s with the advent of internet, web browsers and database technology. It went mainstream in late 90’s with the explosion of online job boards, e-recruiting companies and corporate employment web site.

Chapter

13

A study was conducted by LBA consulting group in 1990’s. The study examined organization that had survived and prospered, and those had failed, over a time period of 25 years. The result of the study suggested that six human resource condition had to be met in employees selection and performance evaluation processes.

Chapter

13

Cont’d
 A performance oriented culture

 Low turnover (particularly in premium employees groups)  High level of employee satisfaction  A cadre of qualified replacement  Effective investment in employee compensation &

development
 Use of institutional competencies in employee selection

and performance evaluation processes

Chapter

13

Conclusion based on this study were simple: to optimize an organization’s ability to achieve sustained excellence, it must recognize the need for proactive talent management and have a systematic way of accomplishing the activity. On the basis of research organization focus on three outcomes:

Chapter

13

3 Outcomes
of super keepers.
 The identification and development of high-quality

 The identification, selection, development, and retention

replacement for a small number of position designated as key to current and future organization success.
 The classification of and investment in each employee

based on his/her actual and/or potential for adding value to the organization.

Chapter

13

Key elements of TMS

The Talent Management system is comprised of two critical success factors that work together to ensure agencies have people with the right skills, in the right places, at the right times. Addressing the critical success factors helps eliminate gaps and deficiencies in the skills, knowledge, and competencies of employees The two success factors usually work together.

Chapter

13

Elements
and strategic recruitment of diverse and qualified candidates for the agency's workforce. - Attracting

 Recruitment: The workforce plan drives the aggressive

 Retention: Leaders, managers, and supervisors create and

sustain effective working relationships with employees.

Chapter

13

 The workplace is characterized by:  A motivated and skilled workforce  Attractive and flexible working arrangements  Compensation packages and other programs used to

hire and retain employees who possess mission-critical skills, knowledge, and competencies.

Chapter

13

Recruiting- Key elements
Attracting talent

Identifies the challenges involved in attracting a high-quality workforce
 Establish competency gap reduction goals and develop

action plans to address current and future competency gaps
 Use appropriate hiring flexibilities and tools  Attract and hires applicants who possess needed mission-

critical competencies

Chapter

13

 Involve senior leaders and managers in recruitment

planning and the implementation of strategic recruitment initiatives to attract talent
 Review recruitment, hiring, and merit promotion

programs to ensure fair hiring and assess overall results
 Ensure application and decision-making processes are not

unduly burdensome or time consuming

Chapter

13

Retaining- Key elements
 Managing Talent  Utilize flexible compensation strategies to retain

employees
 Develop short- and long-term strategies and targeted

investments in current employees to eliminate competency gaps
 • Train the current workforce in required competencies

needed by the agency

Chapter

13

Retaining- Key elements

 Document planned and completed retention activities,

including requested budget funding, staff allocation, and management accountability
 Create a productive, supportive work environment

through a variety of programs, such as telework, childcare assistance, fitness centers, health assessments, safety seminars, employee assistance programs, parking facilities, and transit subsidies.

Chapter

13

Approach
The model presented here is called Talent Reservior.

Its goal is to build of high-talent people capable of supporting an organization’s current and future business requirements consistent, with the three objectives outlined earlier.

Chapter

13

Talent Reservoir
Talent Reservoir has 3 major component are:
1. Designing and building a Talent Reservior solution.

2. Capturing the Talent Reservior solution in a software

package.
3. Implementing an integrated Talent Reservoir process.

Chapter

13

Establishment of Talent Management System

After a strategically aligned talent management system has been established, the needs then to create a robust talent management system. A TMS involves the following steps:  Identification of a process to examine current and future

competencies needed by an org.  Developing a model for developing present human resources profile.  Conducting a gap analysis and implementing strategies to close gaps.  Addressing future gaps through human resource development and succession planning and management.

Chapter

13

 Developing  Addressing  Creating

current talent and investing in new talent at appropriate time. future shortages and excesses of employees for needed competencies. a framework for action plan to meet the future projections.

Chapter

13

19

4 steps to create TMS

Develop Develop assessment tools assessment tools and scales and scales

 Develop competency

definition and measurement scale
 Establish a perf. Appraisal

definition and measurement scale
 Establish a ‘talent potential

forcast’ definition and measurement

20

4 steps to create TMS

Develop assessment Develop assessment tools and scales tools and scales

 Create a coaching guide  Assemble a best directory

Develop training Develop training application tools application tools

of best training program
 Create a directory of top

books

21

4 steps to create TMS

Develop assessment Develop assessment tools and scales tools and scales Develop training Develop training application tools application tools

 Evaluate each employee using

assessment tools

Evaluate. Evaluate.

22

4 steps to create TMS

Develop assessment Develop assessment tools and scales tools and scales Develop training Develop training application tools application tools

 Create a ‘bench strength’ summary  Create individual talent

competency development forms

Evaluate. Evaluate. Prepare action Prepare action plans. plans.

Sponsor Documents

Or use your account on DocShare.tips

Hide

Forgot your password?

Or register your new account on DocShare.tips

Hide

Lost your password? Please enter your email address. You will receive a link to create a new password.

Back to log-in

Close