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Developing TM system

 Talent Developmental Method

 The Talent Myth
 The Talent Value Chain
Illustrative Developmental Method

 On the job coaching and mentoring

 Staff meeting on current problems
 Job rotation
 Emergency fill-in assignments
 Special one person projects
 Task force assignment
Illustrative Developmental Method
 Company Educational courses including e-
 Courses outside the company (includes e-
 Guided Reading
 Teaching Educational courses
 Assistance from counselor or psychologist
 Extracurricular Activity
Representative core
 Action orientation
 Communication
 Creativity and innovation
 Critical judgement
 Customer orientation
 Interpersonal skill
 Leadership
 Teamwork
 Technical and functional expertise
Human Resource Planning

 Surpluses (more replacement for one

 Voids (No replacement: Watch for significant
 Blockages (No promotion)
 Problem employee not meeting expectations
 Superkeepers: whose performance is
exceptional and do more than anybody else
Talent Myth

 Talent is in many people but it may not get a

push; hidden talent needs to be explored
 Talent identification is during early childhood
 Talent still is controversial between heredity
and environment
 Talent has different interpretation, value and
significance in different occupations
 Talent is like ”milk with an expiry date”
Factors nurturing talent

This requires total reward workforce Deal

 Individual Growth
 Compelling Future
 Positive Workplace
 Total Pay
Manager's ”Tool Kit” for
 Tool # 1 Know Talent /Reward strategies
 Tool # 2 Keep Talent alligned with Goals
 Tool # 3 Deliver the Scarce-Talent Message
 Tool # 4 Make Superkeeper Career Plan
Soul searching on Talent myth

 ”Employees are the key and force behind every

success. We have formed a task force to look
into and champion employee”
 - S Gopalakrishnan, CEO of Infosys (Yahoo
news 12th March, 2010
 Infosys: 9 hours per day presence, attrition
11.6%, Two exams required for promotion, I-
Race for promotion. All these factors are
creating a resentment in employees
 Retaining them becomes essential and CEO is
sensitive to this.
Useful tips in TM

 Delegate the task to the right kind of person;

One who has aptitude and knack for that work
 Give your superiors regular feedback reports
 Concentrate more on your people rather than
tasks to be done
 Make people completely responsible for their
The Talent Value Chain

 It is all about value added process in an

 Managers expects each individual to put in
something useful and positive in the process
from entire production to selling process
 ”Talent Tracks” positions in companies rather
than tenure track positions
 Employees who sell/provide good ideas win
others and get a coveted place in organization
Talent breeds Innovation

 Imagination + Knowledge = Innovation

 ”Imagination is more powerful than knowledge”
 Imagination has to cultivated while knowledge
can be acquired from books and other sources
 Every innovation starts in someone's
 Develop an ”Idea Bank” for your company
which should be futuristic in its goals & mission
Unique examples

 Walt Disney: Disneyland is the living

monument of imgination across all cultures
 Henry Ford: Imagination with knowledge while
making motor cars even when there were no
paved highways
 Bill Gates: Every family will need a PC;
Computers will do micro-surgery in next 20
years (Futuristic estimates)
 Michael Dell: changing the entire startegy of
marketing by directly daeling with customer
FIVE links in Idea-Talent Chain

 Anticipation
 Articulation
 Acceptance
 Action
 Leverage
Five ways to create values

 Make sure your idea is unique, authentic and

genuine and put it to test
 Expose the idea to the right people and involve
those people intensely (Idea Bank)
 Ensure that all information is adequate,
accurate and free flowing at all levels
 Provide the right resources to the people
 Expect something unexpected; Many failures,
surprises, and setbacks will come, so learn
from these