Module I

Talent Management: Meaning and significance of talent

management. Aligning HRM goals to business, attracting
talent, retaining talent, becoming the best employer by
employer branding activities, inculcating performance
culture, right sizing the workforce, work life balance
initiatives, providing HR leadership to business.

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INTRODUCTION
Talent - the sum of a person's abilities and his or her
ability to learn and grow.
The term was coined by David Watkins as The
process of attracting and retaining profitable
employees, as it is increasingly more competitive
between firms and of strategic importance, has come
to be known as "the war for talent"
Talent Management enables organizations to rapidly
align, develop, motivate, and maintain a highperformance labor force. They also alleviate the
hassle of writing performance reviews by automating
the task and ensuring quality of reviews and reviewed
on time.

INTRODUCTION

A conscious, deliberate approach undertaken to

attract, develop and retain people with the
aptitude and abilities to meet current and future
organisational needs.

TALENT=COMPETENCE+COMMITMENT+CONTRIB
UTION

Did you think about how many of your staff are

opened to work somewhere else? Well, at any one
time more than 55% of your employees will be
welling to leave you...

A set of business practices

that
manage
the
planning,
acquisition,
development, retention
and
advancement
of
talent in order to achieve
business
goals
and
optimize performance.
Nothing is as important as Identifying, Training and Holding onto
talented people Jack Welch

When business needs are high, people with a

range of talents are added. However, When
business eases, talent needs drop and workforce
reductions and hiring freezes are common
responses

Understanding requirement
Sourcing talent
Attracting Talent
Selecting Talent
Training & Development
Retention

Competency mapping
Performance appraisal
Career planning
Succession planning
Training & Development
Exit

 Right person in the right job.

Retaining the top talent.
Leadership and high potential employee
development.
Performance management.
Workforce planning.
Culture.
Nurture and developing of people.
Involves individual and organization
development.
Deliberate approach undertaken.
Financial benefits.

OBJECTIVES OF TALENT
MANAGEMENT
Capture the right talent and convert them to
organization assets
Identify various upcoming challenges of talent
management
Establish upcoming trends in talent
management.
Identify the ways to retain the best talent.

Increasing

Reducing

Employee
Satisfaction

Employee
Turnover

Worker
Productivity

Absenteeism.

Learning
Effectiveness
Service Levels

New Hires.

ATTRACTION
STRATEGIES
Employer branding
Employer of choice
Targeted recruitment and selection

TALENT ACQUIRING
STRATERGIES

INTERNAL STRATERGIES

EXTERNAL STRATERGIES

 Build a Winning Environment that people want to

belong to
Establish a Talent Management Mindset, which embeds
Ownership and Accountability for Optimising Talent
and Potential
Create Tangible Means to Identify, select and deploy
people of Outstanding Talent
Fully Engage Talent, use it and manage it Intelligently

RETENTION
STRATEGIES
Factors affecting retention
Risk analysis
Analysis of reasons for leaving
Areas for action

WAYS TO RETAIN MANAGE TALENT

Recognize
talent
Change
Organization
Culture

Attracting
Talent
WAYS TO RETAIN
MANAGE
TALENT

Managing
Succession

Selecting
Talent
Retaining
Talent

Career Progression
Plan

Align
Workforce
to Strategic
Objectives
Retain Top
Talent

Instruct

Provide
Training
Enable
Global
Learning

Learning Retention

Reward &
Promote

Give Suitable
Compensatio
n and
Rewards

ALIGNING BUSINESS
STRATEGIES WITH THE HR
STRATEGIES
Performance planning and
Evaluation: Uniform & standard
procedures: Growth, add value

Strategic Manpower planning:

Strategic Recruitment & Selection
Mapping Talents: Develop, nurture
and retain, skill inventories
Training & Development activities.

 Executing talent management strategy

Being custodians of the talent
management process
Providing guidance and fresh thinking
about talent management programs

Current
Organizational
Objectives

Workforce
Competencies

Competency
Gap

Required Job Skills

Align
Development
with Needs

Future

Improve
Critical
Competencies

Close Gaps &

Monitor
Performance

Required Job Skills

Super Keepers
A very small group of individuals who have demonstrated superior
accomplishments, and who embody the core competencies and
values of the organisation

Keepers
Those who Exceed Employee Expectations
Solid Citizens
Meet Organisational Expectations
Misfits
Those who fall below Organisational
Expectations

EMPLOYER BRANDING
Shortage of talent problem. Reactive to
proactive.
Process of placing an image of being a
great place to work
Strategic work to become an employer
choice . Not ends with signed contract.
Worker or brand ambassadors.
What it is like to work for an organization.
Need to understand what drives their sense
of engagement or commitment.
Companies can better understand attributes
which are likely to attract new recruits

EMPLOYER BRANDING
What it is like to work for an organisation,
what drives employees desires
What drives their sense of engagement or
commitment.
Better understand the attributes which are
likely to attract.

EMPLOYER BRANDING
Package of psychological, economic, and functional benefits
provided by employment. Manipulating these benefits.
It includes value system, policies, and behavior towards
attracting, motivating and retaining current and future
employees.
Set of attributes which makes an organization different .
Image of the organization .
holistic one, develops its employees positive attitude and
commitment .
More engaged, leading to higher level of productivity.
It increases the productivity and profitability

EMPLOYER BRANDING
INITIATIVES
Recruitment
1. Tie-ups with B-schools.
2. Participation in job fairs.
3. Employee referral programs
Employment Experience
4. Strong clear company culture which was created by the
founder members.
5. Effective employee communication and consultation.
6. Stays interviews
7. Creating a great place to work

EMPLOYER BRANDING
INITIATIVES
Training and Development
8. Proper training to impart knowledge, develop
skills and change attitude.
9. Career progression.
10. Employee development programs
Employee Benefits
11. Regular reward programs
12. Unique benefits like discounts to fitness clubs

INCULCATING PERFORMANCE
CULTURE
Culture is the learned assumptions on which people

base their daily actions.

Operating system" organizational DNA.
Intrinsic to organization culture.
Managing the performance of organizations, teams
and individuals.
Leadership and discipline are the defining elements
for performance culture.
Go beyond conventional way of employee-employer
relation.
Insanely (madly) dedicate to the success
Not successfully implemented or takes too long? In
such cases the reason is the absence of a
performance culture.

INCULCATING PERFORMANCE
CULTURE
Building blocks of a performance culture
Basis for performance culture is discipline, it
recognizes that clear boundaries. Accountability.
Decisiveness and standards of excellence
Commitments and expectations are clear.
Openness and trust: Speak, reduces
defensiveness.
Managed differences: conflict are dealt with.
Unfulfilled commitments are exposed. Go
beyond safe talk
Simplicity and focus: Razor sharp focus on
implementation.
Playing to people's strengths:
Understanding, closing gap.

ROLE OF LEADERSHIP IN HIGH

PERFORMANCE ORGANIZATION
Not reside only at the top of the organization.
Leadership must be combined with strategy; it must be
ongoing, consistent and grounded in on-the-job learning.
Highly disciplined organization that has clear
accountabilities and demands results.
Leaders will have clarity regarding to lead:
organization strategy and change, self, their people
and teams, their organization and their results.
Essential ingredients of leadership as follows:
Taking and managing
Constantly sensing
environments

accountability ,bringing consensus.

and assessing the external and internal

ROLE OF LEADERSHIP IN HIGH

PERFORMANCE ORGANIZATION
Essential ingredients of leadership as follows:
Negotiating clear expectations and goals. Ongoing feedback,
coaching and follow up.
Are insightful and self-aware.
Adopting a coaching style of leadership. This strengthens and
supports coherence, communication, collaboration .
Creating supportive, healthy cultures which attract and retain
talent.
Creating a performance culture (troubles in practical
implications)
Get rid of traditional performance appraisals "as we know
them."
Complete the total process by expectation
setting, ongoing feedback and coaching, and progress .
Deal with performance management holistically.
"discover what is unique about each person and then
capitalize on it".

RIGHTSIZING THE
WORKFORCE
Process of monitoring and adjusting the composition of
the organizations workforce to its optimal size.
Logical process of assessing the existing staffing levels
Tool to remove excess workforce, reduce HR cost,
improve organization fitness, and enhance market
competitiveness
Reorganizing or restructuring their business by costcutting, reduction of workforce, or reorganizing upperlevel management.
The goal is to get the company molded properly to
achieve the maximum profit..
"The company felt that rightsizing was necessary after
four quarters of losses."

RIGHTSIZING THE
WORKFORCE
Rightsizing means downsizing the employee strength
through planned elimination of jobs .

Proactive approach rather than it is reactive approach .

Process by which organizations determine and maintain
only RIGHT EMPLOYMENT for its requirements .
Downsizing" refers tothe cutting of workforce of any
organization to control the problems .
While rightsizing the workforce manager mush ensure
Employees are not unnecessarily overloaded.
Quality, productivity and expected performance is not
compromised.
Customer satisfaction is given top priority

Ineffective activities

Effective activity

Voluntary early retirements

Across the board layoffs

Eliminating Training & Development

activities
Overly deep workforce reductions

Placing working in a job which they do

not have training
More emphasize on accountability than
on involvement.
Expecting the worker who remain to
work hard
Implementing layoff in a gradual,
incremental manner
Emphasize high monitory reward for
career development

Asking for appropriate size of

workforce
Identifying high potential members and
monitor their development
Protecting education and training fund

Emphasize strong leadership

Decentralizing operations and

empowering retained employees.
Emphasize team development over
individual effort
Identifying and protecting core
competencies

Reducing number of organization

layers
Considering interdependent
relationships before cutting positions.

WORK LIFE BALANCE

Balance between work and their private lives.
The two sides of the same coin and balancing them
is the an art.
Increasing work pressures, impact of globalization
and technological advancement.
Work life and personal life are inter-connected and
interdependent.
Balancing point on the seesaw.
Emotional intelligence is required to maintain a
balance between private and professional.
Persons control over the responsibilities between
their work place, family, friend and self.

WORK LIFE BALANCE

Work life balance policies.
Essential for proper management of results.
Benefits of Work life balance.
Reduced staff turnover rates,
Becoming a good employer or an employer of
choice
Reduced absenteeism and sick life,
Improved morale or satisfaction and improved
productivity.
Reduced Stress, burnout.
Increased job satisfaction.
Improves concentration

WORK LIFE BALANCE

INITIATIVES
Work-Family Balance initiatives
I. Initiatives for employers/organizations:
Create a culture that is supportive of work family from the
top.
Provide work family sensitivity training.
Limit the number of working hours each week.
Eliminate Saturday work or provide alternate Saturdays off.
Provide flexible work times.
Provide flexible work place.
Maternity and paternity leave consider extending paid
leave.
Extend career leave.

WORK LIFE BALANCE

INITIATIVES
Work-Family Balance initiatives
I. Initiatives for employers/organizations:
Offer long service leave on half pay.
Provide reduced work hours for older workers on a
permanent basis or for a limited period.
Provide work supported childcare places.
Rotate jobs.
Provide additional financial benefits for those who
work in remote locations or away from home (to
support childrens education, relocation expenses,
family reunions etc.).

WORK LIFE BALANCE

Work-Family Balance initiatives
INITIATIVES
II. Initiatives for individuals/couples:
Discuss what you value as a family and ensure what
you value is reflected in what you do.
Maintain good communication at home (for example,
discuss sharing of tasks and responsibilities).
Maintain good communication at work (for example,
discuss hours, work responsibilities).
Plan and organize family time.
Plan and organize time to deal with family and
personal health issues and family finances.
If partnered, plan and enjoy regular time as a couple.

WORK LIFE BALANCE

INITIATIVES
Work-Family Balance initiatives
II. Initiatives for individuals/couples:
Plan and enjoy regular time with children or other family
members.
Maintain daily family routines for example mealtimes; do
work out with children, homework to stay fit.
Take care of self. Maintain physical, mental and social wellbeing.
Be realistic about work hours - review work commitments and
career goals on a regular basis. Scale back where needed for
a shorter or longer time period.
Appreciate other family members and all they are achieving.
Also appreciate the pressures they might be under.

PROVIDING HR LEADERSHIP TO
BUSINESS.
HR Leadership is fundamentally a business driver and
enabler.

Proactively drive change to improve governance,

enhance performance .
Capacity and capabilities for meeting present and future
needs of technology.
HR leaders are business leaders, as responsible as other
business leader
Task of ensuring that their organization culture is
changeable, customer-focused and stimulates
innovation.
Task of ensuring that their organization culture is
changeable, customer-focused and stimulates
innovation

PROVIDING HR LEADERSHIP TO
BUSINESS.
HR Leadership is a mindset, one which combines a
strategic approach with a pragmatic.

Focus of HR leadership is on customers, individual

employees and organization for today and tomorrow.
Organization capabilities required for sustainable success.
Achieve power and influence within organizations if they
are to play meaningful role.
CEOs are looking for the HR leaders who can push the
business forward and challenge everyone at the table.
HR was considered as necessary evil, but today HR is
taking the centre stage to lead the business.
Voracious (greedy) appetites for business, professional
compatibility with other top executives

PROVIDING HR LEADERSHIP TO
BUSINESS.
HR Leadership can discharge following
responsibilities to contribute to business

Driving improvements, to provide efficient, effective, and

compliant HR services aligned to business requirements.
Design, development, and implementation of new HR
services to meet new business trends.
Development and implementation of business-focused
HR metrics
Delivering reliable workforce data with corresponding
workforce reporting and analytics to support business
decisions.
Development of the overall HR budget and analysis of
total HR spend..

PROVIDING HR LEADERSHIP TO
BUSINESS.
HR Leadership can discharge following
responsibilities to contribute to business

HR compliance and risk management.

Project management, including building capabilities
for HR to manage projects such as Six Sigma in HR
Development and implementation of an HR
technology strategy to support the business needs.

ANY
QUESTIONS?

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