Talent Management
• Enhancing the attraction, longterm development, and
retention of key human
resources to maximize
performance.
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Nature Of Talent Management
Identifying future needs
and developing
individuals to fill those
needs
Creating and maintaining
an organizational culture
that values people
Key Areas
of Talent
Management
Establishing ways to
conduct and manage
activities to support talent
development
Developing a pool of
talented people who can
supply future job needs
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Talent Management
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HR Planning
Recruiting
Selection
Training
Career & Succession Planning
Performance Mgmt
Retention
3
Effective Talent Management
4
Careers and Career Planning
• Career
• Series of work-related
positions a person
occupies through life.
• Career Paths
• Employees’ movements
through opportunities
over time.
5
Careers and Career Planning
• Org-Centered Career Planning
• Identifying career paths that
provide for logical progression of
people in jobs in the organization.
• Individual-Centered Career
Planning
• Focuses on an individual’s career
interests rather than on org.
needs.
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Organizational and Individual Career
Planning Perspectives
7
Individual Career
Planning Components
• Self-Assessment
• Feedback
• Setting career goals
8
Individual Career
Choices
• Interests
• Self-image
• Personality
• Background
• Family
• Education
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General Career Periods
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Portable Career Path
11
Career Transitions and
HR
• Minimizing entry shock for
new employees
• Orientation/Socialization
• Supervisor
• Time
• Realistic Job Preview
12
Special Individual Career
Issues
Technical and
Professional Workers
Dual Career Ladders
Women and Careers
Sequencing
Glass Ceiling
Special
Individual
Career
Issues
Global Career Concerns
Repatriation
Global Development
Dual-Career Couples
Family vs.Career
Relocation
13
Developing Human
Resources
• Development
• Efforts to improve employees’ ability
to handle a variety of complex
assignments (knowledge work).
• Developing Specific
Capabilities/Competencies
• Lifelong learning
• Redevelopment
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Development vs. Training
15
HR Development Approaches
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Possible Means for Developing Employees in
a Learning Organization
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Management Lessons Learned from Job
Experience
18
Management Development
Supervisor
Development
Executive
Education
Management
Mentoring
Management
Development
Methods
Leadership
Development
Management
Modeling
Management
Coaching
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Stages in Management Mentoring
Relationships
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Problems with Management
Development Efforts
Failing to conduct an
adequate needs
analysis
Trying out fad
programs or training
methods
Common
Problems in
Management
Development
Failing to address
organizational factors that
result in encapsulated
development
Substituting training
instead of selecting
qualified individuals
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Succession
Planning
Process
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HR’s Role in Succession
Planning
Identifying development
needs of the workforce
Assisting in identifying
needed future job skills
Noting employees who
might fill future positions
Succession
Planning
Communicating the succession
planning process to employees
Tracing and regularly updating
succession plan efforts
23
Value Added by Succession
Planning
• Supply of employees to fill future key
openings
• Providing career paths and plans for
employees, increasing employee retention
and performance motivation
• Continually reviewing human capital needs
as organizational changes occur
• Enhancing organizational “brand” and
reputation as a good place to work
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Common Succession
Planning Mistakes
• Focusing only on CEO and top
management succession
• Starting too late, reacting to
openings
• Not linking to org strategic plan
• HR not involved in planning process
• Looking only internally for
succession candidates
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