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Talent Management

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Talent Management Ray Rowlings MRJ Consulting Appraising talent Retaining talent Compare progress Option - Chartered Manager Two routes to award Online submission ... – PowerPoint PPT presentation

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Title: Talent Management


1
Talent Management
  • Ray Rowlings
  • MRJ Consulting

2
About me
  • Consultant, trainer, author and tutor
  • Specialise in management and leadership
    development
  • 11 years experience in this area
  • Help organisations identify, develop and retain
    talent
  • Design and deliver development programmes for
    Chartered Management Institute
  • Chartered Manager Assessor and Panel Chair
  • Personal tutor and mentor for MBA students for
    Henley Management College

3
Overview of the briefing
  1. What is talent management?
  2. Why is it important?
  3. What does the research suggest needs to be done?
  4. How are organisations managing talent?
  5. What are the 5 key processes?
  6. How could this work for our organisation?

4
CMI ResearchTalent Management- Maximising talent
for Business Performance
http//www.managers.org.uk/research-analysis/resea
rch/current-research/talent-management-maximising-
talent-business-performance You can download the
executive summary for free Just type in Talent
Management
5
1- What is talent management?
6
Some definitions
  • Talent management is the additional management
    processes and opportunities that are made
    available to people in the organisation who are
    considered to be talent (CMI)
  • Usually high performance/high potential is
    talent with leadership focus
  • But not exclusively it may also be critical
    skills, stable performers or plateau
    professionals
  • Talent could organisational capability, need a
    future pipeline of appropriate skills to fill key
    positions (CIPD)
  • Talent technical experts (CIPD)

7
Who are they?
8
Talent Matrix
Source CIPD www.cipd.co.uk
9
2- Why is it important?
10
Some facts and figures
  • Between 40-70 of all senior execs will become
    eligible for retirement in next 5 years at most
    major corporations (Ashridge)
  • UK 50 of organisations have some form of talent
    management system (CMI)
  • 84 of UK managers want to be considered high
    potential (CMI)
  • 31 of UK managers feel their current appraisal
    system is capable of identifying high potentials
    (CMI)
  • 60 of UK managers agree that those identified as
    high potential were expected to be become senior
    managers/partners (CMI)

11
3- What does the research suggest needs to be
done?
12
Strategic Perspectives on Talent Management
13
Perspectives on Talent Management
  • Process use people management processes to
    optimise development and deployment of talent
  • Cultural belief that talent is most critical
    factor for success
  • Competitive keep talent away from the
    competition (consultancy/PR agency)
  • Developmental Accelerate the development of
    high potentials (ambition rules ok)
  • HR Planning Ensure right people in right jobs
    at the right time
  • Change management Talent management used to
    drive change

14
3 key focus areas
  • Defining talent
  • Developing talent
  • Structures and systems

15
18 Operational Dimensions
16
Defining Talent
17
Developing Talent
  • Effectiveness of delivery methods for developing
    talent
  • In house development programmes 95
  • Internal secondments 91
  • Coaching 87
  • Action learning sets 75
  • External secondments 69
  • Succession planning 62

Source CIPD Survey reflections on talent
management 2006
18
Structure and systems to support talent management
19
A framework for developing a Talent Management
System
20
4- How are other organisations managing talent?
21
Gordon Ramsay Holdings
  • Focus on developing talent not recruiting it
  • Talent Mobility
  • Talent spotting carried out by line managers
  • Talent Creativity
  • Financial incentives and sabbaticals
  • Developing internal Talent Less costly and risky

Source CIPD Talent Strategy Management
Measurement 2007
22
5- What are the key 5 processes?
23
The 5 key processes
  • Attracting Recruiting
  • Developing
  • Motivating
  • Appraising
  • Retaining

24
Attracting recruiting talent
25
(it) hinges on fit with the job
Superior producers fit their jobs and
  • Can deal with the mental demands of the position
    and enjoy the work
  • Have the necessary skills to do the job
  • Are comfortable with the demands of the
    environment and people they work with

26
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27
Developing and motivating talent
28
360 Review Process
360 Review Process
  • Motivates behavior change
  • Builds Skills
  • Measures improvement
  • Part of Strategic Plan
  • Process or Event?

29
Profiles CheckPoint 360 Competency Feedback Syste
m
30
Identify development gaps
31
Option Qualifications
  • CMI offer Management and Leadership
    Qualifications from Level 2 (Team Leader) through
    to Level 7/8 (Senior Manager)
  • Flexible approach
  • Range of options including
  • Awards (1 unit)
  • Certificates (2 or more units)
  • Diplomas (9 units)

32
Level 7 Senior manager
33
Qualifications- Considerations
  • Time commitment
  • Award (35 hours, 1 month)
  • Certificate (50 hours, 3 months)
  • Diploma (260 hours, 12 months)
  • Assessment
  • Assignments (reports)
  • Tests (exams)
  • Projects
  • Presentations
  • Professional discussions
  • Support required
  • Costs (direct and indirect)
  • People (Boss, colleagues, team, family, friends,
    CMI network)

34
Appraising talent
35
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36
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37
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38
Retaining talent
39
Compare progress
40
Option - Chartered Manager
  • Two routes to award
  • Online submission
  • Professional discussion
  • Both require completion of online 360 degree
    questionnaire (boss, colleagues, team)
  • Both require examination of Impact- making a
    real (measurable) difference in your role
  • Both could require examination of your CPD
  • Both require corroboration
  • Entry qualifications (Level 5 Diploma or
    equivalent)

41
Chartered Manager- Focus on Key Skills
Leading People Managing Change
Provides clear purpose and direction Encourages others to be creative and innovative
Inspires trust, respect and shared values Identifies opportunities for change and development
Communicates clearly and succinctly Scopes, plans and drives change
Develops and supports individuals and team members Manages others through the change process
Resolves problems and conflicts with positive outcomes Takes account of stakeholder issues
Adapts leadership style to take account of diverse situations Consistently applies strategic thinking
42
Chartered Manager- 3rd Year Renewal Process
  • 2- 4 hours work
  • 10 questions- 2 sections, Business impact and CPD
  • Business impact- demonstrable difference last 3
    years
  • Measurements
  • Leading people and Managing change skills
  • Evaluation of approaches
  • CPD
  • 3 activities linked to CMgr skill areas
  • Reflection on how applied
  • How has this helped?
  • 12 month plan for CPD

43
6- How could this work for our organisation?
44
10 Recommendations
  1. Align Talent Management strategy to specific
    business requirements
  2. What perspective is most relevant?
  3. Use the 18 dimensions to shape
  4. A talent culture needs to be developed
  5. Talent management can complement diversity
    initiatives by ensuring equality of opportunity
    and transparency of selection criteria

45
10 Recommendations
  • 6. Consider the culture of your organisation and
    attitude to risk
  • 7. Offer differentiated and tailored development
    routes- helps engagement
  • 8. Consider how you are going to measure ROI?
  • 9. Central ownership is important- align with
    strategic objectives
  • 10. Integrate with HRM processes

46
Thank You
  • Find out a little more about the latest Talent
    Management assessment and development tools
    www.mrjconsulting.co.uk
  • Free sample reports
  • Free assessments
  • Contact Ray Rowlings
  • Tel 01858 575896
  • Email ray_at_mrjconsulting.co.uk
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