HAZWAN AFIQQ BIN HAMZAH 2013987435

SYURGA FATHONAH BINTI ARIS@AZIS 2013343955

FYAN HAIZUM BINTI MOHD SOFIAN 2013546127

FAIRUZ AIMI BINTI MOHAMMAD AZMI 2013981839
TALENT
MANAGEMENT
DEFINITION
Talent management can be defined as an integrated, dynamic
process which enables organisations to define, acquire and
develop the talent that is needs to meet its strategic objectives
(Bersin, 2008).


Talent Management is the business process that continuously
meets our needs regarding timely access and use of talent in
highly effective business driven ways (Adams, 2011).

Talent Management is a set of integrated organizational HR
processes designed to attract, develop, motivate, and retain
productive, engaged employees (Johns Hopkins University,
2010).


Talent management is a set of entrepreneurial human resources
processes and practices ensuring the sustainable effectiveness of
the most skilled workers within an organization (Serendi, 2014).
IMPORTANT ASPECTS


Talent management
makes a company more
competitive in business
competition
This special human
resource process helps any
company to keep one of its
most valuable assets that is
super talented employees.
Applying this crucial
process increases
company's revenue
effectively and efficiently.
PROCESS


Started at the beginning of the
recruitment process

Following process usually followed
by Unilever HRD and talent specialist

Creates a comprehensive profile of their
talent
Talent management process E-tool
Recruitment (inc. applying to a job
internally or externally)
VURV
Learning Learning Management System
Goal setting, Performance evaluations,
Performance rating, Succession
planning, high potential listing
PDP online system
Reward e-Reward system
PRINCIPLES

1. Alignment with Strategy
GENERAL ELECTRIC ORACLE
Moved more engineers into
GEs senior executive band





Management wanted to add
some nonfinancial and
behavior-based measures
2. Internal Consistency
SIEMENS IBM
Assigns the new graduates
hires to a learning campus
and assesses them at the
development center.



Conducts customer
satisfaction survey twice a
year to learn.
(Source: Stahl, Management Review Magazine, 2012)
3. Cultural Embeddedness
IKEA SAMSUNG
Explores the job applicants
values and beliefs,


Embrace a culture that
promotes creativity,
empowerment and open
communication.


4. Management Involvement
UNILEVER PROCTER AND GAMBLE
Believes in recruiting only the very
best people.




A.G. Lafley, former CEO
convinced that Nothing I do will
have a more enduring impact on
P&Gs long-term success than
helping to develop other leaders.




5. Employer Branding Through Differentiation
SHELL INFOSYS
Each subsidiary receives its
own resources to build the
brand.





Initiated a Catch Them
Young program in India.







MEASURING SUCCESS -
DELL INDICATOR OF ENGAGEMENT & MANAGER
EFFECTIVENESS
Experiences Perceptions Outcome
s
Manager
Coaching technique
Feedback
Career development
Ethical
DELL Culture
Vision/Strategy
Work &
Opportunities
Think
Feel
Do
Performance
s
Retention
TALENT MANAGEMENT PRACTICES OF
Employees are a high value
corporate asset
Its management approach
focuses on speed and risk
taking
It doesnt just have free food, it
offers amazing food
Economic rewards and
employee benefits
The physical space encourages
openness, collaboration and
innovation
Transparency and openness are
emphasized
Unique practices for solving
corporate problems
Ranked No.1 Employer Brand
Image in 2013 (Glassdoor)
4.7 rating in talent recruitment
while GOOGLE received 4.3
(Glassdor, 2013)
Acqui-hiring is an unique
corporate practice
Contest-based recruiting
The Facebook Hacker Cup
Hackathon college recruiting Its CEO as ots chief recruiter
It would be weird for us to
require a college degree and
If you can build awesome
stuff and have big impact,
thats all were looking for
Were doing really well
against the hiring goals that
we have
(Mark Zuckenberg)
REFERENCES
1. See R.E. Lewis and R.J. Heckman, Talent Management: A Critical Review, Human Resource Management
Review 16 (2006): 139-154.

2. E.G. Chambers, M. Foulon, H. Handfield-Jones, S.M. Hankin and E.G. Michaels, The War for Talent,
McKinsey Quarterly 3 (1998): 44-57.

3. E.E. Lawler III, The Folly of Forced Ranking, Strategy & Business 28 (2002): 28-32; and J. Pfeffer and R.I.
Sutton, Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management
(Boston: Harvard Business Press, 2006).

4. Serendi. (2014). Talent Management contributes to maintain companies' competitive advantage. See how.
Retrieved 2014, from http://www.serendi.com/en/talent-management-definition/what-is-talent-
management.html.

5. Chambers, The War for Talent.

6. M.A. Huselid, R.W. Beatty and B. Becker, The Differentiated Workforce (Boston: Harvard Business Press,
2009).

7. R.S. Schuler, S.E. Jackson and I. Tarique, International HRM: A North America Perspective, a Thematic
Update and Suggestions for Future Research, International Journal of Human Resource Management (May
2007): 15-43.

8. Unilever talent management. (2012). Retrieved 2014, from http://www.nvp-plaza.nl/documents/doc/talent-
mgmt-nvp.pdf

THANK YOU