Talent Management

and Development
Nature Of Talent
Management
Talent Management
Concerned with enhancing the attraction, long-term
development, and retention of key human resources.
Determining the Scope of Talent Management
Targeting jobsexecutive, senior and upper-level
management and key jobs
Targeting high-potential individuals (high-pos)
Nature Of Talent Management
Key Areas
of Talent
Management
Creating and
maintaining an
organizational culture
that values people
Identifying future
needs and developing
individuals to fill
those needs
Developing a pool of
talented people who
can supply future job
needs
Establishing ways to
conduct and manage
activities to support
talent development
Talent Management Bridge
Effective Talent Management
Careers and Career
Planning
Career
The series of work-related positions a
person occupies through life.
Career Paths
Represent employees movements through
opportunities over time.
Career versus Job

Careers and Career
Planning (contd)
Organization-Centered Career Planning
Focuses on jobs and on identifying career paths that provide
for the logical progression of people between jobs in the
organization.
Individual-Centered Career Planning
Focuses on an individuals career rather than in
organizational needs.
Organizational and Individual Career Planning Perspectives
Individual Career
Planning Components
Individual Career Management
Self-Assessment
Feedback
on Reality
Setting of
Career Goals
Individual Career
Choices
Career
Choice
Interests Self-Image Personality
Social
Background
General Career Periods
Portable Career Path
Career Transitions and
HR
Entry Shock
for New
Employees
Supervisors Feedback Time The Work
Special Individual Career Issues
Special
Individual
Career
Issues
Technical and
Professional Workers
Dual Career Ladders
Women and Careers
Sequencing
Glass Ceiling
Dual-Career Couples
Family vs.Career
Relocation
Global Career Concerns
Repatriation
Global Development
Developing Human
Resources
Development
Efforts to improve employees ability to handle a variety of
complex assignments (knowledge work) requiring
judgment, responsibility, decision making, and
communication.
Developing Specific Capabilities/Competencies
Lifelong learning
Redevelopment
Development vs. Training
Developing Human
Resources
Employee Development
Needs Analysis Methods
Assessment
Centers
Psychological
Testing
Performance
Appraisals
HR Development Approaches
Possible Means for Developing Employees in a Learning Organization
Management Lessons Learned from Job Experience
Management Development
Supervisor
Development
Leadership
Development
Executive
Education
Management
Mentoring
Management
Modeling
Management
Coaching
Management
Development
Methods
Stages in Management Mentoring Relationships
Problems with Management Development Efforts
Common
Problems in
Management
Development
Failing to conduct an
adequate needs analysis
Trying out fad programs
or training methods
Substituting training
instead of selecting
qualified individuals
Failing to address
organizational factors that
result in encapsulated
development


Succession
Planning
Process
HRs Role in Succession Planning
Identifying development needs
of the workforce
Assisting in identifying needed
future job skills
Noting employees who might fill
future positions
Communicating the succession
planning process to employees
Tracing and regularly updating
succession plan efforts
Succession
Planning
Succession Planning (contd)
Succession Planning
Considerations
Make or Buy
Talent
Succession Planning
Skill Areas
Electronic/Web-
Based Succession
Planning
Areas for Planning Succession
In retrospect