MODULE-1

INTRODUCTION TO TALENT MANAGEMENT

CHAPTER OUTLINE
Introduction to Talent Tools for Managing Talent
Management
Building Blocks for Talent
Key Process of Talent Management
Management
Effective Talent
Talent Management v/s Management System
knowledge Management
Modern practices in talent
Sources of Talent Attraction, Engagement
Management and Retention
Elements of Talent friendly Talent Management
organizations Framework.
Retention and Challenges
in Managing Talent
Talent value Chain
INTRODUCTION TO TALENT
MANAGEMENT
REFERENCE BOOKS
1. Berger, Lance A and Dorothy Berger (Eds.) The Talent Management
Handbook,Tata Mc Graw Hill, New Delhi 2.
2. Chowdhary, Subir, The Talent Era, Financial Times/Prentice Hall
International
REFERENCES
3. William H.Macey, BenjaminSchneide, Karen M.Barbera,Scott
A.Young,Employee Engagement : Tools for Analysis,Practice, and
Competitive Advantage, Wiley-Blackwell.
4. Simon L.Albrecht, Handbook of Employee Engagement:
Perspectives, Issues, Research and Practices;
5. Edward Sonal Minocha and Dean Hristov: Global Talent
Management an integrated approach, Sage Publication.
TALENT: ENGINE OF NEW ECONOMY

Engine of new economy should be the best engine to drive economy to the
forefront
Best engine should race ahead of competition to stay best
Talents and implementers are required to sustain and improve best engine
Creation of new products or processes requires masterminds of unique calibre
Talent is the most precious and coveted natural resource which is highly mobile
Modern societies fiercely compete to attract, develop, and retain talented
workers, creators, and decision-makers.
Talent seeks out places of knowledge, innovation, and creativity
A Talent is a creator, a rule breaker, a rule maker, a change initiator, and a
knowledge generator.
Talents are the spirits of an enterprise. 
NEED FOR TALENT
• Talent innovates
• Talent responds to an ever-changing business environment and competition
• Talent can implement the right strategy at the right moment
• Talent utilizes resources in a more efficient way to boost productivity
• Talent has a winning mentality
• Talent never wants to stop
• Talent seeks the next achievement
• Talent energizes co-workers
• Talent carries more responsibility for success and failure
• Talent creates a sense of urgency.
• As product life cycles become shorter, the life span of a business depends more
on Talents and their ability to drive innovations
• Hence organizations should become Talent cantered.
OBJECTIVES OF TALENT
MANAGEMENT
To leverage from the available talent pool
To reduce manpower costs
To avoid risk of recruiting incompetent and unfitting people
To ensure sustainability in business
To reduce opportunity costs
To ensure optimal capacity utilization
To ensure quality in production and service delivery
To secure and sustain competitive advantage
To ensure continuous supply of talented people

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KEY PROCESS OF TALENT
MANAGEMENT
TM - A PROCESS
 PROCESS

1.  Workforce Planning:  Integrated with the business plan,

this process establishes workforce plans, hiring plans,
compensation budgets, and hiring targets for the year.
2.  Recruiting:  Through an integrated process of recruiting,
assessment, evaluation, and hiring the business brings
people into the organization.
3.  On boarding:  The organization must train and enable
employees to become productive and integrated into the
company more quickly.
4.  Performance Management:  by using the business plan,
the organization establishes processes to measure and
manage employees.
 PROCESS

5.  Training and Performance Support:  This is a critically

important function. Learning and development programs is
provided to all levels of the organisation. This function itself
is evolving into a continuous support function.
6.  Succession Planning:  as the organization evolves and
changes, there is a continuous need to move people into new
positions.  Succession planning, a very important function,
enables managers and individuals to identify the right
candidates for a position.  This function also must be aligned
with the business plan to understand and meet requirements
for key positions 3-5 years out.  While this is often a process
reserved for managers and executives, it is more commonly
applied across the organization.
 PROCESS
7.  Compensation and Benefits:  This is an integral part of people
management.  Here organizations try to tie the compensation plan
directly to performance management so that compensation,
incentives, and benefits align with business goals and business
execution.
8.  Critical Skills Gap Analysis:  This is a process we identify as an
important, often overlooked function in many industries and
organizations.  While often done on a project basis, it can be
"business-critical." 
For example, today industries like the Federal Government,
Utilities, Telecommunications, and Energy are facing large
populations which are retiring.  How do you identify the roles,
individuals, and competencies which are leaving?  What should
you do to fill these gaps?  We call this "critical talent management"
and many organizations are going through this now.
TALENT MANAGEMENT
PROCESS
• Understanding the Requirement
• Sourcing the Talent
• Attracting the Talent
• Recruiting the Talent
• Selecting the Talent
• Training and Development
• Retention
• Promotion
• Competency Mapping
• Performance Appraisal
• Career Planning
• Succession Planning
• Exit
THE QUAD MODEL
The Real Business Benefits could be attained
through effective Talent Management.
A complete talent management Methodology
involves Planning, Acquiring, Developing and
Retaining talent.
 Plan talent to involve identifying, defining, and setting criteria for
required capabilities, as well as auditing current talent levels.
Acquire talent utilizing a wide range of strategies to attract talent.
Develop talent to involve providing opportunities for career
development and training, managing employees' performance,
coaching and mentoring.
Retain talent, through long-term incentives, a flexible and positive
work environment, opportunities for advancement and good
remuneration
The first phase of talent management is talent planning. In this
phase, the organization establishes defined competencies and sets
criteria to measure its talent skills. Needs can be derived from the
organization's vision and strategic objectives. 
Talent Focus: 
 Once you know what your organization needs, you can start thinking
about what type of talent potential to focus on.
Competency Definition: 
Competencies are lasting individual attributes that cause or predict high
levels of performance. Defining competencies is a process of defining the
specific, usable talents that your employees need in order to meet the
organization's objectives and strategic goals.
Measurement Criteria:
To evaluate, measure, and develop competencies, you need to establish
particular criteria for each identified competency. You need objective criteria
to measure competencies effectively.
Talent Audit:
An audit may include different types of activities designed to evaluate the
level of current competence against talent indicators you have defined.
Different assessment methods include psychometric tests and
questionnaires, in-depth interviews, case studies, and analysis of most
recent performance reviews.
The second phase of talent management is acquiring
talent. In this phase, the organization should promote its
values to encourage talented people to apply and join the
organization. In addition to this, executing recruitment cycle
is the core of this phase and includes interviewing, selecting
and on boarding employees.
Attracting: This is about inspiring people to want to work for your
organization so that they apply when positions become vacant.
Recruiting: A recruiting brand reflects the core values of the
organization and communicates the advantages of working for the
organization. 
Selecting:  This includes multiple steps such as interviews, tests,
and background checks.
Employing: This is the process of bringing a person into the
organization, or it could mean promoting a person within the
organization to a new position. During this stage, you negotiate a
reimbursement package and starting date, and you provide the
employee with a positive introduction – sometimes called
onboarding – to the company.  
THIS IS THE THIRD PHASE OF THE QUAD MODEL. STRATEGIES
FOR NURTURING AND BUILDING EMPLOYEES' CAPABILITIES
INCLUDE TALENT MANAGEMENT READINESS, CAREER
DEVELOPMENT AND TRAINING, PERFORMANCE MANAGEMENT,
AND COACHING AND MENTORING. THESE ARE THE CORE
OBJECTIVES OF THIS PHASE.
Talent Readiness Training: 
This is a defined Training Program targeting managers to equip with the skills and competencies
needed to implement Talent Management. Such competencies will help the organization attract,
identify and develop Talents. 
Career Development & Training:
Varied training programs are needed to improve people's performance and skills. You need to
tailor specific programs to help personnel adjust to new technology and upgrade task-specific
techniques, and to prepare employees for future work.
Performance Management:
Performance management encompasses setting goals, giving performance reviews, and
providing feedback. A key component of performance management is giving performance appraisals.

Although pay increases or bonuses are important to employees, praise can go a long way toward
making employees feel valued. To be effective, rewards and recognition programs should align with
what is motivating to employees.
Coaching & Mentoring:
Coaching and mentoring develop talent by encouraging people to excel at their work and to learn
on the job. The one-on-one reflective nature of these techniques provides a supportive and intimate
quality that can engage people on a more emotional level.
Mentoring is carried out by an individual with proven success in the area that the person who's
mentored wants to learn about. The main role of a mentor is as advice giver. A coach works with a
client to achieve specific, identifiable goals. The coach and the client are held accountable to the
organization. A coach asks provocative questions to expand the individual's awareness and desire to
change.
TALENT RETENTION
The longer you keep talented people in your
organization, the greater the return on your investment.
The fourth phase of the QUAD Model is to define
several strategies that can help retain talent:
 Competitive pay and long-term incentives – Pay should be
competitive to prevent people from leaving the organization to earn
more elsewhere. Long-term incentives such as stock options or
vacation days or other benefits increasing over time can encourage
people to couple their careers and personal goals with a long-term
commitment to your organization.
Career Planning – To retain up-and-coming talented people, an
organization has to provide them with genuine opportunities for
advancement.
Flexible working arrangements – When working arrangements are
inflexible and fixed, the options available to people are circumscribed
– forcing them to choose between staying with or leaving an
organization.
Talent Culture: Employees need to derive satisfaction from their
work, feel respected, and be physically comfortable. Managers need
to monitor these levels of satisfaction so they can forestall problems
before people leave an organization. Positive work environment is a
key factor to retain talent
TALENT GAP
Talent Gap also known as skill gap, is where there are jobs
but less qualified or skilled people to fill them.
 MEASURING TALENT MANAGEMENT BY
BUILDING THE EMPLOYEE GAP ANALYSIS
• Select the right candidate with the desired level of proficiency
• Identify the skills gap of the candidate to the position
• Mitigate the risks of the skills gap
• And upon hiring the candidate, develop a continuous professional
development plan so they succeed in the position and so the
organization can benefit from the employee’s continuous alignment
with the needs of the position and the goals of the organization
HERE ARE THE BASICS OF HOW THE EMPLOYEE GAP ANALYSIS
WORKS:

Development Plan.
• What are the KSA’s needed for the position?
• Identify areas of proficiency needed and include weighted
multiple choice questions in the application process.
• Once the candidate has demonstrated they have the
required minimum level of proficiency, then they move on
to the interview.
• Upon being hired, their responses to the application
questions turn into their Professional
SKILL GAP IDENTIFICATION
• Skill gaps are recognized and the new hire is provided learning
opportunities by the organization such as training and classes
to improve their proficiency in their role.
• Their proficiency level is reassessed at least every 90 days to
ensure it is increasing.  If their proficiency is not increasing –
or it is decreasing – managers can easily, and objectively, have
a conversation with the employee about their development.
• As the employee changes positions, their PDP will update as
well with the needs of the position.
TALENT MANAGEMENT V/S
KNOWLEDGE MANAGEMENT
TALENT VERSUS KNOWLEDGE MANAGEMENT

Talent management is a set of activities

designed to identify, attract and hire the best
available talent and retain the talent in an
organization as companies believe that superior
performance is a result of superior talent.

Knowledge management is a process of

identifying, creating and distributing knowledge
among a workforce for the betterment of a
company.
DIFFERENCEBETWEENTALENT AND KNOWLEDGEWORKERS
SN Talents
1 They create or break rules
2 They create and develop
ideas(Eg. Scientists)
3 They are change Agents
4 They innovate
5 They direct and guide
6 They motivate, energize and
inspire people
7 They Contribute ideas and
create wealth
8 They are knowledge
generators
9 Accept responsibility for
success or failure
10 They boost productivity with
winning attitude
Knowledge Workers
They obediently follow the rules/orders
They translate ideas into reality
(Business Entrepreneurs)
They support change
They apply innovations
They act and perform as per the
directions
They are energized, inspired and
motivated by talent workers
They execute ideas and commercialize.
They knowledge users
They do not accept responsibility for
success or failure of an innovation
They work to the directions of
talents.
DIFFERENCE BETWEEN TALENT AND KNOWLEDGE WORKERS

SN Talents Knowledge Workers

11 They, develop, design and They execute and work within the
reinvent business models framework set by talents
12 They possess drive to achieve No drive for achievement. They are
with a sense of mission mere followers

13 Respond to changes in They do not respond to the changes

business environment in business environment
14 They are strategic in approach They are not strategic in approach

15 They are futuristic and think They just work to instructions

about next move
16 They have an ability to drive They do not have an ability to drive
innovation innovation
17 They are competent and They are not creative thinkers
creative.
18 They execute right strategy at They follow the strategy.
right time
SN Talent Managment
1 TM is a process of identifying selecting,
DIFFERENCESBETWEENTALENTANDKNOWLEDGEMANAGEMENT
developing and deploying the people
resources needed to execute business
strategy
2 TM concept applies the 80/20 rule,
meaning 20% of an organization's top
employees yield 80% of its positive
results.
3 TM is concerned with the implementation
of changes in systems and processes
4 TM enables mapping right person to the
right job
5 TM is concerned with motivation of people KM engages motivated workforce to
perform their jobs well
6 TM creates wealth through innovation
7 TM creates knowledge
8 TM Boost productivity
Knowledge Management
KM is a process by which
organizations record, store, deliver
and distribute the critical internal
“intellectual capital”
Knowledge component is explicit in
the vision ,strategy, policy, and
practice at all levels of the
organization.
KM support change
KM ensures that the tasks
associated with the job roles are
performed well
KM executes ideas and
commercializes.
KM facilitates use of knowledge
KM ensures that employees work
according to the directives
SOURCES OF TALENT MANAGEMENT
 SOURCES OF TALENT MANAGEMENT

Traditional Sources
(News papers, job fairs,
employment agencies)

Web / Internet
Recruitment Walk-ins/ Employee
(Online job boards, Company Referrals
website, Social Media)

Modern Sources
Recruitment Boards,
Poaching, Head-
hunting, consult-in
SOURCES OF TALENT MANAGEMENT
I Internal Sources External Sources
Transfers Casual Hires
Promotions Walk-in
Demotions Consult-in
Upgrading Employment Agencies
Retrenched Employees Referrals
Retirees Head Hunters
Dependents of Deceased Poachers
Notice Boards Telecast
Internal Job Postings Media Advertisements
Company websites Social Media
SOURCES OF TALENT MANAGEMENT
I Modern Sources
Tele-recruitment
Mergers & Acquisitions
Unsolicited Applicants
Job fairs & Pool Campus Interviews

Niche recruitments , Networking

Search Engines
Job Portals
Talent Tracking Systems and Applications
Talent Exchanges,
E-recruitment: ATS, HRIS, Recruitment S/W,
OTHER SOURCES
TALENT MANAGEMENT
AND SOCIAL MEDIA
• The right use of social media can strengthen talent
management programs to create social and cooperative work
environments.
• if an organization wishes to be perceived as innovative and
cutting-edge, it’s best to be visible in social media in a space
where younger generations are active.

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TALENT MANAGEMENT
AND SOCIAL MEDIA
Leveraging Social Media for Talent Acquisition:

• Potentially larger pool of candidates

• Access to more information to better filter candidates
• More direct line of communication to the potential hires themselves
• High usage and short response time on some social networks may
help fill positions faster, resulting in a decrease of vacancy days
• Access to hidden candidates
• Increase job visibility and easy sharing
• Enhance candidate experience

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TALENT MANAGEMENT
AND SOCIAL MEDIA
Private social networks –
• Use alumni groups for boomerang hiring
• Create a private group of VIPs, like an alumni group.
• It’s a brilliant way to stay in touch with ex-colleagues and
a perfect channel to use for boomerang hiring, which is
known to be more cost efficient and profitable for
organizations
• A great example is J.P. Morgan’s Continuum where they
have 20,000 professionals and are able to constantly fill
vacancies.

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TALENT MANAGEMENT
AND SOCIAL MEDIA
Social referrals & Social Sourcing – leads to high-quality
hires
• EY (Ernst & Young) is a good example of a professional
service firm interacting, engaging and recruiting recent
graduates via their Facebook pages.
• Another important tool, among others, is
 LinkedIn Recruiter that allows people to search the entire
network for passive candidates and connect with anyone
who has an interesting profile.
Social reputation management – join and positively influence
conversations

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TALENT MANAGEMENT
AND SOCIAL MEDIA
Big data benchmarking – empowers HR to create attractive
job offers and predict employee behavior
Big data can also be used for predictive analytics to
understand such factors as employee satisfaction and
performance and determine how long an employee might
stay or how much they expect to earn based on employment
history.

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TALENT MANAGEMENT
AND SOCIAL MEDIA
Social performance management – use performance
feedback to motivate employees
Social media can be used as a perfect forum to showcase
and congratulate different employee achievements, which in
turn can create a positive environment. Furthermore,
managers can get a better understanding of team
collaborations and what activities and teams are producing
the best results

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TALENT MANAGEMENT
AND SOCIAL MEDIA
Social learning- offers a fun and interactive method of
professional development
Via rating, gamification, reviews and discussion forums of
various learning programmes, employers can engage their
employees in learning initiatives and can encourage personal
development. It also offers a perfect forum for people to
share knowledge and experiences and give the opportunity
for new hires and junior staff to learn from top performers.

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TALENT MANAGEMENT
AND SOCIAL MEDIA
Social Media Response:
A dedicated online monitoring & support presence can help
the company improve support for
• Inquiries
• Queries
• Complaints
• Compliments
TALENT MANAGEMENT AND SOCIAL
Showcase Employer Brand MEDIA

Culture

Leaders CSR

Subject
Awards Matter
Experts
KPI S TO MEASURE TALENT ACQUISITION
EFFECTIVENESS
STATISTICAL INFO ON SOURCES
OF TALENT ACQUISITION
RETENTION AND CHALLENGES IN
MANAGING TALENT
CHALLENGES OF TMS
Attracting and retaining talented employees at all levels to
meet the needs of organic and inorganic growth.
Creating Talented Ethical Culture: Setting standards for
ethical behavior, increasing transparency, reducing
complexities and developing a culture of reward and
appreciation are still more challenges and opportunities for
talent management.

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CHALLENGES OF TMS
Adopting appropriate technique to forecast talent needs for
future in the face of inevitable uncertainty
Deciding whether to "make or buy" talent
Internal development versus outside hiring?
Designing employee-development systems that avoid
breaking the bank if employees leave 
Preventing talent-management plans from being undercut by
employee's own career plans

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CHALLENGES OF TMS
Developing a robust leadership pipeline: Leadership in
action means an ability to take out of crisis
situation, extract certainty out of uncertainty, set
goals and driving change to ensure that the
momentum is not lost. Identifying people from
within the organization who should be invested
upon is a critical talent management challenge
Development of strategies for talent acquisition ,
development and retention
Developing metrics to evaluate and measure the
efficacy of Talent Management System.

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CHALLENGES OF TMS
Creating a value proposition that appeals to multiple
generations. With four generations in today's workplace,
most companies are struggling to create an employee
experience that appeals to individuals with diverse needs,
preferences and assumptions. The Gap, for example, has
153,000 people in its workforce. The stores have a high
percentage of Gen Y employees, while corporate roles and
leadership ranks are primarily made up of Gen X'ers and
Boomers. How does one create a compelling employee value
proposition for the organization?

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CHALLENGES OF TMS
Rounding out the capabilities of hires who lack the breadth necessary for
It is difficult to determine whether those
global leadership:
individuals have the people skills, leadership capabilities,
business breadth, and global diversity sensibilities
required for the nature of leadership today. Increasingly,
the challenge of developing these broader skill sets falls
to the corporations
Transferring key knowledge and relationships. The
looming retirement of a significant portion of the
workforce challenges all companies, but particularly
those who are dependant on the strength of tacit
knowledge, such as that embedded in customer
relationships, a key to Mercer's business success

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CHALLENGES OF TMS
Stemming the exodus of Gen X'ers from corporate life. A
big threat in many firms today is the exodus of mid-career talent—
people in whom the organization has invested heavily and in whom
it has pinned it hopes for future leadership. For example,
developing talent management practices and programs calibrated to
leverage technology and create greater work/life balance has been a
priority for Mercer over recent years.
Redesigning talent management practices to attract and
retain Gen Y's. The challenge of calibrating talent management
practices and programs to attract and engage our young entrants is
critically important to all firms and particularly so for firms that
depend on a strong flow of top talent, such professional service
firms like Mercer. All three panelists agreed that making the
business infrastructure more attractive to Gen Y is a high priority.

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CHALLENGES OF TMS
Creating a workplace that is open to Boomers in their "second careers." Age
prejudice still exists, but smart companies are looking for ways to
incorporate the talents of Boomers and even older workers in the workforce.
In many cases, this requires rethinking roles and work relationships.
Overcoming a "norm" of short tenure and frequent movement. Some
industries, such as specialty retail, are known for having a very disposable
view of talent. Companies intent on changing that norm, such as The Gap,
must address both external influences in the marketplace and an internal
mindset. The Gap believes retaining employees in roles for 3+ years will be a
key to their future earnings growth.
Enlisting executives who don't appreciate the challenge. Many talent
executives complain that business leaders still believe that people are lined
up outside the door because of the power of the company's brand. The
challenge of enlisting the support of all executives for the transition from a
talent culture that has traditionally operated with a "buy" strategy to one that
places more emphasis on "build" is widely shared.

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COMPETENCIES

Competencies are the building blocks of a

talent management system.
• They are any Behavior, skill, knowledge, or other type of
stated expectation that is crucial to the success of each
employee and to the success of the entire organization.
• Core Competency Attributes include:
• Action Orientation
• Targets and achieves results,
• overcomes obstacles,
• accepts responsibility,
• establishes standards and responsibilities,
• creates a results-oriented environment, and follows

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PERFORMANCE
MANAGEMENT
Performance Management Process – Involves development of an
efficient, yet rigorous performance management process that fits
business strategy so as to achieve key goals. 
Performance Appraisals - Involves creation of specific job-related
competencies and performance appraisals tailored to jobs in the
organization
Performance Management Coaching –  to provide customized
coaching to help leaders have effective performance discussions with
direct reports. 
Talent Performance Mgmt
• Leadership SKILLS Training
• Leadership DEVELOPMENT programs
• Career Development & Planning
• Hi-Potential Talent Pipeline Relationship Mgmt

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EVALUATION OF
EMPLOYEE POTENTIAL
Potential evaluation is a process of determining an
employee’s strengths and weaknesses with a view to use
this as a predictor of his future performance.
Potential evaluation helps to chalk out employee’s career
plan. .
Performance review considers targets achieved as the
criterion
Current skill inventory is the criterion considered for
assessing employee potential

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PERFORMANCE AND BEHAVIOURAL
PARAMETERS EVALUATED
The performance areas that require improvement
 The accomplishments and the targets achieved during appraisal period
Overall rating of the performance
 Skill, knowledge, competencies and quality gaps that require development
Steps taken by the employees towards career development
Recommendations for the training and development of the employee
Updating knowledge on the latest developments on their job related and
subject areas.
Rating the employee behavioural characteristics like:
o Decision making ability
o Independent thinking
o Confidence towards the job
o Handling stress and pressure
o Inter-personal skills, both with superiors and subordinates
o Leadership, motivating and conflict handling
The past performance of the employee and the potential of performing in
future helps to identify the hidden talents.

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EVALUATION OF
EMPLOYEE POTENTIAL
Self-evaluation
Peer evaluation
Superior evaluation
Management By Objectives(MBOs)
Psychological and psychometric tests
Management games like role plays, Group discussions,
simulations
Leadership exercises

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ELEMENTS OF TALENT FRIENDLY
ORGANIZATIONS
 ELEMENTS OF EFFECTIVE TM

• Recruiting candidates who are talented and competent to

support the organisation’s goals.
• An active dialogue between managers and employees to
determine which employees desire to grow, which are happy to
be at their current levels and which are at risk of leaving and
their reasons;
• An employee development plan that recognizes the new talents
and competencies that are needed for each employee’s internal
career path to be able to prepare to progress in the
organization
• A measurement system that will allow the organization to track
progress and identify high potential employees in each talent
pool when the need for employee movement arises.
BASIC ELEMENTS OF TM

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ELEMENTS OF TM
On boarding: Consistent on boarding process including:  clarification of expectations (which
were likely included in the recruiting and selection phase), introductions to key
relationships, and access to all the resources and tools that newly hired employees need to
feel supported and prepared.
Employee Development: This must include the manager/team leader who has been
adequately prepared to coach employees/team members to master the essential skills of the
job, particularly the “soft” skills which are often overlooked.
Performance Management: Creation of a safe environment where employees can learn from
their mistakes.  Then, providing on-going feedback without waiting for the typical annual
performance review.
Career Development: The most effective career development process considers the talents
and motivators of the individual, which ideally would have been discovered in the selection
process.  The most effective career development process includes the formation of a cohort
of employees on a similar path who also have mentors.
Succession Planning: An effective succession plan integrated with the strategic requirement
of the organization which considers how the stages of growth will be managed, including the
number and types of positions required.  Best practices would include benchmarking those
positions to establish the talent required for successful performance.  Talent search and
inventory from those who are in the career development process.

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 ELEMENTS OF TM
Leadership has a crucial role to play in the management of talent. Leadership must provide vision
and ensure strategic alignment. leadership has to monitor progress towards achievement of the
vision.
Strategic orientation of the TM activities
Human is very complex. Talent + excellent communication skills = inflated talent; while Talent +
poor communication skills = deflated talent.
Talent Acquisition and Retention strategies
• 1)Development of social bonding in the organization;  
• 2) Using talent not only to attract talent but also to retain it;
• 3) Employing knowledge management solutions to capture tacit knowledge to all possible extents;
• 4) Ensuring clear and open communication and to avoid rumours
• 5) Ensuring transparency in the operations; and
• 6) Monitoring barometer of organizational politics
Effective compensation policy and strategy to retain talent. Spill-over effects such policies should
be checked and fine tuned.
Zero tolerance policy for harassment and abusive supervision. The organization must have an
explicitly stated policy of harassment and abusive supervision. Regularly organize workshops to
inculcate sensitivity of the issue.
HR analytics and other solutions. Make use of appropriate technology as a facilitator.

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TALENT VALUE CHAIN
FOCUSSES OF TVC APPROACHES
Recruitment - ensuring the right people are attracted to the
organisation.
Retention - developing and implementing practices that reward and
support employees.
Employee development - ensuring continuous informal and formal
learning and development.
Leadership and "high potential employee" development - specific
development programs for existing and future leaders.
Performance management - specific processes that nurture and
support performance, including feedback/measurement.
Workforce planning - planning for business and general changes,
including the older workforce and current/future skills shortages.
Culture - development of a positive, progressive and high
performance "way of operating".
TALENT VALUE CHAIN
TOOLS FOR MANAGING TALENT
THE ESSENTIAL TOOLS OF TALENT
MANAGEMENT

The tools required for successful talent management include

• Workforce Planning, Recruiting
• Strategic Plan and Goal Alignment
• Executive Coaching
• Leadership Development
• Succession Planning
• Recognition Programs
• Diversity And Inclusion
• Engagement and
• Retention.
9 BOX GRID(MC KINSEY TM TOOL)

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BUILDING BLOCKS FOR TALENT
MANAGEMENT
BUILDING BLOCKS OF TM
• Philosophy of Talent Management
• Talent Management Process
• Integrated Talent Management Information System
• Talent Strategy
• Compliance
• Governance Structure
• Talent Management Metrics
• Deming says-"you can't manage what you don't
measure" also applies to managing talent in
organisations

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BUILDING BLOCKS OF TM
Talent Creed: A talent management creed is composed of a widely
publicized set of core principles, values, and talented people.
Talent Strategy:
• A talent management strategy views a workforce as a portfolio of human
resource assets that are differentiated based on an assessment of each
person’s current and potential contribution to organization success.
• The types of people that will receive different types of investment are
rooted in the organization’s talent creed.
• The talent strategies of most high performing organizations contain the
following three directives:
• 1. Cultivate the Super keepers.
• 2. Retain key position backups.
• 3. Appropriately allocate training, rewards, education, assignments, and
development (TREADs).

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BUILDING BLOCKS OF TM
Super keepers
• Identification, selection, development, and retention of Super
keepers is essential
• Super keepers are a very small group of individuals (about 3
percent of an organization) who have demonstrated superior
accomplishments, have inspired others to attain superior
accomplishments, and embody the creed, core competencies,
and values of their organization.
• Their loss or absence severely inhibits organization growth
because of their disproportionately powerful impact on current and
future organization performance.
• Bill Gates once said, “Take our twenty best people away from us
and I can tell you that Microsoft would be an unimportant
company.”

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BUILDING BLOCKS OF TM
Key Position Backups :Development of high-quality
replacements for a small number of positions designated as
key to current and future organization success.
Appropriately Allocated TREADs :TREADs refer to
investments made by an organization in the form of Training,
Rewards, Education, Assignments, And Development
Activities. The return on most of these investments, however,
will not be realized until the future
Competencies: Competencies are the building blocks of a
talent management system. They are the behaviour, skills,
knowledge, or other type of stated expectations that are
crucial to the success of each employee and to the success
of the entire organization

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EFFECTIVE TALENT MANAGEMENT
SYSTEM
ABOUT TALENT
MANAGEMENT SYSTEM
• Talent Management System (TMS) is an integrated software
suite that addresses the “four pillars” of talent management:
Talent Acquisition; Performance Management; Learning and
Development; and Compensation Management
• Talent Management systems focus on providing strategic
assistance to organizations in the accomplishment of long-
term enterprise goals with respect to talent or human capital
• According to Bersin, talent management system may be defined as the
implementation of integrated strategies or systems designed to
improve processes for recruiting, developing, and retaining people
with the required skills and aptitude to meet current and future
organizational needs
• Talent management systems may also be referred to as or paired with
an Applicant Tracking System (ATS) in either standalone application or
as a suite of products

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TALENT MANAGEMENT
SYSTEM

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 83
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S

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MODERN PRACTICES IN TALENT
ATTRACTION, ENGAGEMENT AND
RETENTION
MODERN PRACTICES IN
TALENT ATTRACTION
• Employer branding
• Building Positive work environment
• Designing attractive and interactive Career websites
• Ensuring easy traceability of Vacancies and relevant pages on career website through
Search Engine Optimization(SEO)
• Designing Career website from candidate’s usability perspective
• Grooming , nurturing and Re-skilling of prevailing talent
• Integration of Applicant Tracking System( ATS) with company website to provide multi-
purpose services.
• Leverage Google Analytics and Webmaster Tools which provide details about source of
job applicants
• Making Company website the hub of social networking
• Groups may be set up on Twitter, LinkedIn and Face book
• Relevant news, comments and vacancies may be distributed to them.
• Doing this will increase engagement with candidates and maximise the referrals back to
company’s career website.
• talent attraction starts to work more efficiently

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MODERN PRACTICES IN
TALENT ATTRACTION
• Overhauling of Mechanistic structures, making them collaborative
organic structures
• Nurturing young leadership
• Building innovation culture
• Team empowerment
• Accommodating multigenerational workforce
• Incentivising employees through Employee Stock Option Plans/gain
sharing plans
• Establishment of new social contract, ensuring-
• Rapid career growth
• Flexible work arrangements and
• an increase in the number of contract and part-time workers

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MODERN PRACTICES IN
TALENT ATTRACTION
• Paid maternity leave has been increased to 26 calendar weeks from 12.
• Paternity leave, earlier given for five working days, will now be given for 15 working days.
• Adoption leave will also be provided for 26 calendar weeks from the previous 12.
• Adoption leave is agnostic of gender and will be provided to all primary caregivers of the child
irrespective of their parental status.Infosys is giving ESOPS for its talented pool of employees
• Under its Career Acceleration Program (CAP), Reliance Industries group will allow employees to
chart their career growth by changing their business functions after a series of tests and interviews.
• The 'Step Up' programme will help an employee grow within the same function, with him getting
some mentoring to gear up for the next level quickly.
• Bus ticketing and cab booking platform Yatra Genie will be hosting a testing competition called
'Bugathon' to attract young talent into the company.
• The Royal Bank of Scotland in India has rolled out a 'Determined - Female Leaders Talent
Programme' - aimed at nurturing its high-potential female talent into the business leaders of
tomorrow. Customised needs of women are met using a combination of learning opportunities,
mentoring, networking and specifically created development tools.

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 PEPSICO’S
“POSSIBILITIES”

• Prospective candidates
can check it for openings
• watch videos from current
employees
• read executive blogs
• have conversations with
hiring managers.
LEVERAGING TALENT
•Inducting right person in the right Job

•Retaining the top talent

•Better hiring

•Understanding employees better

•Better professional development decisions

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Dr. Geetha , RJSIMS
 LEVERAGING TALENT
•By competing effectively in a complex and dynamic
environment to achieve sustainable growth
•By developing leaders for tomorrow from within an
organization
•By maximizing employee performance as a unique
source of competitive advantage
•By empowering employees:
Cut down on high turnover rates
Reduce the cost of constantly hiring new people to train
 STRATEGIES FOR LEVERAGING TALENT

Right Person in the right Job: Through a proper ascertainment of people

skills and strengths, people decisions gain a strategic agenda. The skill or
competency mapping allows you to take stock of skill inventories lying with
the organization. This is especially important both from the perspective of
the organization as well as the employee because the right person is
deployed in the right position and employee productivity is increased. Also
since there is a better alignment between an individual’s interests and his
job profile the job satisfaction is increased.
Retaining the top talent: Despite changes in the global economy, attrition
remains a major concern of organizations. Retaining top talent is important
to leadership and growth in the marketplace. Organisations that fail to
retain their top talent are at the risk of losing out to competitors. The focus
is now on charting employee retention programs and strategies to recruit,
develop, retain and engage quality people. Employee growth in a career has
to be taken care of, while succession planning is being performed those
who are on the radar need to be kept in loop so that they know their
performance is being rewarded.
 STRATEGIES FOR LEVERAGING TALENT

Better Hiring: The quality of an organization is the quality of workforce it

possesses. The best way to have talent at the top is have talent at the
bottom. No wonder then talent management programs and trainings, hiring
assessments have become an integral aspect of HR processes nowadays.
Understanding Employees Better: Employee assessments give deep
insights to the management about their employees. Their development
needs, career aspirations, strengths and weaknesses, abilities, likes and
dislikes. It is easier therefore to determine what motivates whom and this
helps a lot Job enrichment process.
Better professional development decisions: When an organization gets to
know who its high potential is, it becomes easier to invest in their
professional development. Since development calls for investment
decisions towards learning, training and development of the individual
either for growth, succession planning, performance management etc, an
organization remains bothered where to make this investment and talent
management just make this easier for them.
LEVERAGE VARIOUS
CHANNELS
Employer
Brand

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 MODERN PRACTICES IN
TALENT SELECTION
• Ensuring confidentiality and anonymity in selection
• Ensuring selection of applications based on Job-requirements
• Structured applications are provided online with different sections
• Provision for updating the profile of candidates online
• Social Media posting
• Management games like Group Discussions, Role plays, simulations
are used
• Highlighting company’s culture
• Easy access to job openings
• Technology aided Candidate assessment

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MODERN PRACTICES IN
TALENT SELECTION
• Easy navigation through careers website with a link to home page
• Telephone/ Skype interviews
• Graphology tests
• Insistence on referee reports
• Selection criteria are publicized and made transparent
• Selection through internal job postings, employee referrals or
social media channels are popular
• Extensive use of technology for conducting- aptitude tests,
psychometric tests and interviews
• Use of applicant screening system for preliminary screening of
applications
• Online submission of job applications

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 PRACTICES IN TALENT
ENGAGEMENT &RETENTION
• Lucrative compensation
• Career growth and development opportunities
• Good Quality of Work Life(QWL)
• Ensuring Work Life Balance(WLB)
• Assuring Occupational Health, Safety and
Welfare(OHSW)
• Rewards and Recognitions
• Knowledge transfer through Knowledge Management
System
• Ensuring Effective Performance Management

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MODERN PRACTICES IN
TALENT ENGAGEMENT
• Collaborative learning and participative management
• Sound socialisation practices
• Challenging job roles
• Flexi-time options
• Work from home
• Consultancy assignments
• Equal opportunities
• Open Communication Systems
• Prevention of Poaching
• Perquisites and fringe benefits

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 MODERN PRACTICES IN
TALENT RETENTION(SLIDE-1)
Recruit the right people in the first place
• Ensuring an accurate match between role and candidate
• Automated skills-based matching
• Speeding up the recruitment process to secure top candidates
• Automation of workflow of recruitment process
• Proactive building of talent pools of suitable candidates
• Building and mining talent pool database
• Ensuring new hires are productive as soon as possible
• Coordination of all on boarding activities
Improve the line manager’s ability to manage
• Managing people based on facts and data
• Single system for all aspects of talent management
• Providing intuitive, useful talent management systems designed for the line manager.
• Web 2.0/consumer internet usability
• Provide relevant data to support decision-making
• Context-based analytics
• Prompting everyday interaction with talent management tasks.

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• Integration of talent tools with business tools like Microsoft Outlook
MODERN PRACTICES IN
TALENT RETENTION(SLIDE-2)

Give employee’s constant feedback about

clear, meaningful goals

• Clear line of sight from employee goals to unit/company goals.

• Cascading goals management
• Gather feedback from a broad, relevant audience.
• Establish networks of reviewers
• Capture feedback on a regular basis.
• Easy logging of feedback from e-mail correspondence like Microsoft Outlook
• Facilitate regular reviews of progress. •
• Intuitive goals monitoring systems

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MODERN PRACTICES IN
TALENT RETENTION(SLIDE-3)
Empower employees to manage their own careers
• Enable employees to define and analyze career preferences
• Self-service career planning tools
• Base career paths on actual career histories
• Analyze role change data for career paths
• Empower employees to find and engage mentors
• Intelligent internal networking capabilities
Proactively drive talent mobility
• Clear visibility into internal job opportunities
• Online promotion of open roles
• Approach internal candidates with relevant opportunities.
• Matching of employees to open roles based on talent profile
• Extend succession planning to broader set of roles.
• Automated search and easy-to-use succession planning systems
• Maximize fill rate from succession plans
• Integrate succession planning and recruiting systems

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MODERN PRACTICES IN
TALENT RETENTION(SLIDE-4)
Continuously measure and improve retention strategies
The effectiveness of key retention practices may be evaluated with data and
metrics such as:
• Quality of hire
• Hire by source
• Bench strength in key staffing positions
• Voluntary and involuntary turnover
• Talent Retention: Technology-Enabled Best Practices
• Internal mobility
• Promotional levels (leadership development)
• Retention of high performers
• Percent of employees attaining performance goals aligned to business
strategy

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 RECENT TRENDS IN TM

• Talent War
• Technology
• Talent Management to Rescue HR
• Increase in Employer of Choice Initiatives
• Promoting Talent Internally
• Population
RECENT TRENDS IN TM

Talent War: Finding and retaining the best talent is the most

difficult aspect of HR management. HR survey consultancies are
one in their view that organizations globally are facing a dearth of
talented employees and it’s often more difficult to retain them.
Further research has also shown that there is clear link between
talent issues and overall productivity.
Technology and Talent Management: Technology is increasingly
getting introduced into people development. Online employee
portals have become common place in organizations to offer easy
access to employees to various benefits and schemes. In addition
employees can also manage their careers through these portals
and it also helps organizations understand their employees better.
 RECENT TRENDS IN TM

Talent Management to rescue HR : HR has been compelled to

focus on qualitative aspects equally and even more than
quantitative aspects like the head count etc. Through talent
management more effort is now being laid on designing and
maintaining employee scorecards and employee surveys for
ensuring that talent is nurtured and grown perpetually.
Increase in Employer of Choice Initiatives: An organization’s
perceived value of an employer helps improve its brand
value in the eyes of its consumer. Most importantly it helps it
to attract the right talent.
RECENT TRENDS IN TM
Promoting Talent Internally: An individual is hired, when there is a
fit between his abilities or skills and the requirements of the
organization. The next step is enabling learning and development
of the same so that he/she stays with the organization. This is
employee retention. An enabled or empowered means an
empowered organization. It is also of interest to organizations to
know their skills inventories and then develop the right individual
for succession planning internally.
Population Worries Globally: World populations are either young or
aging. For example, stats have it that by 2050 60% of Europe’s
working population will be over 60! On the other hand a country
like India can boast of a young population in the coming and
present times. Population demographics are thus a disturbing
factor for people managers. Still more researches have predicted
that demographic changes in United States will lead to shortage of
10 million workers in the near future!
 Talent Management process is very complex and is
therefore, very difficult to handle. The sole purpose of the
whole process is to place the right person at the right place
at the right time. The main issue of concern is to establish a
right fit between the job and the individual.
Example:
Deloitte developed a global methodology: Deploy – Develop
– Connect model enables companies to design a strategy
and policies of talent management in a way that skilled
employees are actively integrated and thus retained in the
company.
 TALENT ACQUISITION CRISIS: BRIDGING THE TALENT GAP

• Talent gap is an increasingly important issue

for organizations to tackle. The four strategies
below will help organizations tackle talent
acquisition challenges.
• Persuade Retirees with Flexible Work
Arrangements.
• Proactive Retraining and Education Strategy.
• Train your Business Leaders to be Talent
Managers.
• Get Involved with Local Schools
EMERGING TRENDS IN TALENT
MANAGEMENT
Linear  Lattice Career Progression
• Flatter, Virtual, Collaborative, Project Based
Accelerated Mobility
• Time in Tenure, Development Cycle
Formal  Informal Learning
• Social Collaboration, Learning Networks
Silo’d  Integrated Resourcing
• Full Time Alternatives
Complexity

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 EMERGING TRENDS IN TALENT
MANAGEMENT
From 1:1 succession management to broad talent pools
Pay top for the best
• From annual to regular maybe even real time feedback
The increasing importance of HR analytics & Talent Analytics
• Possibilities of big data analysis are important drivers for more objective and scientific research and fact
finding in the talent arena. Intuition and gut-feel can now be tested against the facts.
From general to very specific skill training
More customized programs
To a broader definition of talent

From secret to transparent

• people who have traits that have a proven correlation to success in organizations. Intelligence is certainly one element to
be looking for. Learning agility another.

Gamification everywhere
• Gamification is entering the talent management world. In selection where

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EMERGING TRENDS IN
TALENT MANAGEMENT
Renewal of TMS
Talent management leader of Philips Electronics started his presentation with:
• An overview of the talent management process.
• A clear leader profile. Competency based assessment.
• Earmarked top talent.
• Standardised development.
• Prescribed career paths.
• Dedicated talent brokers.

And asked -“Who in the audience would like to have such a process?” and many participants
raised their hand.
He continued his presentation by stating that they had already killed this process in 2011, because
it did not work.
In the last years, Philips renewed their talent management approach,
by making it a lot more business oriented,
more flexible and more personalised.
Some brave organisations have done the same, because the traditional talent management and
succession management processes cost a lot of time and effort, and the results are generally poor.

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EMERGING TRENDS IN
TALENT MANAGEMENT
Talent analytics is the basis of effective talent management
which will answer questions like:
• What is good performance?
• What characteristics are unique for top performers?
• Can we find personality characteristics that are future ready?
Investment in people analytics capabilities (people and
tools), can help organizations to learn a lot.
Unfortunately, often the leadership- and talent profiles are
more based on gut feel and management opinions than on
solid analytics and scientific evidence.

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EMERGING TRENDS IN
TALENT MANAGEMENT
Use of Artificial Intelligence to Detect Talent
AI offers clever solutions that can help with talent detection.
When High potential CVs are put in machine. It will come with suggestions
of people that have similar characteristics. Fast and unbiased.
More focus on current talent management issues
Top management should focus on talent management.
Connecting talent management to the urgent issues of today helps
enormously to increase the impact.
Example: in the management team one of the members is not functioning
at the required level (score a 6 out of 10). In a sense, he or she is blocking
the career of high potentials that could do a better job. Removing and
replacing blockers today can be very effective and it can unleash
potential. Today, not tomorrow.

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EMERGING TRENDS IN
TALENT MANAGEMENT
A wider scope
The boundaries of organisations are blurring. The scope of
talent management is often too limited, with a focus on the
internal talent pools (apart from talent acquisition).
Statements like “internal is better than external”, and “Goal
is to fill 70% of the vacancies in the top 200 positions with
internal candidates”, are often not evidence based. Are
internal candidates really better?
Modern talent management practices widen their scope and
include more categories in their processes that just the
people on the payroll.

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EMERGING TRENDS IN
TALENT MANAGEMENT
More transparency
Talent management is slowly moving from a secret to a transparent process.
Top-down processes tend to be more secret.
Openly publishing opportunities and asking employees to apply if they are interested can
result in interesting candidates

Split Performance Management

Organisations are splitting the process, at least in two parts.
One: strategy deployment and goal setting.
Two: supporting personal development.
For part one more and more organisations are using Objectives and Key Results OKR or
comparable processes.
For goal setting a kind of aligned top-down approach is necessary.
The key question for the second part is: How can organizations help people to become better?
Often the credo is, that the direct supervisors should take responsibility for the development
coaching as well.

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EMERGING TRENDS IN
TALENT MANAGEMENT
 Get rid of the nine-grid
The 9-grid is generally used in kind of secret sessions. For HR, these sessions are often the highlight of
the year, as this is a process they are driving!
A 9-box grid is a tool that is widely used in HR to help facilitate conversations about
employee development and succession planning.
Employees are mapped against two axis, typically current performance and future potential.
Historically, the focus was on leadership, but the grid was quickly adapted for use with other groups of
employees, such as those with specialist skills that might be critical to the business, like analysts or
programmers, or sharing common characteristics, such as graduates.
, most HR systems include integrated nine-box grids that enable a more agile and inclusive approach to
talent planning and development.
It looks like a solid process, but most of it is window dressing.
Subjects who are plotted on the grid, are not aware what is discussed about them.
You ask them about their ambitions and aspirations, you can get surprising results.
Most 9-grids are filled based on the personal opinion of a few powerful senior managers.
Performance ratings are often not based on real performance, but on the subjective judgement of bosses.
someone’s potential is very difficult, if not impossible.
The result: in the upper right corner, box 3:3, you can find the friends of the boss.

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EMERGING TRENDS IN
TALENT MANAGEMENT
Personalisation
• Historically HR has focused very much on standardisation and “One-Size-Fits-
All”. Making the shift to an approach where the individual needs, wishes and
capabilities of candidates and employees are the starting point is difficult.
• Talent management has also suffered from the unstoppable urge to standardise.
High potential profiles, career paths, training programs and coaching and
mentoring are often designed for the group, and not for the individuals.
• Talent management can benefit a lot from a more personalised approach.
• Taking the wishes and capabilities of the individuals into account, or even taken
these as the starting point can add complexity (“Everybody wants something
different!”), but the rewards can be high as well (higher productivity and lower
turnover, for example).
There is more to say, like:
• Your priority number one should be a solid selection process
• Scrap your leadership programs
• Do not forget teams!

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EMERGING TRENDS IN
TALENT MANAGEMENT
• The digital transformation is contingent on a talent transformation.  digital
transformation involves employees and their willingness to work with artificial
intelligence and machine learning.
• Organizations will have to start thinking about work as “the thing you do” not “the
place you go”. There are a couple of high-profile companies that are redefining the
workplace in light of COVID-19. They’ve discovered that employees actually can be
productive from home. This is going to change the way we think about the
workplace and talent management.
• Adoption to the speed of change. While things might seem very slow in terms of
getting back to normal, I think they’re actually moving quite rapidly. And as medical
treatments and vaccines are discovered the pace will pick up. Organizations and
individuals need to be prepared to react.
• Technology and artificial intelligence will continue to be important. But they are not
a replacement for human interaction. They will be used for what they do well. They
are not a silver bullet for every challenge; but when used effectively, they can bring
tremendous value.

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EMERGING TRENDS IN
TALENT MANAGEMENT
• HR and business leaders will have to embrace a diverse workforce. We’re not only
talking about gender, race, age, religion, etc. But full-time, part-time, and freelancer.
The talent acquisition function should be prepared to do more than the traditional
hiring process. I see them getting involved in supply chain and vendor
management.
• Employer of Choice. Employers need to be open to hiring a diverse workforce, They
need to get really good at designing work. Employees will be thrilled to work for
companies that have purposeful jobs.
• Organizations will need a new talent ecosystem. All of this leads to the realization
that work is personal. When it comes to the employee experience, the goal will be to
ensure employees are treated “well”. That includes their family and loved ones.
making their experience more cherish able.

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TALENT MANAGEMENT FRAMEWORK
FRAMEWORK OF TM

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INTEGRATED FRAME WORK OF TM

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INTEGRATED FRAME WORK OF TM

The primary components of the model are:

Acquire – Employer branding, recruitment, onboarding
Assess – Talent analytics, succession planning and assessments
Develop – Workforce planning, culture at work, engagement and
retention practices
Deploy – Goal alignment, career-path planning, learning and
development, and performance management

This structure of components is cyclical and goes on in a sustained

loop while taking onto consideration the internal climate within the
organization and the external environment in which it operates.
REFERENCES
1) Berger, Lance A and Dorothy Berger (Eds.) The Talent Management
Handbook, Tata McGraw Hill, New Delhi
2) Chowdhary, Subir, The Talent Era, Financial Times/Prentice Hall
International
3) Chowdhary, Subir, Organization 2IC, Pearson Education, New Delhi
4) Masood,Anilkumarsingh and SomeshDhamija , Talent management
in Indiachallenges and opportunities,Atlanticpublisher,New Delhi.
5) Elais M Awad, Hassan M Ghaziri, Knowledge management,:
Pearson
6) Sanjay Mahaopatra, Knowledge Management, Mcmillan
7) Waman s Jawadekar, Knowledge Management text and cases,
Mcgraw Hill