TALENT

MANAGEMENT
ANDRIAN YOANDO
B1024191040
Here starts the
lesson!
 TALENT MANAGEMENT
DEFINED
Talent management is the use of an integrated set of activities to
ensure that the organization attracts, retains, motivates and
develops the talented people it needs now and in the future. The
aim is to secure the flow of talent, bearing in mind that talent is a
major corporate resource.
 THE ELEMENTS OF
TALENT
MANAGEMENT
Talent management starts with the business strategy
and what it signifies in terms of the talented people
required by the organization. Ultimately, its aim is to
develop and maintain a talent pool consisting of a
skilled, engaged and committed workforce. Its
elements are described below.
 Table of
Elements!
The resourcing strategy Talent audit

human capital requirements and leads to attraction and A talent audit identifies those with
retention policies and programmes for internal potential and provides the basis for career
resourcing. planning and development
 Attraction and
Role development
retention policies and
programmes Role development to provide the
responsibilities, challenges, and autonomy
responsible for recruitment and selection of needed to create motivation and role
people from outside the organization, engagement
ensuring that the organization gets the talent it
needs, and also commitment from its own
members.
 Talent relationship Performance management
management
Performance management processes provide
Talent relationship management is the a means of building relationships with
process of building effective relationships people, identifying talent and potential,
with planning learning and development
people in their roles. activities.
 Total reward
Career management
which provide for both financial and
nonfinancial rewards, can contribute to the
engagement and commitment of talented Career management consists of the processes
people. of career planning and management
succession.

Learning and development

essential components in the process of

developing talent
ensuring that people acquire and enhance the
skills and competencies they need.
CREATING A GREAT
PLACE TO WORK
Creating a great place to work
starts with developing the image
of the organization so that it is
recognized as one that achieves
results, delivers quality products
and services, behaves ethically
and provides good conditions of
employment.
The criteria used by the Sunday Times in identifying the
‘100 Best Companies to Work For’, 2005 were:
● leadership at senior management level;
● my manager - local management on a day to day basis;
● personal growth – opportunities to learn, grow and be
challenged;
● well-being – balanced work-life issues;
● my team – immediate colleagues;
● giving something back – to society and the local community;
● my company – the way it treats staff;
● fair deal – pay and benefits.

r Best
Try You
The criteria used by the Sunday Times in identifying the
‘100 Best Companies to Work For’, 2005 were:
● have a range of management practices that help staff to feel
valued, productive and listened to;
● support at home – step in when people are suffering from
personal problems;
● maintain a balance between work and family;
● effective employee development programme;
● staff trusted to do their jobs properly.

y
g oo d da
Have a
ATTRACTION
STRATEGIES

The overall strategy should be to become an employer of choice.As

Scarborough and Elias (2002) put it: ‘The recruitment of key
individuals who will contribute significantly to the value creating
capacity of the firm is crucial to success.’
 y er
Emplo g
in
Brand
t
conten
Employer branding
As described by
Employer branding is the
Alan Reed, Founder and Chief
creation of a brand image of the
Executive of Reed Executive plc, in
organization for prospective
2001: ‘Employer branding is the
employees.
concept of applying to the recruitment
process the same marketing coherence
used in the management of customers.’
 y er
Emplo g
He suggests that the approaches required to ● define the features of the brand on in
Brand
develop an employer brand are: the basis of an examination and t
conten
● analyse what ideal candidates need and want and review of each of the areas that affect
take this into account in deciding what should be the perceptions of people about the
offered and how it should be offered; organization as a great place to work;
● establish how far the core values of the ● benchmark the approaches of other
organization support the creation of an attractive organizations to obtain ideas about
brand and ensure that these are incorporated in the what can be done to
presentation of the enhance the brand;
brand as long as they are ‘values in use’; ● be honest and realistic.
Employer of choice

The aim is to become an

‘employer of choice’, a
place where people prefer to
work.
 The factors that contribute to being an
employer of choice are the provision of:
● interesting and rewarding work;
● opportunities for learning, development
and career progression;
● a reasonable degree of security;
● enhanced future employability
● better facilities and scope for knowledge
workers, eg research and development
scientists or engineers and IT specialists;
● employment conditions that satisfy
work-life balance needs;
● a reward system that recognizes and
values contribution and provides
competitive pay and benefits.
 Targeted recruitment and selection
identify what sort of people the organization needs with
regar to their qualifications and experience, This involves
analysing and assessing work requirements and defining
what cultural fit means. The most important characteristics
of those who are already thriving. Attitudes to work, careers
and the company are important; behaviour can be influenced
later as people become familiar with the culture so long as
their attitudes are right.
RETENTION
STRATEGIES
Concerted action is required to retain talented
people, but there are limits to what any
organization can do. It is also necessary to
encourage the greatest contribution from
existing talent and to value them accordingly.
The specific factors that affect retention
are:
● company image;
● recruitment, selection and deployment;
● leadership – ‘employees join companies and leave
managers’;
● learning opportunities;
● performance recognition and rewards.
Basis of the strategy

A retention strategy takes into account the

particular retention issues the organization is
facing and sets out ways in which these issues
can be dealt with.
 Risk analysis

Risk analysis can be carried out initially by

identifying potential risk areas – the key
people who may leave and, for each of
them as individuals or groups, estimating:
● the likelihood of this occurring;
● how serious the effects of a loss would
be on the business;
● the ease with which a replacement could
be made and the replacement costs.
 Analysis of reasons
for leaving
Risk analysis provides specific information
on areas for concern. some indication of the
reasons for leaving and therefore where
action needs to be taken may be provided
by exit interviews, but they are fallible.
TALENT MANAGEMENT
PROCESS
1. Planning
Planning is the earliest stage of a process, by doing careful
and proper planning we can only get the right thing. By
planning things well then we can get good and right
talents.

2. Attracting
Talent management ensures that you always have
sufficient staff to carry out all your operations and
prevent heavy workloads that could cause demotivation.
The right strategy will attract just the kind of workers
you want at your business.
 3. Selecting
This involves using a string of
tests and checks to find the right
match for the job the ideal
person organization fit. Namely
finding the right talent that the
organization needs
 4. Developing
The development part of the model involves taking steps to
help talent grow within the company. It should be aligned with
the employee development plan and includes identifying roles
where particular employees could move to in the future as well
as considering how to expand workers’ skills and knowledge to
fulfill new challenges facing your organization.
 5. Retaining
Another purpose of talent management is to keep people
at your company for longer. Employees need to continue
feeling that the company is an enjoyable, meaningful
place to work.

6. Transitioning
After hiring and developing their skills, you need to
plan for employees’ transitions. Your aim at this
stage is to keep their knowledge within the
company this is called knowledge management.
 CAREER
MANAGEMENT

Career management is concerned

with providing opportunities for
people to progress and develop their
careers and ensuring that the
organization has the flow of talent it
needs.
 Aims
To provide them with guidance and
support, as well as a learning experience
for those who wish to fulfill their
potential and achieve a successful career
and meet the organizational goals of
talent management policies.
 Career dynamics
Career planning should be based on an
understanding of career dynamics. This is concerned
with how careers progress, the ways in which people
move through their careers either upwards when they
are promoted, or by enlarging or enriching their roles
to take on greater responsibilities or make more use
of their skills and abilities
Career management policies

The organization needs to decide on the extent

to which it ‘makes or buys’ talented people.
Should it grow its own talent or should it rely
on external recruitment? The policy may be to
recruit potentially high performers who will be
good at their present job and are rewarded
accordingly.
 Talent audits
These review the stocks of talent available and the
flows required by reference to demand and supply
forecasts and performance and potential assessments.
They provide the basis for succession and career
planning
 Performance and
potential assessments
The aim of performance and
potential assessment is to identify
training and development needs,
provide guidance on possible
directions in which an individual’s
career might go, and indicate who
has potential for promotion.
Demand and supply forecasts
Demand and supply forecasts are provided by the use
of human resource planning
and modelling techniques. modelling is a particularly
fruitful method to use because it allows for sensitivity
analysis of the
impact of different assumptions about the future
 Succession planning

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TALENT
MANAGEMENT FOR
KNOWLEDGE
WORKERS

Knowledge workers are defined

as workers whose skills or
knowledge are inextricably
linked with the product or
service of their employing
organizations.
TALENT
MANAGEMENT IN
PRACTICE

In practice, various organizations carry out talent

management with different goals such as some
do everything that is on talent management,
some only focus on successful planning. Of
course, all organizations want to achieve
maximum results in their organizations
 Q&A
1. Mention Process in talent management model!
2. Mention Elements in talent management!
3. Explain the meaning of company brand according
to Alan Reed?
4. Mention The criteria used by the Sunday Times in
identifying the 100 Best Companies to Work For
2005!
5. Mention factor that affect retention strategies!
Thank you for your attention ^_^