PRESENTATION ON

Talent Management Strategy

Presented by:

Prabhu Saraswat

Vishal Kumar

Sandip kr. Shaw

Rahul kumar sharma

Raj lakshmi gupta


Talent management provides a
framework which can be seen as a
language to unite finance and HR
and other department with HR.
Talent management Strategies can
be well-defined or sometimes
they emerge, whichever route the
organisation has taken, it can be
worthwhile to revisit some
fundamental principles.

Defining talent: this covers the six
dimensions that contribute to how
talent is identified and defined in
organizations.
Developing talent: a number of the
dimensions occurring in talent
management systems relate to the
development of talent. The dimensions
that fall into this category concern
development practice in itself, and also
career development/management
processes and practice.
 Structures and systems to support talent
management: including the
interdependencies between talent
management and performance management
processes, the extent of technology used,
systems flexibility and the ownership of
talent management within an organization.

Operationalizing the strategy: this section

provides a review of how the eighteen
dimensions will differ according to the
business perspective that is driving the talent
management process and includes key
recommendations for the application the
dimensions for each perspective.
 • Process perspective
• Cultural perspective
• Competitive perspective
• Development perspective
• HR Planning perspective
• Change Management
perspective
management
strategic perspectives of talent
 Reason for talent
strategic management
● Demand
– the current demand for skills in your
sector/profession/industry;
– the expected future demand for skills; and
– your possible future demand (from scenario planning).
● Supply
– the current make up of the workforce;
– numbers employed, grade, length of service, time in role,
performance ratings, readiness for promotion, likely
promotion, average age, average tenure, % eligible for
retirement in next year, diversity metrics: gender, race,
disability;
– labour turnover (wastage) rates, including retirements,
resignations);
• overall size of departments, grade levels and groupings of jobs;
• performance levels, and the level of likely dismissals due to
non-performance;
• availability of skills externally;
• recruitment data eg numbers applying for roles, why people
• reject your offers and go elsewhere, offer rejection rates, time
• to fill positions; and
• promotion rates.
● Gaps
• You should now have a very clear picture of the talent gaps
and may want to present them under the following headings:
• specific skills;
• specific levels; and
• demographic profiles.
 CONCLUSION
Most organisations are concerned with some measure
of return on investment (ROI) with regard to talent
management, but not many are maintaining records
or IT systems that would give them data to measure
any returns. This also impacts on how dynamic or
static the application of talent management systems
can be. If no measures of success are in place, then
organisations will not know how to improve their
talent management system, develop it further or
extend its application.