Definitions 1. Talent is like electricity. We don't understand electricity. We use it. Maya Angelou, Peninsula school, USA .

Talent is only starting !oint in "usiness. #ou ha$e got to kee! %orking that talent. &r$ing 'erlin (. Talent is culture %ith insolence. Aristotle Talent Vs Knowledge people Talent 1. Make and break the rule 2. Creates new 3. Initiate change !. Innovate #. $irection ource o& Talent knowledged people Conserve the rule Implements upport change "earn %ction

Talent management system

Internal talent

Hidden Talent

Talent from market

'idden and Internal Talents( )&ten &ound lurking in the most unlikel* places there are people within *our organi+ation who leave most signs o& their talent at home, In their li&e outside work these people hold down positions o& responsibilit* -e.g. volunteer *outh worker. rugb* coach/ or the* displa* outstanding creativit* . %t work however these people are &re0uentl* categori+ed as 1someone who does a good 2ob and then goes home. Market Talents( Talents that an* organi+ation wants to ac0uire &rom market. colleges. universit*. societ*. and &rom other organi+ation

Why talent )anage)ent Talent management implies recogni+ing a person3s inherent skills. traits. personalit* and o&&ering him a matching 2ob. This is bene&icial &or both organi+ation and emplo*ee )rgani+ation 4ene&its ( 5 Increased productivit* 5 % better linkage between individuals3 e&&orts 5 Commitment o& valued emplo*ees 5 6educed turnover 5 % balance between people3s 2obs and skills 7mplo*ee 4ene&its ( 5 'igher motivation and commitment 5 Career development 5 ustained motivation and 2ob satis&action. Why talent )anage)ent Cost to loose a talent( *osts Salary Additional salary costs *osts for colleagues %ho ha$e to deal %ith -o"s not done "y that e)!loyee. *osts for headhunter *osts for )aking the ne% hire !roducti$e.. *osts for colleagues taking o$er add. tasks to co)!ensate on "oarding ti)e of ne% hire Total 1. )ther important purpose ( Transparence about our 'uman Capital 2. 6ecognition 8$evelopment o& per&ormance and potential 3. "ong 9 term Competitiveness ome points in managing talent 1. Talents do not respond well to command and control st*le 2. Talents need &reedom and &le:ibilit* 3. ;ractice and &oster a winning attitude !. %llow participation in decision making #. <se Talent based decision =. ;raise in public . ;an in private >. <se total honest* ?. @rant trust A. Bocus on process not on result 1C. 4e a &riend not a boss 11. Treat Talent as customer

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Talent management system

Design Talent friendly environment

Design TMS

Talent Friendly Environment A winning organization management System has nine element to build a talent friendly environment where talent can be attracted and retained. Customer Bocus *stem ;er&ormance %nd atis&action Measurement *stem ;articipative management s*stem Change management s*stem Constant Innovation s*stem ;ro2ect team &ormation s*stem 7mplo*ee development s*stem 'uman resource management s*stem Binancial upport s*stem Talent Friendly Environment cont. ;er&ormance and satis&action measurement s*stem 1. Talent atis&action Measurement *stem 2. Talent %ction 6esponse *stem 3. Talent Management s*stem ;articipative management s*stem 1. Management b* participation. process. pro2ect and wondering around 2. 6esponsibilit*. authorit*. accountabilit* process 3. )pen door practice Constant Innovation *stem 1. Innovation Institute 2. Implement si: sigma 3. 4enchmarking !. Training #. Idea seeding and cultivation &und =. Champion process 7mplo*ee $evelopment *stem 1. DEF management

2. ;er&ormance assessment and enhancement process 3. Career planning !. Bour CGs process #. Talent scorecard TM ( TM is an e&&ective tool &or creation o& relationship between talent and management. This deals how organi+ation attract. keep and manage talents. TM is the process o& managing the suppl* and demand o& talent to achieve optimal business per&ormance in alignment with organisational goals. 'eidi prigi. ;resident o& knowledge in&usion TM re&ers to the process o& developing and interacting new workers. developing and retaining current workers. and attracting highl* skilled workers to work &or the compan*. Hikipedia

TMS

Attract Talent

Keep Talent

Manage Talent

Identify talent

%ttract Talent 1. $esign a talent management s*stem 2. <nbiased reward and reorgani+ation 3. Ble:ible work environment and positive culture !. ;roper training #. 7&&ective and meaning&ul appraisal s*stem =. $esign 2ob &or talented people >. ;roactive visionar* management and leadership ?. ;rovide proper research &acilit* Keep Talent 1. Compensate Talents as suppliers 2. 6ight location to attract and retain Talents 3. %ssign right 2ob to right talent !. Career and succession plan #. 4alance age. race. gender. color =. Create challenging environment >. Create social bond through adventure. sports. part*. contest etc ?. ;ro&it sharing plan A. 7liminate non working people

Manage Talent 1. 7stablish e&&ective communication and cooperation 2. %llow talent to create and appl* knowledge 3. 4uild trust on talents !. et positive 8 constructive challenge #. ;er&orming DEF anal*sis =. Monitor talent as assets >. et challenging business goal ?. Take corrective action i& necessar* Identi&* talent 1. Identi&* own talent be&ore hiring talent 2. ;er&ormance based talent tool 3. Test based !. corecard entries teps to identi&* talents( 1. elect a 2ur* ( who e:amine evidence. vote and their strengths. Iur* design a scorecard
Attributes
Innate Skills Intellectual strength Creativity Work hard Work smart Continuous learning Passion for work Passion for action commited to enterprise
. . . . . . .

talent scorecard Type of evidence

self score

jury score

2. electing and understanding evidence( Two ob2ective and two sub2ective evidence
4oss J 1 or 2

upplier peer

Talent sub2ect

Customer peer

2 or 3 subordinate

3. el& scoring ( Talent should make sel& assessment. !. Iur* scoring ( Iur* gives the score to talent on evidence #. %verage scoring o& 2ur* members =. %nal*+e score ( score shows whether weakness or strength >. Kormali+e score to common scale( ;osition L core Ma:imum count teps to identi&* talents contM A ? > = # ! 3 2 1 Su!er talent Strong talent Talent Watch talent A$erage Watch for i)!ro$e 1uestiona"le talent Weak o!!ortunity 2o talent Kormali+e score to common scale Challenges Collision between talents Kot compatible with change Talent development budget 'iring and holding 6eplacement cost Training cost 6eturn on talent -6)T/ L L Conclusion It is agreed b* almost all C7)s o& big companies that it is the human resource 9 a talented one 9 that can provide them competiveness in the long run. o. it is the dut* o& the '6 department to nurture a brigade o& talented work&orce which can win the war in the business &ield. olutions Talent Busion @ross root education

Borecast return on talent

Knowledge generated and applied Investment in talent ;ro2ect value N pro2ect e:penses Investment on talent