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PowerPoint slides by R. Dennis Middlemist, Professor of Management, Colorado State University

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Chapter
Talent Management System

A system that create organizational

excellence by addresses competency
gaps, particularly in mission-critical
occupations, by implementing and
maintaining programs to attract,
acquire, develop, promote, and
retain quality talent.
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Chapter
Talent Management As a System

Talent management as a system concept had its beginning in

the late 1980s when client/server technology, optical
character recognition software and equal employment
opportunity reporting made applicant tracking possible and
necessary for most large corporations. It took off in the
mid-1990s with the advent of internet, web browsers and
database technology. It went mainstream in late 90’s with
the explosion of online job boards, e-recruiting companies
and corporate employment web site.
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Chapter
A study was conducted by LBA consulting group in
1990’s. The study examined organization that had
survived and prospered, and those had failed, over a
time period of 25 years. The result of the study
suggested that six human resource condition had to be
met in employees selection and performance
evaluation processes.
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Chapter
Cont’d
 A performance oriented culture
 Low turnover (particularly in premium employees groups)
 High level of employee satisfaction
 A cadre of qualified replacement
 Effective investment in employee compensation &
development
 Use of institutional competencies in employee selection
and performance evaluation processes
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Chapter
Conclusion based on this study were simple: to optimize an
organization’s ability to achieve sustained excellence, it
must recognize the need for proactive talent management
and have a systematic way of accomplishing the activity.
On the basis of research organization focus on three
outcomes:
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Chapter
3 Outcomes
 The identification, selection, development, and retention
of super keepers.
 The identification and development of high-quality
replacement for a small number of position designated as
key to current and future organization success.
 The classification of and investment in each employee
based on his/her actual and/or potential for adding value
to the organization.
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Chapter
Key elements of TMS
The Talent Management system is comprised of two critical
success factors that work together to ensure agencies
have people with the right skills, in the right places, at the
right times. Addressing the critical success factors helps
eliminate gaps and deficiencies in the skills, knowledge,
and competencies of employees The two success factors
usually work together.
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Chapter
Elements
 Recruitment: The workforce plan drives the aggressive
and strategic recruitment of diverse and qualified
candidates for the agency's workforce.
- Attracting
 Retention: Leaders, managers, and supervisors create and
sustain effective working relationships with
employees.
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Chapter
 The workplace is characterized by:
 A motivated and skilled workforce
 Attractive and flexible working arrangements
 Compensation packages and other programs used to
hire and retain employees who possess mission-critical
skills, knowledge, and competencies.
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Chapter
Recruiting- Key elements
Attracting talent
Identifies the challenges involved in attracting a high-quality
workforce
 Establish competency gap reduction goals and develop
action plans to address current and future competency
gaps
 Use appropriate hiring flexibilities and tools
 Attract and hires applicants who possess needed mission-
critical competencies
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Chapter
 Involve senior leaders and managers in recruitment
planning and the implementation of strategic recruitment
initiatives to attract talent
 Review recruitment, hiring, and merit promotion
programs to ensure fair hiring and assess overall results
 Ensure application and decision-making processes are not
unduly burdensome or time consuming
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Chapter
Retaining- Key elements
 Managing Talent
 Utilize flexible compensation strategies to retain
employees
 Develop short- and long-term strategies and targeted
investments in current employees to eliminate
competency gaps
 • Train the current workforce in required competencies
needed by the agency
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Chapter
Retaining- Key elements
 Document planned and completed retention activities,
including requested budget funding, staff allocation, and
management accountability
 Create a productive, supportive work environment
through a variety of programs, such as telework, childcare
assistance, fitness centers, health assessments, safety
seminars, employee assistance programs, parking
facilities, and transit subsidies.
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Chapter
Approach
The model presented here is called Talent Reservior.
Its goal is to build of high-talent people capable of
supporting an organization’s current and future business
requirements consistent, with the three objectives outlined
earlier.
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Chapter
Talent Reservoir

Talent Reservoir has 3 major component are:

1. Designing and building a Talent Reservior solution.
2. Capturing the Talent Reservior solution in a software
package.
3. Implementing an integrated Talent Reservoir process.
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Chapter
Establishment of Talent Management
System
After a strategically aligned talent management system has been established, the needs
then to create a robust talent management system. A TMS involves the following
steps:
 Identification of a process to examine current and future
competencies needed by an org.
 Developing a model for developing present human resources
profile.
 Conducting a gap analysis and implementing strategies to
close gaps.
 Addressing future gaps through human resource
development and succession planning and management.
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Chapter
 Developing current talent and investing in new talent at
appropriate time.
 Addressing
future shortages and excesses of employees for
needed competencies.
 Creatinga framework for action plan to meet the future
projections.
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4 steps to create TMS

Develop
Develop  Develop competency
assessment
assessment tools
tools definition and measurement
and scale
and scales
scales
 Establish a perf. Appraisal
definition and measurement
scale
 Establish a ‘talent potential
forcast’ definition and
measurement
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4 steps to create TMS

Develop
Develop assessment
assessment  Create a coaching guide
tools
tools and
and scales
scales  Assemble a best directory
Develop
Develop training
training of best training program
application
application tools
tools  Create a directory of top
books
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4 steps to create TMS

Develop  Evaluate each employee using

Develop assessment
assessment
tools
tools and
and scales
scales assessment tools

Develop
Develop training
training
application
application tools
tools

Evaluate.
Evaluate.
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4 steps to create TMS

Develop  Create a ‘bench strength’ summary

Develop assessment
assessment
tools
tools and
and scales
scales  Create individual talent
competency development forms
Develop
Develop training
training
application
application tools
tools

Evaluate.
Evaluate.

Prepare
Prepare action
action
plans.
plans.