Talent Management

JRC
A systematic (and)
planned effort to
attract,
retain,
develop, and Talent
motivate Management
-highly skilled employees
and managers. (Noe, 2016)
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SUPPORTING
ORGANIZATION’S
STRATEGY
-> HR PLANNING
->TALENT Mgmt.

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HR Planning Benefits

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 The HR Planning
Process
I. Personnel Forecasting
II. Goal Setting and Strategic Planning
III. Program Implementation and
Evaluation

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PERSONNEL
FORECASTING
-> DETERMINING THE SUPPLY AND DEMAND
FOR VARIOUS TYPES OF HUMAN RESOURCES

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PERSONNEL
FORECASTING
-> ANTICIPATION OF LABOR
SHORTAGES OR SURPLUSES
IN ANY PART/DEPARTMENTS
OF AN ORGANIZATION.

-> OFTEN RELIES ON

STATISTICAL MODEL TO THE
LEADING INDICATORS THAT
PREDICTS LABOR DEMAND.

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PERSONNEL FORECASTING
DEMAND FOR LABOR
LABOR SUPPLY

-> PREDICTS THE NECESSITY FOR -> DETAILED ANALYSIS OF THE

PEOPLE WHO HAVE SKILLS AND NUMBER OF PEOPLE IN THE COMPANY
EXPERIENCE WHETHER THERE WILL FROM THE VARIOUS CATEGORIES.
BE AN INCREASED OR OTHEWISE. -> THIS MUST BE A REFLECTION OF
METHODS; EXPECTED CHANGES IN NUMBERS
BASED ON THE FF: DETERMINING THE LABOR SURPLUS
1. TREND ANALYSIS – APPLYING AND SHORTAGE
STATISTICAL MODELS. THIS WILL 1. RETIREMENTS 2. TRANSFERS
SHOW WHAT ARE THE LEADING 3. PROMOTIONS 4. VOLUNTARY
INDICATORS. -> HELPS TO ADDRESS AND
TURNOVER 5. TERMINATIONS
2. SUBJECTIVE JUDGMENT OF ELIMINATE LABOR SURPLUS WHILE
EXPERTS- RELAYING TO THE AVOIDING LABOR SHORTAGE.
PREDICTION OF EXPERTS ON METHOD:
WHICH THE STATISTICAL TRANSITIONAL MATRIX
MODELS CANNOT ASSES. “ONCE
IN A LIFETIME CHANGES”. -> SHOWS HISTORICAL TRENDS OF
COMPANY’S LABOR SUPPLY.

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Large
GOAL image
SETTING
AND STRATEGIC
PLANNING

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 “When it is obvious that the goals
cannot be reached,
don’t adjust the goals, adjust the
action steps.”
Confucius
GOAL SETTING
THIS INDICATE THE ACTION/S SHOULD BE
TAKEN WITH THE JOB CATEGORY OR SKILL
AREA.

“…the effectiveness of
specific, difficult goals;
the relationship of goals to
affect;
the mediators of goal effects;
the relation of goals to self-
efficacy….” (Locke & Latham,
2006)
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STRATEGIES
THE FOLLOWING ARE WELL USED AND KNOWN STRATEGIES IN TALENT MANAGEMENT

REDUCING SURPLUS AVOIDING SHORTAGE

A.DOWNSIZING A.EMPLOYING TEMPORARY

AND CONTRACT
B.REDUCED WORKING
WORKERS
HOURS
B.OUTSOURCING
C.EARLY RETIREMENT
C.OVERTIME AND
PROGRAM EXPANDED HOURS
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IMPLEMENTING AND
EVALUATING HR PLAN

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 IMPLEMENTATION
• MUST HOLD SOMEONE ACCOUNTABLE
FOR ACHIEVING A SPECIFIC GOAL
• AUTHORITY AND RESOURCES MUST BE
AVAILABLE TO ACCOMPLISH GOALS
• CARRY OUT AN ADDITIONAL LEVEL OF
HUMAN RESOURCE PLANNING AIMED
AT THOSE GOALS ON INDIVIDUAL
LEVEL.
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EVALUATION
• REGULAR PROGRESS REPORTS
• USED OF ANALYTIC TOOLS TO KEEP
TRACK OF SKILLS AND DEVELOPMENT
OF EMPLOYEES
• IDENTIFY THE SPECIFIC PART OF THE
PLANNING PROCESS CONTRIBUTED TO
SUCCESS OR FAILURE
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RECRUITING
HUMAN
RESOURCES

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 IT CONSISTS OF ANY PRACTICE
OR ACTIVITY CARRIED ON BY I. DESIGNING JOBS
THE ORGANIZATION WITH
PRIMARY PURPOSE OF
IDENTIFYING AND ATTRACTING
POTENTIAL EMPLOYEES. II. RECRUITMENT PROCESS
THUS, RECRUITING CREATES
BUFFER BETWEEN PLANNING
AND ACTUAL SELECTION OF III. PERSONNEL POLICIES RELATED TO
NEW EMPLOYEE RECRUITMENT

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 JOB DESIGN

--> The process of defining how work will

be performed and what tasks
will be required in a given job.

A. DESIGNING JOB EFFICIENTLY

B. DESIGNING JOBS THAT MOTIVATE
C. ERGONOMICS (DESIGN FOR HEALTH
AND SAFETY)
D. DESIGN FOR MENTAL CAPACITY

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DESIGNING EFFICIENT JOBS
• DESIGNING JOBS FOR GREATER COMPETITIVE ADVANTAGE.
• INDUSTRIAL ENGINEERING – “The study of jobs to find the simplest way to structure work in order to maximize
efficiency.”

IT CONSIDERED THE FOLLOWING;

1. REDUCES THE COMPLEXITY OF THE WORK
2. TIME AND MOTION – IDENTIFIES THE MOST EFFICIENT MOVEMENTS FOR WORKERS TO MAKE, “ONE BEST WAY”.
3. SELECT WORKERS BASED ON THEIR ABILITY TO DO THE JOB
4. TRAIN THE WORKERS ON THE “ONE BEST WAY” TO PERFORM THE JOB
5. COMPANY MUST CONSIDERED “PAY STRUCTURED” TO MOTIVATE WORKERS

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DESIGNING JOBS THAT MOTIVATE
• A JOB THAT HELPS THE SELECTED EMPLOYEES TO BE CREATIVE, COMMITED, AND ENTHUSIASTIC.
Job Characteristics Model (Hackman and Oldham)
- A model that shows a to make a job more motivating.
The 5 characteristics of this model are;
1. SKILL VARIETY: The extent to which a job requires a variety of skills to carry out the
tasks involved.
2. TASK IDENTITY: The degree to which a job requires completing a “whole” piece of
work from beginning to end (for example, building an entire component or resolving
a customer’s complaint).
3. TASK SIGNIFICANCE: The extent to which the job has an important impact on the lives
of other people.
4. AUTONOMY: The degree to which the job allows an individual to make decisions
about the way the work will be carried out.
5. FEEDBACK: The extent to which a person receives clear information about performance
effectiveness from the work itself.
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Job Characteristics Model

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STRATEGIES OF JOB DESIGN

1. JOB ENLARGEMENT – BROADENING/EXPANDING THE TYPES OF TASK TO BE PERFORMED.

E.g. Add new goals for every workers or ask fewer worker to accomplish work that previously spread to other
workers.
A. JOB EXTENSION – COMBINING SEVERAL RELATIVELY SIMPLE JOBS WITH A WIDER RANGE OF TASKS
B. JOB ROTATION – MOVES EMPLOYEES TO AMONG SEVERAL DIFFERENT JOBS
2. JOB ENRICHMENT – EMPOWERING WORKERS BY GIVING MORE DECISION-MAKING AUTHORITY TO THE JOB.
- APPLYING HERZBERG’S TWO FACTOR THEORY – WORKER ARE MOSTLY MOTIVATED BY THE INTRINSIC
ASPECTS SUCH AS RESPONSIBILITIES/ ADVANCEMENT/ ACHIEVEMENT/ WORK ITSELF.

3. SELF MANAGING WORK TEAMS (TEAMWORK)

- THE ENTIRE TEAM INSTEAD OF INDIVIDUALLY HAS THE AUTHORITY, HIRE TEAM MEMBERS, RESOLVE
MEMBERS AND EVENT SCHEDULE THE WORK/TASK.

4. FLEXIBILITY (FLEXIBLE WORK SCHEDULES)

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FLEXIBLE WORK SCHEDULE

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DESIGNING ERGONOMIC JOBS

• CREATING OR ARRANGING WORKPLACES TO A

MORE COMFORTABLE AND SAFE WORKING
ENVIRONMENT.
• THIS RELATES TO EMPLOYEES’ PHYSIOLOGICAL
CONSIDERATIONS FROM ITS SAFETY, HEALTH
HAZARDS, AND SECURITY WITHIN THE OFFICES.

APPLIES WITH THE FOLLOWING;

1. EQUIPMENTS USED IN THE ACTUAL WORK SUCH AS
COMPUTERS, CHAIRS, TABLE, ETC. TO ERRADICATE
FATIGUE, BODY PAIN AND OTHER HEALTH
COMPLAINTS.
2. OFFICE SPACE ATTRIBUTES FROM ROOM
TEMPERATURE, LIGHTING TO EMERGENCY EXIT.

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DESIGNING JOBS THAT MEET MENTAL CAPABILITIES

• REDUCING THE INFORMATION-PROCESSING REQUIREMENTS OF A JOB.

• PROVIDING AN EMPLOYEE TO CONTROL THE SITUATION BY ERRADICATING ERRORS THAT WOULD GREATLY
IMPACT THE JOB.

THE FOLLOWING ARE THE EXAMPLES;

1. LIMIT THE AMOUNT OF INFORMATION AND MEMORIZATION THAT A JOB REQUIRES.
2. ORGANIZED, EASY TO UNDERSTAND MEASUREMENTS, SIMPLE TO OPERATE EQUIPMENT, AND CLEAR
INSTRUCTIONS.
3. TEAMWORK AND SOCIAL SUPPORT
4. APPLYING TECHNOLOGY OR SOFTWARE TO SIMPLIFY TASK
“Finally, every job requires some degree of thinking, remembering, and paying attention, so for every
job, organizations need to evaluate whether their employees can handle the job’s mental demands” (Noe, 2016).

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RECUITMENT
PROCESS
INTERNAL AND EXTERNAL RECRUITMENTS

SOURCES + EVALUATE THE QUALITY OF THE SOURCES

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 RECRUITMENT PROCESS
I. RECRUITMENT SOURCES II. EVALUATE THE QUALITY OF A SOURCE

A. INTERNAL SOURCE A. DEVELOP AND COMPARE YIELD RATIOS FOR EACH

1. Promotion SOURCE
2. Transfer • YIELD RATIOS – PERCENTAGE OF APPLICANTS WHO
SUCCESSFULLY MOVED FROM ONE PROCESS TO THE
NEXT.

B. COST PER HIRE

-> COMPUTE THE AMOUNT USED IN A PARTICULAR
B. EXTERNAL SOURCE RECRUITMENT SOURCE AND DIVIDE THE COST PER HIRED
1. DIRECT APPLICANTS AND REFERRALS ON THE SAME SOURCE.
2. ELECTRONIC RECRUITING
3. ADS THRU PRINT MEDIA
4. COLLEGES AND UNIVERSITIES

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 PERSONNEL POLICIES RELATED TO RECRUITMENT

• INTERNAL VS. EXTERNAL

• LEAD THE MARKET PAY STRATEGIES

• IMAGE ADVERTISING
• COMPANY MUST ADVERTISE THEMSELVE AS GOOD PLACE TO WORK IN GENERAL.
• INFLUENCES THE DEGREE TO WHICH A PERSON FEELS ATRRACTED TO THE ORGANIZATION.

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