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Talent Management

Talent management is the systematic attraction, identification, development, engagement/ retention and deployment of those individuals who are of particular value to an organisation, either in view of their high potential for the future or because they are fulfilling business/operation-critical roles.
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Recruitment and talent management

The concept of talent management has evolved into a common and essential management practice and what was once solely attached to recruitment now covers a multitude of areas including

organisational capability individual development


performance enhancement
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Links with HR Strategy

Alignment to corporate strategy

Ensuring that the talent strategy is closely aligned with the corporate strategy must be a priority.. Strategic analysis from the business perspective should feed into an HR forecast which can help shape an organisations tailored approach to talent management.
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2009: HRM Priorities


Staff Keeping (HR turnover) - 46% Organisational Effectiveness 41% Staff recruitment - 40% Reward & compensation 31,3% Change Management - 31,4% HRD - 31,4% Integration and Restructuring while Mergering 16,9% Planning 13,3% Effectiveness Assessment - 12% Psychological and









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Talent Management a good way to solve core HRM problems

More profitable to develop staff, not to seek talent outside

A war for Talents our reality

Talents are not useful, more trouble

Talent can be approached in various ways


Psychological and

The core factors for talent to choose a company (RosExpert ECOPSY research,


Development perspectives Range of business Stability

High level of value Middle level of value Low level of value

Management: trust, mutual understanding, clear goals & structure HR practice

Professional growth & self realization Compensation& career opportunities conditions Psychological and

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Talent what is it?

Who is talent? No common definition. Some view: Talent is a person with bright abilities, A person who has multiskills and selfmotivation, Talented student excellent knowledge (marks)+ general competencies (communicating, IQ). Talented specialist productivity+ competency + easy learning.
Psychological and Common vision: Talent needs an


Talent Management What is it?

Special activities to add value from middle & top managers potential. Ideology of HR Difference based on HRM system & procedures.


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The core elements of talent management

Core Elements Special procedures and assessment methods for talents Individual talent development plans Talents involvement in knowledge & experience exchange network


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Typical way of talent seeking

Selection students in university. Base criteria: specialization, general competencies, good marks Company presentation in University CV assessment

40 30

General Abilities Tests Tests &Cases Check professional competency INTERVIEW: Check Leadership competency


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Popular Methods of Talent assessment:

1. 2.

Performance Appraisal 58,8% Subjective assessment of manager 52,9% Document Analysis 50,6% Interview by competencies 24,7% Psychological test, Assessment Center 11,8% 360 assessment - 10,6%
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3. 4. 5.



Talent Development methods:

Training programme Coaching Knowledge exchange network Managerial style Action learning Conference, club, forum participation Rotation Internship Business project participation Individual development programme 4/23/12 Psychological and MBA programme

3 crucial elements of Talent Management

Recruitment and Selection Performance Appraisal Training and Development


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Human resource functions core competencies

Recruitment and Selection Training Appraisal They are often 3 parts of one equation Talent Management how to get a high performing team
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Reconciliation and plans

Demand less than supply

Consider methods and ways of losing staff or changes in utilisation Consider reducing staff turnover or delaying retirement Change utilisation of employees Engage in recruitment and selection
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Supply less than demand


Recruitment and Selection

This is the process of filling an organisations job vacancies by appointing new staff Job descriptions and person specifications are drawn up at the beginning of the process


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The recruitment and selection process

Agree vacancy to be filled Job analysis define knowledge, skills and aptitude needed Attract a field of candidates Sort candidates Selection through interview and/or other methods Induction (next week we look at the training cycle)
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Job analysis the traditional approach


Collect together existing documents Ask relevant manager about the job Ask job holders similar questions Observe job holders performing their work Write the job description Psychological and Write a Person Specification

Job descriptions

These relate to the position available They list the duties and responsibilities associated with a specific job They include:

The title of the post Employment conditions Some idea of tasks and duties
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Person specifications

These set out the qualifications and qualities required in an employee These refer to the person and not the post They include:

Educational and professional qualifications required Character and personality needed Skills and experience wanted

Traditional frameworks include Rodgers seven-point plan

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The choice of selection method

Application form can provide the basis for an interview Interview Work samples eg a portfolio or simulation of work Assessment centres often used for graduate recruitment or selection of managers References Psychometric tests
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Predictive accuracy of selection

Perfect prediction Assessment centres Structured interviews Work samples Ability tests Personality tests Unstructured interviews References

1.0 0.68 0.62 0.55 0.54 0.38 0.31 0.0 0.13

Astrology and graphology

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The provision of work-related education, either on-the-job or offthe-job, involving employees being taught new skills or improving skills they already have


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Training Needs

Training is often a response to an internal or external change e.g

The development and introduction of new products Restructuring of the firm The development and introduction of new technology Changes to procedures High labour turnover Low morale Changes in legislation and Psychological


The Training Cycle

Step 1: Needs Analysis (Needs Assessment) Step 2: Design & Develop Training Program Step 3: Deliver the Training Step 4: Training Evaluation


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Training & Development

What is training? What is development? Training: enhances the capabilities of an employee to perform his or her current job Development: enhances the capabilities of an employee to be ready to perform possible future jobs
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Training Cycle


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Performance Appraisal

According to ACAS (2003):

Appraisals regularly record an assessment of an employees performance, potential and development needs. The appraisal is an opportunity to take an overall view of work content, loads and volume, to look back on what has been achieved during the reporting period and agree objectives for the next. (cited by Foot and Hook, 2005, p265)
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Performance Appraisal (part of Performance Management)

Fletcher and Williams (1985) believe that there are two conflicting roles involved in performance appraisal. They are:

Judge Helper Performance appraisal also involves giving feedback

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(cited by Foot and Hook, 2005)


The Main Uses of Performance Appraisal Schemes (1)

To improve current performance To provide feedback To increase motivation To identify potential To identify training needs To aid career development To award salary increases
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The Main Uses of Performance Appraisal Schemes (2)

To solve joint problems To let individuals know what is expected of them To clarify job objectives To provide information about the effectiveness of the selection process To aid in career planning and development
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The Main Uses of Performance Appraisal Schemes (3)

To provide information for human resource planning To provide for rewards To assess competencies
(Foot and Hook, 2005, p268)


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360-degree Appraisal


360-degree appraisal/feedback has been defined by Ward (1995) as:

The systematic collection and feedback of performance data on an individual or group derived from a number of stakeholders on their performance

(cited by Armstrong, 2003, p.514)

The data is usually fed back in the form of ratings against various performance dimensions Feedback may be obtained from:

Line Manager Direct reports / Subordinates

Psychological and


360-degree Appraisal



Individuals get a broader perspective of how they are perceived by others More reliable feedback to senior managers Encouraging more open feedback new insights Gives people a more rounded view of performance People not giving frank or honest feedback


People being put under stress in receiving or 4/23/12 Psychological and giving feedback