This is a comprehensive discussion about Talent Management Strategy

1. Winning The War For Talent

2. What Is Talent? Dictionary Meaning Of Talent: 1. Innate ability, aptitude, or faculty, especially; above average ability: 2. A person or persons possessing such ability

12. Work Force Planning

13. What Is Work-Force Planning “ Work-Force Planning is a process that provides strategic direction to talent management activities to ensure an organisation has the right people in the right place at the right time and at the right price to execute its business strategy”

15. Consistent Workforce Planning Methodology EXIT ENTER WFP Objectives Forecast Demand Evaluate Supply Analyze Gaps Manage Gaps Apply TM Strategy

17. Workforce Segmentation Example Increased Investment Roles That Affect Strategy Strategic Critical To Driving Long Term Competitive Advantage, with specific Skills or Knowledge Core The “Engine Of Enterprise” Unique to institution and core to delivering on its Products & services Build Protect Roles That Are Affected By Strategy Requisite Cannot do without, but whose value could be delivered through alternate Staffing Strategies ( Eg; Outsourcing, Automation Technology ) Non-Core Talent whose skill sets no longer align with the institution’s strategic Direction Streamline Outsource Redirect Talent Segment and Value Strategic Action

18. Talent Management Process Assessment and Evaluation Compensation Performance Learning Succession Plan Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004 . Recruit Develop Deploy Retain

25. People Aren’t Your Greatest Assets Get your Team to work together…not against! 57% Recruiters feel Hiring Managers Do not Understand Recruiting 63% Of Hiring Managers feel Recruiters don’t understand recruiting The Right People are!

26. Sources Of Poor Quality Of Hire Poor Quality Sources Vague Job & Candidate Profile Poor Quality Sources Loss Of Quality Due to Poor Selection Process Lost Quality due to Lethargic Process Loss of Productivity due to QoH Fish where fishes are……. And once in sight………. catch them fast………

30. Sources Of Recruitment Effort/ Cost Low High Strategic Value to the Organisation Low High Campus Recruitment Internal Search, Transfers and Job Rotations Deputations and Permanent Absorptions Appointment of Consultants On Contract Open Advertisement Search & Invitation

35. Mechanics of Interviews Stages of the Interview Rapport Building Make a warm greeting Get to know the interviewee’s background Initiate & engage in informal chat to build rapport Job Fitting Tests to what extent interviewee fulfills requirements Re-confirm information given on résumé’ Compares all applicants and establish rankings Hiring Decisions Demonstrate your excitement and enthusiasm Confirm long term interests Seek information and clarifications Negotiate joining time, compensation, roles etc.

40. Mediocrity Trap Performance in job is low Subordinates not developed 37 Fewer “Talented” players attracted High performers leave Development/ advancement opportunities blocked Productivity and morale of group is low Keep Mediocre in critical jobs

44. Orientation Program Types Apprenticeship Schemes Information About the Institution Low High Exposure to Values, Belief & Culture Low High Information Fair Culture & Legacy show

52. Deploying Talent: Development Strategies & Processes Importance to development ( Employee Perception) Absolutely essential or very important Effectiveness (Not Effective To Effective) Formal Training Cluster On The Job Training Cluster Feedback & Mentoring Cluster

55. Retaining Talent: Replacement Costs It makes Sense to Retain