Presentation done at Shinas College of Technology, Oman. (2015)

1. Global Talent Management
by Renjith Krishnan K, MBA, PGDGBA (Singapore)
Lecturer, Shinas College of Technology, Oman.

2. • Developing and retaining talented employees
• Anticipating change
• Enabling the organization
“Globalization has changed us into a company that
searches the world, not just to sell or to source, but
to find intellectual capital - the world's best talents
and greatest ideas.”
Jack Welch-Chairman and CEO,GE(1981-2001)
“Arguing against globalization is like arguing against gravity”
The Role of HRM

3. • Developing and retaining talented employees
• Anticipating change
• Enabling the organization
“Globalization has changed us into a
company that searches the world, not just to
sell or to source, but to find intellectual
capital - the world's best talents and greatest
ideas.”
Jack Welch-Chairman and CEO,GE
(1981-2001)
“Arguing against globalization is like arguing against gravity”
The Role of HRM

4. Are HR
Managers
competent
enough to
become CEOs?

5. “If you take our 20 best people, Microsoft would have become an unimportant
Company”- Bill Gates

6. The God Almighty says “ I cannot be every where, so I created Mothers.
Vittal Kamath says “ I cannot be every where, so I created Managers”
Idli , Orchid and will power, 2009.
His job is to attract, develop and retain those managers
who can run his business. So Talent Management cannot be
considered as a function of business, Talent Management itself is the
business.

7. “The very purpose of business is
creating customer and marketing
is all about creating customer. So
Marketing cannot be the function
of business, marketing itself is the
business”. Peter F. Drucker
Business is adding value to products and
services through people. HR is the function
responsible for the same. So HR cannot be
the function of business, HR itself is the
business. Talent Management is the
decision science behind it.

8. Management of
Strategic Human
Resources
Organizational Change
Agent
Management of
Employee Contribution
Processes People
Operational Focus
Strategic Focus
Administrative
Expert
T
H
E
R
O
L
E
Dave Ulrich

9. H iring
R etaining
M anaging
H uman
R elation
M anagement
HRM (Human Resources Management)

10. HR- Myths and Reality
1. People go into HR because they like people.
2. Anyone can do HR.
3. HR deals with the soft side of a business and is therefore not accountable.
4. HR focuses on costs, which must be controlled.
5. HR's job is to be policy police and the health-and-happiness patrol.
6. HR is full of fads.
7. HR is staffed by nice people.
8. HR is HR's job.
Myths

11. 1. 1. HR departments are not designed to provide
corporate therapy or as social or health-and-
happiness retreats. HR professionals must create
the practices that make employees more
competitive, not more comfortable.
2. HR activities are based on theory and
research. HR professionals must master both
theory and practice.
3. The impact of HR practices on business results
can and must be measured. HR professionals
must learn how to translate their work into
financial performance.
Reality

12. 6. HR practices have evolved over time. HR
professionals must see their current work as part of
an evolutionary chain and explain their work with
less jargon and more authority.
5. The HR function does not own compliance-
managers do. HR practices do not exist to make
employees happy but to help them become
committed. HR professionals must help managers
commit employees and administer policies.
4. HR practices must create value by increasing the
intellectual capital within the firm. HR professionals
must add value, not reduce costs.
Reality

13. Finally, he writes that "the HR function traditionally
has spent more time professing than being
professional. It is time to talk less and do more; time
to add value, not write value statements; time to
build competitive, not comfortable,
organizations……………
7. HR practices should force vigorous debates. HR
professionals should be confrontative and
challenging as well as supportive.
8. HR work is as important to line managers as are
finance, strategy, and other business domains. HR
professionals should join with managers in
championing HR issues.
Reality

15. Like accounting, HR is and will remain a critical and
important professional practice. But we lack a well-
developed decision science for Human Capital or Talent
like more mature decision science like finance or
Marketing. Modern accounting is 400 years old, but
finance evolved around 1900. The professional practice
of sales goes back to ancient times, but the decision
science of marketing only emerged in the 20th century.
Talent management is the new decision science of
Human Capital evolved in 2000 ‘s .
John W. Boudreau and Peter M. Ramstad
‘Talentship, Talent Segmentation, and sustainability:
A new HR decision science paradigm for a new strategy
definition’- Human Resource Management, 2005
HR Transmutation

16. Talent Segmentation
Talent Acquisition
Talent Portfolio Management
Talent Sustainability
Talent Quality and capability
Talent Cost
Talent Connectivity
Talent Deployment
Talent Performance
Talentship- The New Decision science

17. The Masters
and Master pieces

18. Dougles A. Randy and Joy A. Conger

19. Peter Capelli

20. "The man adjusting his lens to take just the right frame of her
suffering, might just as well be a predator, another vulture on the
scene”- St. Petersburg Times
Symbolic realism- By not managing your talent with
integrity in your organization you are killing yourself and
your organization.
Kevin Carter was awarded the
Pulitzer Prize for feature
photography on May 23, 1994 at
Columbia University’s Low
Memorial Library.
“I am haunted by the vivid
memories of killings and
corpses and anger and pain ...
- A portion of Kevin Carter’s
suicide note

21. “I never predict. I just look out the
window and see what is visible
but not yet seen”
Peter. F. Drucker
Thank You Global talent Management