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talent management amany (5).ppt
1.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-1 Talent management
2.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-2 Learning objectives o Evolution of the HR function o The meaning of Talent management o Why Organizations Need Talent management ? o Talent management and recruitment (competencies) o Talent management (training and development ) o Talent management and performance management o Talent management and succession planning
3.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-3 Evolution of the HR function
4.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-4 From Personnel, to Strategic HR, to Talent Management. To understand why Talent Management has become so important, we must first look at the evolution of HR function Evolution of the HR function
5.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-5 Stage 1: Personnel Department: In the 1970s and 1980s the business function which was responsible for people was called "The Personnel Department." The role of this group was to hire people, pay them, and make sure they had the necessary benefits. In this role, the personnel department was a well understood as business function.
6.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-6 Stage 2: Strategic HR: In the 1990s organizations realized that the HR function was in fact more important, and the concepts of "Strategic HR" emerged. During this period The "Head of Personnel" became the "VP of HR" and had a large important role in : recruiting the right people, Training them and learning management. helping the business in designing job roles and organizational structures. developing "total compensation systems” which include benefits and bonuses, In this role, the HR department became more than a business function: it is a business partner, reaching out to support lines of business.
7.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-7 Stage 3: Talent Management: We are now entering a new era: the emergence of "Talent Management." which focused on a new set of strategic issues: Today organizations are starting to build, and stitch together: 1- competency management systems, How can we make our recruiting process more efficient and effective by using recruiting based on "competency “instead of sorting through resumes, one at a time. 2- performance management systems, An integrated approach to ensure that an employee’s performance supports and contributes to achieve the organization’s strategic goals.
8.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-8 3- succession planning systems. How can we better develop managers and leaders to reinforce culture, instil values, and create a sustainable "leadership pipeline?“ The HR function is becoming integrated with the business in a real-time fashion.
9.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-9
10.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-10 The meaning of Talent management o Is the integrated process of planning, attracting recruiting, developing, appraising, compensating, and retaining high potential employees that have the required skills to meet current and future needs . o today it is very critical for organizations to struggle to find the talented employees.
11.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-11 Why Organizations Need Talent management ? • To compete effectively in a complex and dynamic environment to achieve sustainable growth. • To maximize employee performance as a unique source of competitive advantage. • To develop leaders for tomorrow from within an organization. • To Cut down on high turnover, Attrition and absenteeism rates. Reduce the cost of constantly hiring new employees and training them. 6
12.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-12 1- Talent management and recruitment
13.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-13 Which is more important for talent recruitment: experience or competency? Linking talent recruitment to business strategy • Hiring must be driven by an organization's business strategy. • So managers must ask themself “ what actions should we take to produce employees' competencies we need to achieve our strategic goals?”
14.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-14 • Organizations now institute high performance work systems( HPWS) that depend on multi skilled employees who can perform multiple jobs. • So relying on a list of traditional duties can be counterproductive, because the job changes frequently.
15.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-15 •The better option is to create job profiles which list the competencies that employees must have to do these multi-skilled jobs •Then the manager can recruit, train, appraise and reward based on these profiles.
16.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-16 So what is the meaning of competencies? o competencies are the core elements of talent management practices. o They are the measurable knowledge, skills, behaviors, personal characteristics that are associated with excellent job performance. o Competency profile or model is behavioral rather than functional, focuses on the people rather than jobs. 16
17.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-17 The Competency Model The Competency Model identifies usually three groups of competencies: 1- Core competencies for the entire organization to shape the organizational capabilities and culture required to achieve the strategic goals. .( all competencies KSA). examples 20
18.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-18 o Action Orientation Achieve results,overcomes obstacles, accepts responsibility, Adaptability, teamwork, decision making, customer orientation, . o Interpersonal Skills Effectively and productively engages with others and establishes trust, credibility, and confidence with them. o Creativity/Innovation Generates novel ideas and develops or improves existing and new systems that challenge the status quo, takes risks, and encourage innovation. . 17
19.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-19 The Competency Model 2- Leadership competencies inspire others, and help resolve conflicts and develop consensus in supporting high performance teams 3-Technical competencies (specific for each job family). 20
20.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-20 Choosing Competencies in your organizations o Before choosing competencies in an organization, following requirements must have been completed: - Establishment of vision, mission, values & Strategic business goals. Identification of the tasks, responsibilities and outcomes expected. from each position. Identification of the superior (exemplary) performers. . 23
21.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-21 o Compare superior performers with other best people in other organizations in the same field and in benchmark companies. 21
22.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-22 2- Talent management and performance management
23.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-23 Talent management and performance management Traditional practices, allocate resources such as compensation and development opportunities, based on the employee’s performance appraisal ratings. Today, employers focus their attention and resources on their organization’s mission critical employees, those who are critical to the organization’s strategic needs.
24.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-24 Talent management and performance management organizations divide their employees based on how they are critical to the company success. How ? For example Chemical engineering company that designs sophisticated pollution control equipment
25.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-25 Talent management and performance management The organization divides its employees into: Engineers, are considered mission critical employees (exceptional) Engineers trainees, are considered core employees ( high) sales, accounting, HR employees are considered necessary employees (medium) Peripheral employees ( maintenance)are considered non essential (low)
26.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-26 Talent management and performance management The company then ties pay, development, and other HR decisions to each employee’s position
27.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-27 Talent management training and development
28.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-28 Talent management training and development Traditional training and development methods focus on the job training and off the job training for all employees in all organizational levels Today, employers focus their attention and resources on their organization’s mission critical employees, those who are critical to the organization’s strategic needs.
29.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-29 Talent management training and development How organizations implement this differential approach ? For example organizations divide their talent into four groups: Business impact, high performers, high potentials and high potential leaders
30.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-30 Talent management training and development (For Business impact ) Organizations give special access to online discussion boards that are related to the biggest challenges and led by high level executives. ( high performers).Some organizations encourage to visit the board daily to share ideas and opinions and to apply for assignments . High potentials receive emails about the update's details of the performance and strategic changes of the firm.
31.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-31 Talent management training and development High potential leaders participate in a leadership development program. They receive advice and regular assessment from coaches brought from outside the company. They also asked to do special project , develop a new product or service or a new business model intended to create or add value to their units.
32.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-32 Talent management and succession planing
33.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-33 succession planning is The process of deciding how to fill the organization’s senior or key jobs. Succession planning should adjust to basic talent management practices. The key is to:
34.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-34 Talent management and succession planning steps 1- Identify key jobs Based on the organization’s strategy, Top management and HR director identify what the organization’s future key positions will be 1. Identify the competencies that the organization's strategy requires 3- review the current talent and define the high potentials.
35.
Copyright © 2012
Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education 6-35 4- Develop inside candidates through providing them with the developmental experiences they require to be viable candidates such ( internal training-job rotation- regional assignments. 5- Assess and choose It requires assessing these candidates and selecting those who will actually can fill the key positions successfuly.
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