1. TALENTTALENT
MANAGEMENTMANAGEMENT
Mr. Sem Shaikh
Department of Commerce & Business
Management
MASTER OF COMMERCE
The M.S. University of Baroda

2. What is Talent Management?
The purpose of TM is to ensure that the right supply of talented
workforce is ready to realize the strategic goals of the organization
both today and in the future.
Organization’s efforts to attract, select, develop, and retain key talented
employees in key strategic positions.
Talent management includes a series of integrated systems of
 recruiting,
 performance management,
 maximizing employee potential, managing their strengths and
developing
 retaining people with desired skills and aptitude

3. Talent Management
• TM introduced by Mc Kinsey consultants, late 1990’s
• TM is identified as the critical success factor in corporate
world
• TM focuses on
– differentiated performance: A, B, C players influencing
company performance and success
– identifying key positions in the organization
!!! Surveys show that firms recognize the importance of
talent management but they lack the competence required
to manage it effectively

4. What is Talent?
According to McKinsey; talent is the sum
of
• a person’s abilities,
• his or her intrinsic gifts,
• skills, knowledge, experience ,
• intelligence,
• judgment, attitude, character, drive,
• his or her ability to learn and grow.

5. Who are Talented People?
• They regularly demonstrate exceptional
ability and achievement over a range of
activities
• They have transferable high competence
• They are high impact people who can deal
with complexity (Robertson, Abbey 2003)

6. Why Organizations Need Talent
Development?
• To compete effectively in a complex and dynamic
environment to achieve sustainable growth
• To develop leaders for tomorrow from within an
organization
• To maximize employee performance as a unique
source of competitive advantage
• To empower employees:
Cut down on high turnover rates
Reduce the cost of constantly hiring new people
to train

7. Talent Management Model
• There are different approaches to talent management
in organizations
• A successful TM model has to link
1. TM creed (culture, values, expectations) with
2. TM strategy and
3. TM system. (Lance and Dorothy Berger, 2011)
The values, expectations and elements of
– the desired culture and
– the business excellence
should be embedded in HR systems as selection criteria,
competency definitions, performance and promotion
criteria and development processes.

8. The Talent Creed
• “A TM creed is the set of core principles,
values and mutual expectations that guide
the behavior of an institution and its
people”
• It describes in general terms what types of
people are expected to work in the
organization and what type of a culture is
desired to achieve success

9. The Talent Strategy
Describes what type of people the organization will invest in
and how it will be done
Besides the specific elements of their creed, the talent
strategy of all high performing organizations should have
these directives:
1) Identify key positions in the organization (not more than
20, 30 %)
2) Assess your employees and identify the high performers
(classify according to their current and future potential)
3) Retain key position backups
4) Make appropriate investments (select, train, develop,
reward)

10. Assessing the Employees
Superkeepers- greatly exceed expectations
(3-5%)
Keepers – exceed expectations (20 %)
Solid citizens- meet expectations (75 %)
Misfits- below expectations (2-3 %)
(Berger and Berger, 2011)

11. Allocating Investments in People
Superkeepers- receive about 5 % of all the resouces; need very
high recognition, compensate much more than the pay market,
promote very rapidly
Keepers –receive about 25 % of all the resources, need high
recognition, compensate more than the pay market, promote
rapidly
Solid citizens- receive about 68 % of all the resources, need
recognition, compensate at the market level or just above
Misfits- receive about 2 % of all the resources for some, compensate
at below market average
(Berger and Berger, 2011)

12. Talent Management System
Implementation program of the talent strategy which has
a set of processes and procedures
(1) assessment tools
(2) multi-rater assessment
(3) diagnostic tools
(4) monitoring processes
If the management is not willing to use assessment in
their organizations they can’t do talent management

13. Assessment Tools for TM
The five assessment tools should be linked to
ensure that each assessment is consistent
with the four other evaluations
• Competency Assessment
• Performance Appraisal
• Potential Forecast
• Succession Planning
• Career Planning

14. Multi-Rater Assessment
• Employee. The owner of the career plan that
is aligned with the succession plan
• Boss. The primary assessor
• Boss’s boss. The key link in the vertical
succession and career plan
• Boss’s peer group. Source of potential new
assignments in the same or other function

15. Diagnostic Tools
SuperkeeperTM reservoir. SuperkeepersTM are employees whose performance
greatly exceeds expectations, who inspire others to greatly exceed
expectations, and who embody institutional competencies.
Keeper Key position backups. The “insurance policies” that ensure organization
continuity. Every key position should have at least one backup at the
“Keeper” (exceed job expectations) level.
Surpluses. Positions with more than one replacement for an incumbent. While
ostensibly a positive result of the talent management process, it can be a
potential source of turnover and morale problems if the replacements are
blocked by a non-promotable incumbent and/or there is no realistic way most
of the promotable replacements can advance.
Voids. Positions without a qualified backup. Determine whether it will transfer
someone from the surplus pool, develop alternative candidates, or recruit
externally.
Blockages. Non-promotable incumbents standing in the path of one or more
high-potential or promotable employees.
Problem employees. Those not meeting job expectations (measured achievement
or competency proficiency). Give opportunity to improve, receive remedial
action, or be terminated. The time frame should be no longer than six months.
(Lance and Dorothy Berger, 2011)

16. Monitoring Processes
Evaluate the results of talent management system on
a regular basis for
• quality,
• timeliness and
• credibility

17. What is competency?
CCompetenciesompetencies are the core elements of talentare the core elements of talent
management practicesmanagement practices
They are the demonstrableemonstrable and measurable
knowledge, skills, behaviors, personal
characteristics that are associated with or
predictive of excellentexcellent job performance.
Examples
– Adaptability, teamwork, decision making, customer
orientation, leadership, innovation etc.

18. Competencies and Definitions
Action Orientation
Targets and achieve results,overcomes obstacles, accepts responsibility,
creates a results-oriented environment.....
Interpersonal Skill
Effectively and productively engages with others and establishes trust,
credibility, and confidence with them
Creativity/Innovation
Generates novel ideas and develops or improves existing and new systems that
challenge the status quo, takes risks, and encourage innovation
Teamwork
Knows when and how to attract, develop, reward, be part of, and utilize teams
to optimize results. Acts to build trust, inspire enthusiasm, encourage
others, and help resolve conflicts and develop consensus in supporting
higperformance teams
(Berger and Berger, 2011)

19. Why Competencies?
The challenge is to identify which competencies the organization
expects to see in their people
The starting point of the model is the creed (values, principles,
expectations) and the business strategies
 Through a competency model the organization sends a consistent
message to the workforce about “what it takes” to be successful in the
job
 Helps employees understand what helps drive successful performance
 The Competency Model approach focuses on the “How” of the job.
 Competency model is behavioral rather than functional, focuses on the
people rather than jobs
 Competency models are outcome driven rather than activities (Job
descriptions focus on activities, competencies focus on outcomes)
 Integrates HR strategy with business strategy –both focus on
outcomes

20. Why Competencies?
The competency model serves as the
foundation upon which all workforce
processes are built.
Competencies promote alignment of talent
management systems by creating a common
language that enables these systems to talk with
each other! That is, results of one TM system is
used as the input data for the following TM
system.

21. The Competency Model
• The Competency Model identifies usually three
groups of competencies:
– Core competencies for the entire organization to shape the
organizational capabilities and culture required to achieve
the strategic goals(5 or 6)
– Leadership competencies for the management teams of
various levels for selection, career planning and
development
– Functional (technical)competencies (specific for each job
family)

22. Developing a Competency Model
Use commonly available “ready to use”
models with small adjustments for your
organization
Develop own competency model with help
of consultants
Behavioral Benchmarking compare superior
performers with other best people in the
organization and in other benchmark
companies

23. Developing Organization’s Own
Competency Model
 Overview of current tasks and responsibilities
 Come to agreement about what successful “outcome driven”
performance looks like
 Review of competency library and selection of “must haves”
for the position
 Rank top competencies as demonstrated by exemplary
(superior) performers
 Identify of those competencies that align with the vision,
mission and strategic plan of the organization
 Verify the competencies with a larger sample of the
organization

24. Choosing Competencies
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
• Satisfactory competency library

25. Talent Management
TALENT=COMPETENCE+COMMITMENT+CONTRIBU
TION
• Being competent is not only enough to be a talent
• The competent person should be committed to the causes and goals
of the organization
• And should be able and willing to contribute to the success of the
organization
So, developing your talent is not enough, the organizations need to
take all the measures to motivate, reward their talent pool to gain
their commitment and contribution.
Retention is also essential to gaurantee future alignment of the talent
with the right key positions

26. Talent Management Model

27. Talent Management Model
• Expectations for the future. Businesses should identify
– Job roles
– Spesific objectives
– Competencies
• Capabilities to meet the expectations
• Work environment
– Managerial support
– Rewards and recognition
– Removing barriers
• Feedback systems needed to
– Focus
– To keep on track
– Develop

28. Talent Management Cycle

29. Organization
Analysis
-Job descriptions
-Job spesifications
Assessing the Emloyees
A B C D
Potential
Candidates
Performance
Evaluation
Buss. Results
Personal
Development
Activities
Career
Committees
Potancial Candidates
and
Succession Lists
Approval
of the
Lists
Analysis
Talent
Development
Programs
January - March April May on......
Assessm
ent Tools

30. Structure of a Talent Management
Program
• Building Block 1: Identification and assessment of
competencies
• Building Block 2: Performance appraisals
• Building Block 3: Succession and career planning
• Development of talent (coaching, mentoring, training)
• Linking compensation with the program (reward and
motivate)
• Targeting culture as an important driver of TM programs
• Secure senior executives’ commitment to make the talent
management model work
• Evaluate the results of talent management system on a
regular basis

31. Integrated Functions of TM
• Performance appraisals, assessments of
potential, competency evaluations, career
planning, and replacement planning (the
core elements of talent management) should
be linked to each other.
• Stand alone functions are destined to end
with failure

32. HR and TM
HUMAN RESOURCES
MANAGEMENT
TALENT MANAGEMENT
o Broad Scope (entire employees)
o Emphasize egalitarianism
oFocus on administrative
functions
oTransactional
oFocus on systems with silo
approach
o Focus on segmentation (key
group of core employees and key
positions)
o Focus on potential people
o Focus on the attraction,
development and retention of
talent
o Focus on integratation of HR
systems