1. Managing Talent for Global
Competitiveness

2. “ Once you lose talented
individuals, you lose
intellectual capital. So the
whole issue of talent
management and talent
acquisition is right up there
on the CEO's list
”
Brian Sullivan,
chairman and CEO,
Christian & Timbers

3. “Our true ‘core
competency’ today is not
manufacturing or
services, but the global
recruiting and
nurturing of the
world’s best people
”
Jack Welch

4. Why these companies always feature in
Fortune’s Global Most Admired Companies
1. IBM 2. MICROSOFT 3. GE
4.INTEL 5. WALMART 6. DELL
1. Quality of Management
3. The ability to Attract, Develop
& Retain talent

5. ISN’T IT INTERESTING
Bill Gates has been known to spend 50% of his time getting
on a plane to interview and recruit talent
Jack Welch said he devoted more than 50% of his time
building the best management teams through the GE empire
After all what makes Microsoft, GE, Apple, IBM, Intel…..tick
TALENT

6. SO WHAT IS TALENT
It is not
about filling a Job
just skill
neither about Perfection
nor about Experience
or To do with Gender, Nationality or Race

7. TALENT IS SOMEONE
• who you instantly feel good about being around
• who likes to win
• who gets to the point
• who has a vision and gets other people into their vision
• who attracts other talent and is capable of reinventing the wheel
• who a strategic thinker and a Good listener
• who will surprise you
• who might even replace you.
• who is Your own value in the Marketplace.

8. PRINCIPLE OF TALENT MANAGEMENT
• The company with the best people thrives
• There is always a talent shortage
• The VCs bet their money on talent
• Lose your talent- Lose your Edge
• The main talent for Hiring Talent – Persistence
• Talent is always the Solution

9. TALENT MANAGEMENT
there is no magic formula to manage talent,
the trick is to locate it and encourage it

10. TALENT MANAGEMENT
Talent Management includes
• Recruitment and selection:
• Performance management and coaching
• Employee development and training
• Compensation, rewards and benefits
• Succession planning and leadership development
• Compliance, policy and procedures

11. THE TALENT MANAGEMENT

12. “ Talent Management is about
making sure that you have
the right people in the right
places for both themselves
and the organization and
needing to make sure that
you as chief executive are
taking responsibility for the
development of your
leadership talent. It’s one of
the best legacies that you
can leave any organization
”

13. FACT FINDING
In a recent survey with Economic Intelligence Unit (EIU), 20 CEOs said
Talent Management was their responsibility, taking as much as 50% of
their working time
A study showed that companies with stronger leadership development
systems enjoyed higher Return on Equity and Profit
A Mckinsey study showed direct link between quality of succession
management Programs and shareholder return
A whopping 96% of the Chairmen in a recent study in the US ranked
Talent Management as highly important for success of the business

14. TALENT MANAGEMENT : CHALLENGES
It was Finance and then Marketing that was next to CEO’s role. Its
HR now
From 1998-2008, while workforce was expected to grow 12%, the
number of 25-44 years old (the would be tomorrow leaders) is
actually going to decline by 6% across the world even in Asia too
New economy companies have given rise to entrepreneur role to
many who, ten years before would have ascended on more
structured career ladders, acquiring leadership skills along the way.
High growth has made many organizations to look for ‘job-ready
leaders’ of various types

15. TALENT MANAGEMENT : CHALLENGES
The Business environment is more complex and dynamic today
(White Water Rafting)
The Company Board and Financial Markets are expecting more
Human Capital is increasing become source of value creation for
organisations
Employee expectations are also changing as he is becoming more
autonomous and empowered
There is clear link between better talent and better business
performance
Employees have more authority in the market

16. TALENT MANAGEMENT:
WHAT SHOULD THE CEO DO?

17. TALENT MANAGEMENT: WHAT SHOULD THE CEO DO
Connecting People to The Business
Identify your Top Talent – ‘Take our 20 best people away from us and I can
tell you that Microsoft would be an unimportant company’- Bill Gates
Work Diligently with your ‘No-Go-Getter’ Employees, put them in new
environment, department or job
Engagement Strategies – Knowing that the tenure is going to be short; get
the most
You are Important- Individuals joining an organization needs to feel they are
valued and that their contribution will make a difference

18. THE TALENT MANAGEMENT - LEARNING
Create a ‘Learning Organization’
• Facilitate On-The-Job self motivated learning activities
• As 90% of learning happens on the job, have employees share
best practices across functions
• Upgrade competencies through well planned job rotation / global
opportunities
• Structure a compensation, reward and recognition as applicable in
respective countries
• Engage people on cross-cultural sensitivities
GE invests USD 1 Billion annually on Employee Training and Development

19. EXAMPLE
Leaders in IBM can manage small, discrete teams or very large
organisations of several thousand people. Leaders can manage large
call centres, small software teams or even an R&D department. But
whatever their role, all leaders have a common responsibility – that is
the responsibility to identify and nurture talent.
At carmaker Volkswagen AG, workers are encouraged to submit ideas
for eliminating age barriers. Seasoned managers are asked to train
newer managers on ways to meet older workers’ needs.
Energy company Shell Oil Company holds managers accountable for
developing diverse pipelines of future talent, tying compensation to
hiring, development, and promotion

20. “
we select people for roles based
on their strengths. We identify
and leverage strengths rather
than improve weaknesses since
the latter is intrinsic and
difficult to change
”
Harsh Mariwala,
Marico
Infact you can create roles around people as well

21. THE TALENT MANAGEMENT – HOW TO GO ABOUT
Talent Management needs a Holistic Approach
Every Line Manager needs to act as HR manager and every HR
manager function as business manager
Many Organizations often set up Talent Management Processes, but
real success comes when you engage with the hearts and minds of
individuals
It motivates the workforce
Enhances productivity
Fosters team spirit
Members feel inclusive
They have reasons to stay

22. WHAT SHOULD THE CEO DO
Identification- Selection- Development & Retention of Top
Talent
Identification & Development of High Quality
Replacements for a small number of positions designated as
key to current and future organization success
The Classification of and Investment in each employee
based on his/ her potential for adding value to the
organization globally.
Inspire – Make people believe in themselves; assign them
internal projects; sending to B-School for one-month training
won’t suffice

23. Best Fit – Don’t just look for the Right fit; look for the fit which is
best for the team given the diverse composition of the teams today
Evaluate – Constantly evaluate if the Team Leads or those in
Leadership roles are equipped to handle team; work with HR.
This is important especially for Middle Management level
Plan/Spot in advance – The Talent Management process
should be ongoing

24. “ This mentoring is what I do as
an important part of my job.
I’ve created other CEO’s. I want
to help people reach their
potential, and if someone’s not
reaching it, I want that person
to know what’s preventing him
from reaching it
” Shiv Nadar
HCL

25. BUILDING TALENT POOL
Process Objective CEO's Role
Measuring how effective is Defining clear cut performance
Evaluating Current Perfrmance the person in his/her job expection
Look beyond the person's
immediate supervisor's feedback;
look for inputs from different
Finding who has the disvions,skip interviews, Q&A
Identifying Potential highest growth promise forums
Those who meet the
criteria put them in a new You take complete responsibility
Create a Pool pool for the C-Suite Pool

26. Create a new product and it can be easily copied.
Lower your prices and competitors will follow
Go after a lucrative market and someone will be there
right after you, being careful to avoid making your
initial mistakes.
BUT
replicating a high-quality, highly engaged workforce is
nearly impossible
the ability to effectively hire, retain, deploy, and
engage talent—at all levels—is really the only true
competitive advantage an organization can have