TALENTMANAGEMENT人才管理1课件

TALENTMANAGEMENT人才管理2024/4/16TALENTMANAGEMENT人才管理[1]WhatisTalentManagement?ThepurposeofTMistoensurethattherightsupplyoftalentedworkforceisreadytorealizethestrategicgoalsoftheorganizationbothtoday

andinthefuture

Organization’seffortstoattract,select,develop,andretainkeytalentedemployeesinkeystrategicpositions.Talentmanagementincludesaseriesofintegratedsystemsofrecruiting,performancemanagement,maximizingemployeepotential,managingtheirstrengthsanddevelopingretainingpeoplewithdesiredskillsandaptitudeTALENTMANAGEMENT人才管理[1]TalentManagementTMintroducedbyMcKinseyconsultants,late1990’sTMisidentifiedasthecriticalsuccessfactorincorporateworldTMfocusesondifferentiatedperformance:A,B,Cplayersinfluencingcompanyperformanceandsuccessidentifyingkeypositionsintheorganization!!!SurveysshowthatfirmsrecognizetheimportanceoftalentmanagementbuttheylackthecompetencerequiredtomanageiteffectivelyTALENTMANAGEMENT人才管理[1]WhatisTalent?AccordingtoMcKinsey;talentisthesumofaperson’sabilities,hisorherintrinsicgifts,skills,knowledge,experience,intelligence,judgment,attitude,character,drive,hisorherabilitytolearnandgrow.TALENTMANAGEMENT人才管理[1]WhoareTalentedPeople?TheyregularlydemonstrateexceptionalabilityandachievementoverarangeofactivitiesTheyhavetransferablehighcompetenceTheyarehighimpactpeoplewhocandealwithcomplexity

(Robertson,Abbey2003)TALENTMANAGEMENT人才管理[1]WhyOrganizationsNeedTalentDevelopment?TocompeteeffectivelyinacomplexanddynamicenvironmenttoachievesustainablegrowthTodevelopleadersfortomorrowfromwithinanorganizationTomaximizeemployeeperformanceasauniquesourceofcompetitiveadvantage

Toempoweremployees:CutdownonhighturnoverratesReducethecostofconstantlyhiringnewpeopletotrainTALENTMANAGEMENT人才管理[1]TalentManagementModelTherearedifferentapproachestotalentmanagementinorganizationsAsuccessfulTMmodelhastolinkTMcreed(culture,values,expectations)withTMstrategyandTMsystem.(LanceandDorothyBerger,2011)Thevalues,expectationsandelementsofthedesiredcultureandthebusinessexcellenceshouldbeembeddedinHRsystemsasselectioncriteria,competencydefinitions,performanceandpromotioncriteriaanddevelopmentprocesses.TALENTMANAGEMENT人才管理[1]TheTalentCreed“ATMcreedisthesetofcoreprinciples,valuesandmutualexpectationsthatguidethebehaviorofaninstitutionanditspeople”ItdescribesingeneraltermswhattypesofpeopleareexpectedtoworkintheorganizationandwhattypeofacultureisdesiredtoachievesuccessTALENTMANAGEMENT人才管理[1]TheTalentStrategyDescribeswhattypeofpeopletheorganizationwillinvestinandhowitwillbedoneBesidesthespecificelementsoftheircreed,thetalentstrategyofallhighperformingorganizationsshouldhavethesedirectives:Identifykeypositionsintheorganization(notmorethan20,30%)Assessyouremployeesandidentifythehighperformers(classifyaccordingtotheircurrentandfuturepotential)RetainkeypositionbackupsMakeappropriateinvestments(select,train,develop,reward)TALENTMANAGEMENT人才管理[1]AssessingtheEmployeesSuperkeepers-greatlyexceedexpectations(3-5%)Keepers–exceedexpectations(20%)Solidcitizens-meetexpectations(75%)Misfits-belowexpectations(2-3%)(BergerandBerger,2011)TALENTMANAGEMENT人才管理[1]AllocatingInvestmentsinPeopleSuperkeepers-receiveabout5%ofalltheresouces;needveryhighrecognition,compensatemuchmorethanthepaymarket,promoteveryrapidlyKeepers–receiveabout25%ofalltheresources,needhighrecognition,compensatemorethanthepaymarket,promoterapidlySolidcitizens-receiveabout68%ofalltheresources,needrecognition,compensateatthemarketlevelorjustaboveMisfits-receiveabout2%ofalltheresourcesforsome,compensateatbelowmarketaverage(BergerandBerger,2011)TALENTMANAGEMENT人才管理[1]TalentManagementSystemImplementationprogramofthetalentstrategywhichhasasetofprocessesandprocedures(1)assessmenttools(2)multi-raterassessment(3)diagnostictools(4)monitoringprocessesIfthemanagementisnotwillingtouseassessmentintheirorganizationstheycan’tdotalentmanagement

TALENTMANAGEMENT人才管理[1]AssessmentToolsforTMThefiveassessmenttoolsshouldbelinkedtoensurethateachassessmentisconsistentwiththefourotherevaluationsCompetencyAssessmentPerformanceAppraisalPotentialForecastSuccessionPlanningCareerPlanningTALENTMANAGEMENT人才管理[1]Multi-RaterAssessmentEmployee.TheownerofthecareerplanthatisalignedwiththesuccessionplanBoss.TheprimaryassessorBoss’sboss.ThekeylinkintheverticalsuccessionandcareerplanBoss’speergroup.SourceofpotentialnewassignmentsinthesameorotherfunctionTALENTMANAGEMENT人才管理[1]DiagnosticTools

SuperkeeperTMreservoir.SuperkeepersTMareemployeeswhoseperformancegreatlyexceedsexpectations,whoinspireotherstogreatlyexceedexpectations,andwhoembodyinstitutionalcompetencies.KeeperKeypositionbackups.The“insurancepolicies”thatensureorganizationcontinuity.Everykeypositionshouldhaveatleastonebackupatthe“Keeper”(exceedjobexpectations)level.Surpluses.Positionswithmorethanonereplacementforanincumbent.Whileostensiblyapositiveresultofthetalentmanagementprocess,itcanbeapotentialsourceofturnoverandmoraleproblemsifthereplacementsareblockedbyanon-promotableincumbentand/orthereisnorealisticwaymostofthepromotablereplacementscanadvance.Voids.Positionswithoutaqualifiedbackup.Determinewhetheritwilltransfersomeonefromthesurpluspool,developalternativecandidates,orrecruitexternally.Blockages.Non-promotableincumbentsstandinginthepathofoneormorehigh-potentialorpromotableemployees.Problememployees.Thosenotmeetingjobexpectations(measuredachievementorcompetencyproficiency).Giveopportunitytoimprove,receiveremedialaction,orbeterminated.Thetimeframeshouldbenolongerthansixmonths.(LanceandDorothyBerger,2011)TALENTMANAGEMENT人才管理[1]MonitoringProcesses

Evaluatetheresultsoftalentmanagementsystemonaregularbasisforquality,timelinessandcredibilityTALENTMANAGEMENT人才管理[1]Whatiscompetency?CompetenciesarethecoreelementsoftalentmanagementpracticesTheyarethedemonstrableandmeasurableknowledge,skills,behaviors,personalcharacteristicsthatareassociatedwithorpredictiveofexcellentjobperformance.ExamplesAdaptability,teamwork,decisionmaking,customerorientation,leadership,innovationetc.TALENTMANAGEMENT人才管理[1]CompetenciesandDefinitions

ActionOrientationTargetsandachieveresults,overcomesobstacles,acceptsresponsibility,createsaresults-orientedenvironment.....InterpersonalSkillEffectivelyandproductivelyengageswithothersandestablishestrust,credibility,andconfidencewiththemCreativity/InnovationGeneratesnovelideasanddevelopsorimprovesexistingandnewsystemsthatchallengethestatusquo,takesrisks,andencourageinnovationTeamworkKnowswhenandhowtoattract,develop,reward,bepartof,andutilizeteamstooptimizeresults.Actstobuildtrust,inspireenthusiasm,encourageothers,andhelpresolveconflictsanddevelopconsensusinsupportinghigperformanceteams(BergerandBerger,2011)TALENTMANAGEMENT人才管理[1]WhyCompetencies?ThechallengeistoidentifywhichcompetenciestheorganizationexpectstoseeintheirpeopleThestartingpointofthemodelisthecreed(values,principles,expectations)andthebusinessstrategiesThroughacompetencymodeltheorganizationsendsaconsistentmessagetotheworkforceabout“whatittakes”tobesuccessfulinthejobHelpsemployeesunderstandwhathelpsdrivesuccessfulperformanceTheCompetencyModelapproachfocusesonthe“How”ofthejob.Competencymodelisbehavioralratherthanfunctional,focusesonthepeopleratherthanjobsCompetencymodelsareoutcomedrivenratherthanactivities(Jobdescriptionsfocusonactivities,competenciesfocusonoutcomes)IntegratesHRstrategywithbusinessstrategy–bothfocusonoutcomesTALENTMANAGEMENT人才管理[1]WhyCompetencies?Thecompetencymodelservesasthefoundationuponwhichallworkforceprocessesarebuilt.Competenciespromotealignmentoftalentmanagementsystemsbycreatingacommonlanguagethatenablesthesesystemstotalkwitheachother!Thatis,resultsofoneTMsystemisusedastheinputdataforthefollowingTMsystem.TALENTMANAGEMENT人才管理[1]TheCompetencyModelTheCompetencyModelidentifiesusuallythreegroupsofcompetencies:Corecompetenciesfortheentireorganizationtoshapetheorganizationalcapabilitiesandculturerequiredtoachievethestrategicgoals(5or6)Leadershipcompetenciesforthemanagementteamsofvariouslevelsforselection,careerplanninganddevelopmentFunctional(technical)competencies(specificforeachjobfamily)TALENTMANAGEMENT人才管理[1]DevelopingaCompetencyModelUsecommonlyavailable“readytouse”modelswithsmalladjustmentsforyourorganizationDevelopowncompetencymodelwithhelpofconsultantsBehavioralBenchmarkingcomparesuperiorperformerswithotherbestpeopleintheorganizationandinotherbenchmarkcompaniesTALENTMANAGEMENT人才管理[1]DevelopingOrganization’sOwnCompetencyModelOverviewofcurrenttasksandresponsibilitiesCometoagreementaboutwhatsuccessful“outcomedriven”performancelookslikeReviewofcompetencylibraryandselectionof“musthaves”forthepositionRanktopcompetenciesasdemonstratedbyexemplary(superior)performersIdentifyofthosecompetenciesthatalignwiththevision,missionandstrategicplanoftheorganizationVerifythecompetencieswithalargersampleoftheorganizationTALENTMANAGEMENT人才管理[1]ChoosingCompetenciesBeforechoosingcompetenciesinanorganizationfollowingrequirementsmusthavebeencompleted:Establishmentofvision,mission,valuesStrategicbusinessgoalsIdentificationofthetasks,responsibilitiesandoutcomesexpectedfromeachpositionIdentificationofthesuperior(exemplary)performersSatisfactorycompetencylibraryTALENTMANAGEMENT人才管理[1]TalentManagementTALENT=COMPETENCE+COMMITMENT+CONTRIBUTIONBeingcompetentisnotonlyenoughtobeatalentThecompetentpersonshouldbecommittedtothecausesandgoalsoftheorganizationAndshouldbeableandwillingtocontributetothesuccessoftheorganizationSo,developingyourtalentisnotenough,theorganizationsneedtotakeallthemeasurestomotivate,rewardtheirtalentpooltogaintheircommitmentandcontribution.RetentionisalsoessentialtogauranteefuturealignmentofthetalentwiththerightkeypositionsTALENTMANAGEMENT人才管理[1]TalentManagementModelTALENTMANAGEMENT人才管理[1]TalentManagementModelExpectationsforthefuture. BusinessesshouldidentifyJobrolesSpesificobjectivesCompetenciesCapabilitiestomeettheexpectationsWorkenvironmentManagerialsupportRewardsandrecognitionRemovingbarriersFeedbacksystemsneededtoFocusTokeepontrackDevelopTALENTMANAGEMENT人才管理[1]TalentManagementCycleTALENTMANAGEMENT人才管理[1]TalentManagementProcessOrganizationAnalysis-Jobdescriptions-JobspesificationsAssessingtheEmloyeesABCDPotentialCandidatesPerformanceEvaluationBuss.ResultsPersonalDevelopmentActivitiesCareerCommitteesPotancialCandidatesandSuccessionListsApprovaloftheListsAnalysisAssessmentDevelopmentTalentDevelopmentProgramsJanuary-MarchAprilMayon......AssessmentTools