VIEWS: 4 PAGES: 25 POSTED ON: 5/29/2012
Talent Management • Enhancing the attraction, long- term development, and retention of key human resources to maximize performance. 1 Nature Of Talent Management Identifying future needs Creating and maintaining and developing an organizational culture individuals to fill those that values people needs Key Areas of Talent Management Establishing ways to Developing a pool of conduct and manage talented people who can activities to support talent supply future job needs development 2 Talent Management • HR Planning • Recruiting • Selection • Training • Career & Succession Planning • Performance Mgmt • Retention 3 Effective Talent Management 4 Careers and Career Planning • Career • Series of work-related positions a person occupies through life. • Career Paths • Employees’ movements through opportunities over time. 5 Careers and Career Planning • Org-Centered Career Planning • Identifying career paths that provide for logical progression of people in jobs in the organization. • Individual-Centered Career Planning • Focuses on an individual’s career interests rather than on org. needs. 6 Organizational and Individual Career Planning Perspectives 7 Individual Career Planning Components • Self-Assessment • Feedback • Setting career goals 8 Individual Career Choices • Interests • Self-image • Personality • Background • Family • Education 9 General Career Periods 10 Portable Career Path 11 Career Transitions and HR • Minimizing entry shock for new employees • Orientation/Socialization • Supervisor • Time • Realistic Job Preview 12 Special Individual Career Issues Technical and Women and Careers Professional Workers Sequencing Dual Career Ladders Glass Ceiling Special Individual Career Issues Global Career Concerns Dual-Career Couples Repatriation Family vs.Career Global Development Relocation 13 Developing Human Resources • Development • Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work). • Developing Specific Capabilities/Competencies • Lifelong learning • Redevelopment 14 Development vs. Training 15 HR Development Approaches 16 Possible Means for Developing Employees in a Learning Organization 17 Management Lessons Learned from Job Experience 18 Management Development Supervisor Development Executive Leadership Education Management Development Development Methods Management Management Mentoring Modeling Management Coaching 19 Stages in Management Mentoring Relationships 20 Problems with Management Development Efforts Failing to conduct an Trying out fad adequate needs programs or training analysis methods Common Problems in Management Development Failing to address Substituting training organizational factors that instead of selecting result in encapsulated development qualified individuals 21 Succession Planning Process 22 HR’s Role in Succession Planning Identifying development needs of the workforce Assisting in identifying needed future job skills Noting employees who Succession might fill future positions Planning Communicating the succession planning process to employees Tracing and regularly updating succession plan efforts 23 Value Added by Succession Planning • Supply of employees to fill future key openings • Providing career paths and plans for employees, increasing employee retention and performance motivation • Continually reviewing human capital needs as organizational changes occur • Enhancing organizational “brand” and reputation as a good place to work 24 Common Succession Planning Mistakes • Focusing only on CEO and top management succession • Starting too late, reacting to openings • Not linking to org strategic plan • HR not involved in planning process • Looking only internally for succession candidates 25
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