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					 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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posted:5/29/2012
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