Talent Management Roadmap

Context: Talent management is an organization's commitment to recruit, hire, retain, and develop the
most talented and superior employees available in the job market. Historical and economic context has
played a large role in the evolution of performance management over the decades. When human
capital was plentiful, the focus was on which people to let go, which to keep, and which to reward—
and for those purposes, traditional appraisals (with their emphasis on accountability) worked pretty
well. But when talent was in shorter supply, as it is now, developing people became a greater concern—
and organizations had to find new ways of meeting that need.

I) External Perspective: To build the external perspective, we commissioned a study with Bain and also
referred to the research done by many professionals. The key industry focus areas are enumerated
below:

1. Talent Acquisition
As per Aon Hewitt study Compelling Employer Brand to have three elements – Reputation,
Internal brand and credibility.

2. Performance Management
Here when we say performance management, it refers to both performance and potential
management of our talent. The focus has been constantly changing from making an employee
accountable to development oriented. There is a compelling trend where feedback has become
continuous and developmental rather than finding faults. Also, performance and potential are
being delinked with frequency of interactions increased and reduction in the paperwork. The
source of feedback has also changed over time from direct manager to 360 degree.

3. Talent Review
It is about ensuring the right people are staffed on the right jobs. Talent reviews helps to
understand the talent you have, identify the talent you are missing, and create plans to address
both. Most organisations use potential vs performance grid to figure out the key talent and
thereby invest in their development. The output of talent review is the input for succession
planning.

4. Succession Planning
Succession planning is a systematic process of identifying and developing talent for leadership
positions in the future. A key component of succession planning is talent development. For key
players that are identified as potential candidates for succession planning, it will be important
to figure out how to keep them engaged and motivated.

5. Learning and Development

Learning management systems have evolved over years with mobile, social, personalisation
and gamification. Also, a number of development opportunities are being provided to
employees in the form of mentoring and coaching programmes, cross functional projects,
encouraging participation in conferences and workshops.
 II) Internal Perspective:
We analysed the above mentioned areas with respect to Marico. The current work that is being done
and the way to go forward for these key areas of talent are as follows:
S.No Area Existing System
 Both performance and potential delinked
 MBR process to evaluate performance
 PDP process to evaluate potential
Performance  Performance ratings made transparent but
1
Management potential ratings are not transparent
 Recent inclusion of check-ins to have
informal conversations as and when
required
 Happens annually
 Information and results of the discussion
not shared with any employees
2 Talent reviews  70-20-10 IDP was given to individuals in SEA
basis talent reviews and quarterly follow up  P*P box model to be used to identify key
was planned
 No career path specified for people in
countries other than in India as scale of
Succession business is limited
3
Planning  Career progression for next 2 roles being
informed in India but not formalised
 Marico’s blended model of learning is  Gamification
combination of self-paced e-learning
modules, face-to-face and experiential
technical/behavioural/leadership
workshops, one on one coaching, on the
job projects, and capability building
Learning &
4 modules on PDA’s
Development
 Young Board: Involving “young gen”
leaders in organisation building
opportunities
 Excelerate: Members getting exposure
and learning experiences across start up
organizations
Plan Ahead
 Potential ratings to be made
transparent
 Incorporate 360 degree feedback on
most critical behaviours
 Ensure all the employees own the
process of his own development. Make
them responsible and accountable to
seek feedback
 Talent should be informed if they are key
talent
 The process if held twice a year, would
yield better results
talent and key talent to be followed up
regularly
 Make sure key talent knows what their
next roles are likely going to be even in
countries outside India
 Make career path a formalised process
 Achieve maximum percentage in filling
key talent to critical role
(Team games),
personalised learning plans, online
business simulations
 Encourage employees to participate in
external workshops, conferences and
guest lectures
 Provide opportunities to work on cross
functional projects/special projects and
have a mentorship program in place for
Key talent
References:
https://learning.oreilly.com/library/view/one-page talent/9781422160626/e9781422160626_bm01.html
https://www.mckinsey.com/business-functions/organization/our-insights/winning-with-your-talent-
management-strategy
https://www.hr.com/en/resources/free_research_white_papers/ceridian-hr-talent-mgt-
benchmarking-report-jan2019_jq5vhvgj.html
https://hbr.org/2016/10/the-performance-management-revolution
https://www.researchgate.net/publication/306489714_Talent_Management_and_Employee_Reten
tion_Implications_of_Job_Embeddedness-_A_Research_Agenda
https://apac.aonhewitt.com/home/insights-at-work/critical-roles-in-business
Hudson TMR research report
Form made by referring AON model, Bain report and sigma systems approach
Marico annual integrated report
One Page Talent Management by Miriam Orc, Marc Effron