MTPT – PGDBM FT Sem V

Sunday, November 21, 2010

1
Talent Concerns across the Organization

2
Talent Management Process Overview

ct
t ra

Performance
Review
Process
Goal
Performance

Objective
Process
Setting
At

Deve
Setting
Review
Process
Process

lop
Development
Employee

TalentTalent
Succession
Review
Review
Management
Training + Process
Process
Process
Experience
based Re
development t ai
n

Integrated Model

3
Talent Matrix
Results
5D 5C 5B 5A

4D 4C 4B 4A

3D 3C 3B 3A

2D 2C 2B 2A

Behaviours

Potential status:
High potential Promotable Experienced Placement Issue
Professional
Blocked Experienced
Too new
Professionals
4
Training and Development – Introduction

•Training refers to a planned effort by a company to

facilitate employees’ learning of job related
competencies.
•These competencies include knowledge, skills and
attitudes that are critical for successful job
performance.
•The goal of training is for the employees to master
these KSAs and apply them to their day-to-day
activities.

5
Training

-It is a learning process that involves the acquisition of

knowledge, sharpening of skills, concepts, rules, or changing
of attitudes and behaviours to enhance the performance of
employees.

-Training is about knowing where you stand (no matter how

good or bad the current situation looks) at present, and
where you will be after some point of time.

-Training is about the acquisition of knowledge, skills, and

abilities (KSA) through professional development.

6
Training and Development – Introduction

However Training is only an opportunity for learning .

What is learned depends on ?

• Design and implementation of training

• Motivation and learning style of trainees
• Learning climate of the organization

7
Training and Development – Introduction

Line Function

Staff Function

8
Training and Development – Introduction

What is a Competency ?

9
 Competencies

• the ingredients (skills, knowledge,

attributes and behaviors) that
contribute to excellence

• a reflection of how people will

apply the knowledge and skills at
their disposal

10
Competencies – another view

Visible,
surface, easy
to identify
and manage
Skill
Knowledge

Hidden,
difficult Self-concept
to Trait
identify Motive
and
manage
Source: Spencer & Spencer, 1993

11
 Training and Development – Introduction

How do you Measure the Competencies ?

12
 Competency Building Blocks

Differentiators

The CRITICAL DIFFERENTIATORS helps in

Critical

differentiating the STAR performers…competencies that

are in threshold…they prepare people for future
roles/responsibilities
Performance
Supporters

PERFORMANCE SUPPORTERS are throughput

competencies that provide the essential supports for on-
the-job performance
Competencies
Foundational

FOUNDATIONAL COMPETENCIES are imperatives for

the present role…Hiring Strategies too largely hinge on
them. These essentials are the foundation blocks around
which a performer charts his/her growth.

13 High Low
 CONSULTING
CONSULTING CONSULTING CONSULTING
CONSULTINGCONSULTICONSULTING
CONSULTING
.

NG
Differentiators
Critical

Developing Teamwork
Direct &
Reports Cooperation
Performance
Supporters

Strategic Priority Concern for

Perspective Setting Order &
Quality
Competencies
Foundational

Result Customer Conceptual Impact & Parallel

Orientation Centricity Thinking Influencing Processing
& Skills of Tasks
Analytical Skills

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High Low
 Competency
Competency Demonstration of Competency
Customer First Level Mid level Senior Level
Orientation
Develops customer Understands customer Establishes a
consciousness in needs and translates to relationship at the
others the goals of the strategic level
organization
Communicates and Fosters process Gains trust of
resolves conflict improvement and change customers
with linkages to customer
groups
Ensures work ( own Instill and maintains Formulates
and team) exceeds customer focus of work strategies to meet
customer unit identified and
expectations anticipated
requirements
Is considered by
customers to be and
extension of the
organization
15