Creating Talent Management system for Org.

excellence

Seven HR conditions to be met

1.Performance oriented culture 2.Low turnover 3.High level of employee satisfaction 4.A cadre of qualified replacements 5.Effective investment in employee compensation and development 6.Use of institutional competencies in employee selection 7.Performance evaluation process

Successful companies articulate on three outcomes

1.Identification , selection, development and retention of Superkeepers 2.Identification and development of qualified replacements 3.Classifications of and investment in each employee Superkeepers Keepers Solid Citizens Misfits

Organizations failed due to

Unlinking/incoherence of Performance appraisals Assessment of potential Competency evaluation Career planning Replacement planning Training and development Selection

Talent Reservoir
Its goal is to build pool of highly talented people capable of supporting current and future org. goals. Major components: 1.Designing and building Talent Reservoir solution 2.Capturing Talent Reservoir solution in software package 3.Implementing Talent Reservoir solution

Designing and building Talent Reservoir solution

Step I- Talent Reservoir team is made. Consists of HR manager, consultants, CEO, staff etc. Step II- Collect info. on org. structure, company values, employee demographics, business plans, policies, annual reports, survey, culture description, training and development.

Step III- development of assessment tools I. Performance Appraisal II. Potential Forecast III. Measurement Scales for Performance and Potential [5 point] IV. Core/institutional Competenciesbehavioral/skill expectations that are crucial to success of each employee and org.

Most org. use to 9 to 11 competencies in its Talent Reservoir process. Nine Core/institutional Competencies are: 1.Action orientation 2.Communications 3.Creativity and innovation 4.Critical judgment

5. Customer orientation 6. Interpersonal skills 7. Leadership 8. Teamwork 9. Technical/functional expertise

V. Mapping and weighing competenciesprovide clarity and specificity to competency definition. Numerical weights can be assigned to each competency. All jobs can be evaluated in terms of competencies and weights and develop a complete score for job.

Methods of mapping and weighing process

1.No maps, glossaries or weights are used. Rating scales for performance is applied. 2.A glossary of behavior is used as supplement to competency 3.Maps and weights are used to refine comparisons of employee behavior with specific expectations for current and future jobs

 People behave as they are measured VI. Talent development approach- once all competencies are finalized they serve as DNA for Talent Reservoir solution. VII. Human resource planning- set guideline to interpret and act upon.

Five major situational classes to be addressed in HR planning

1.Surplus 2.Voids 3.Blockages 4.Problem employees 5.Superkeepers Most HR plans are complex , Talent Reservoir team must develop guidelines for assisting managers in interpreting and managing problems

VIII. Segmenting Talent reservoir- talent management grid is used to segment talent pool in each employee classification. IX. Employee and Job demographics Employee name Title/designation Date of hire Date in current position

 Retirement date Org. Must collect titles of all current & projected position and list them in directory. They represent sum total of career opportunities available and potentially available to employees.

Capturing Talent Reservoir solution in software package

After data collection it is codified in writing and contained in manual . Then inputting the information into computer system. Microsoft Access

Implementing Talent Reservoir solution

Managers and employees gathers data on org. competencies. After meeting with the employee, supervisor take assessment of each incumbent and prepare first draft of talent management plan. Creating Talent Reservoir Plan: a) supervisor is accountable for final assessment and recommendation.

 b) TM program formally begins when supervisor adds replacement and career planning data to employee assessment previously developed. c) After entering all data series of speciality reports are developed like; Bench strength report Replacement summary Core competency report

 d) comprehensive plan is developed for whole org. e) Once complete plan is developed all managers are made aware of the various changes and develop suitable action plan to develop them.

Conclusion
Through TM programs: 1.Identification and creation of career paths, development and reward plans for superkeepers. This will ensure high quality role models. 2.Identifying key positions and associated voids are immediately addressed. This will ensure continuity.

3. Segmenting of talent pool in each investment category of (superkeeper, keeper, solid citizen and misfit) and managing investment in each category.