Strategic Talent Management

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WELCOMEWELCOME

TODAY’S UNCERTAIN ECONOMIC ENVIRONMENT

FUTURE OUTLOOK?FUTURE OUTLOOK?

NAVIGATING CHOPPY WATERS

NAVIGATING CHOPPY WATERS

IS YOUR TEAM EQUIPPED ?

CHALLENGESCHALLENGES

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3rd Qtr4th Qtr

BUSINESSGOALSRECESSION

MARKET SHARE

PRODUCTIVITY

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3rd Qtr4th Qtr

BUSINESSGOALSRECESSION

MARKET SHARE

PRODUCTIVITY

BUSINESS STRATEGY BUSINESS STRATEGY HUMAN CAPITAL STRATEGY

CHALLENGE :

CHALLENGE :CHALLENGE :

• RIGHT FIT ? CRITICAL SKILL SET ?

• LACK OF INTEGRATION OF TALENT ?

• UNDEFINED CRITICAL ROLES & CAPABILITIES ?

• INCONSISTENT TALENT MANAGEMENT PRACTICES ?

• RIGHT FIT ? CRITICAL SKILL SET ?

• LACK OF INTEGRATION OF TALENT ?

• UNDEFINED CRITICAL ROLES & CAPABILITIES ?

• INCONSISTENT TALENT MANAGEMENT PRACTICES ?

CHALLENGE :CHALLENGE :

• LIMITED USE OF TALENT ANALYTICS

• LACK OF ACCOUNTABILITY & CAPABILITY OF TALENT DEVELOPMENT

• INCONSISTENT EXECUTION & INTEGRATION OF TALENT DEVELOPMENT PROGRAMS

• LIMITED USE OF TALENT ANALYTICS

• LACK OF ACCOUNTABILITY & CAPABILITY OF TALENT DEVELOPMENT

• INCONSISTENT EXECUTION & INTEGRATION OF TALENT DEVELOPMENT PROGRAMS

HARD QUESTIONS TO ASK YOURSELF:

HARD QUESTIONS TO ASK YOURSELF:

• DOES YOUR ORGANIZATION HAVE THE CRITICAL TALENT TO EXECUTE BUSINESS STRATEGY?

• ARE TALENT INITIATIVES COORDINATED ACROSS YOUR BUSINESS UNITS?

• DOES YOUR ORGANIZATION HAVE THE CRITICAL TALENT TO EXECUTE BUSINESS STRATEGY?

• ARE TALENT INITIATIVES COORDINATED ACROSS YOUR BUSINESS UNITS?

HARD QUESTIONS TO ASK YOURSELF:

HARD QUESTIONS TO ASK YOURSELF:

• DO TALENT PROGRAMS PENENTRATE DEEP ENOUGH TO SUPPORT BUSINESS EFFECTIVELY?

• ARE YOU AS MANAGERS CAPABLE & ACCOUNTABLE ENOUGH TO DEVELOP & SUPPORT CAPABILITY GROWTH?

• DO TALENT PROGRAMS PENENTRATE DEEP ENOUGH TO SUPPORT BUSINESS EFFECTIVELY?

• ARE YOU AS MANAGERS CAPABLE & ACCOUNTABLE ENOUGH TO DEVELOP & SUPPORT CAPABILITY GROWTH?

THE ANSWERTHE ANSWER

THE SCIENCE OFSTRATEGIC TALENT

MANAGEMENT

THE SCIENCE OFSTRATEGIC TALENT

MANAGEMENT

WHAT IS STRATEGIC TALENT MANAGEMENT ?

WHAT IS STRATEGIC TALENT MANAGEMENT ?

• THE AGGRESSIVE MANAGEMENT OF THE ACQUISITION, GROWTH, RETENTION & ALIGNMENT OF TALENT TO BUSINESS STRATEGY THROUGH A RIGOROUS AND LOGICAL PROCESS.

• THE AGGRESSIVE MANAGEMENT OF THE ACQUISITION, GROWTH, RETENTION & ALIGNMENT OF TALENT TO BUSINESS STRATEGY THROUGH A RIGOROUS AND LOGICAL PROCESS.

WHAT ? WHAT ?

• MANAGE WORKFORCE STRATEGICALLY• ASSESS BUSINESS GOALS • AQUIRE TALENT WITH CRITICAL SKILL SET• RETAIN EXISTING TOP TALENT • DEPLOY, DEVELOP EXISTING TOP TALENT• ALIGN WITH STRATEGIC BUSINESS OBJECTIVES

• MANAGE WORKFORCE STRATEGICALLY• ASSESS BUSINESS GOALS • AQUIRE TALENT WITH CRITICAL SKILL SET• RETAIN EXISTING TOP TALENT • DEPLOY, DEVELOP EXISTING TOP TALENT• ALIGN WITH STRATEGIC BUSINESS OBJECTIVES

WHY ? STRATEGIC TALENT

MANAGEMENT

WHY ? STRATEGIC TALENT

MANAGEMENT

RIGHT TALENT : • The Key enabler• Drives Performance • Enhanced Intellectual Capital• Your Competitive Differentiator• Meets strategic business

objectives

RIGHT TALENT : • The Key enabler• Drives Performance • Enhanced Intellectual Capital• Your Competitive Differentiator• Meets strategic business

objectives

ACTION: STRATEGIC TALENT

MANAGEMENT STEP 1

ACTION: STRATEGIC TALENT

MANAGEMENT STEP 1

EXECUTIVE MANAGEMENTTALENT ANALYTICS

STRATEGICBUSINESS GOALS

ASSESSMENTCENTERS

CURRENT TALENTCOMPETENCIES

EXECUTIVE MANAGEMENTEXIT INTERVIEWS

FUTUREPLANS & NEEDS

ASSESS

EXECUTIVE MANAGEMENTTALENT ANALYTICS

STRATEGICBUSINESS GOALS

ASSESSMENTCENTERS

CURRENT TALENTCOMPETENCIES

EXECUTIVE MANAGEMENTEXIT INTERVIEWS

FUTUREPLANS & NEEDS

ASSESS

ACTIONSTRATEGIC TALENT

MANAGEMENT STEP 2

ACTIONSTRATEGIC TALENT

MANAGEMENT STEP 2

CONTINGENCYPLANNING

WORKFORCEPLANNING

RECRUITMENTONBOARDING

TALENTSOURCING

INTEGRATIONDEPLOYMENT

TALENTSELECTION

ACQUIRE

CONTINGENCYPLANNING

WORKFORCEPLANNING

RECRUITMENTONBOARDING

TALENTSOURCING

INTEGRATIONDEPLOYMENT

TALENTSELECTION

ACQUIRE

ACTIONSTRATEGIC TALENT

MANAGEMENT STEP 3

ACTIONSTRATEGIC TALENT

MANAGEMENT STEP 3

SUCCESSIONPLANNING

LEADERSHIPDEVELOPMENT

CAREERPLANNING

PERFORMANCEMANAGEMENT

DEVELOP

SUCCESSIONPLANNING

LEADERSHIPDEVELOPMENT

CAREERPLANNING

PERFORMANCEMANAGEMENT

DEVELOP

ACTIONSTRATEGIC TALENT

MANAGEMENT STEP 4

ACTIONSTRATEGIC TALENT

MANAGEMENT STEP 4

INTERNALMOBILITY

GOALMANAGEMENT

REWARDSRECOGNITION

EVALUATION &MONITORING

ALIGN

INTERNALMOBILITY

GOALMANAGEMENT

REWARDSRECOGNITION

EVALUATION &MONITORING

ALIGN

WIIFM? WIIFM?

• SUPERIOR, DRIVEN, PRODUCTIVE WORKFORCE

• LEADERSHIP PIPELINE & MANAGEMENT CAPABILITY

• TEAMS ALIGNED WITH BUSINESS OBJECTIVES

• SUPERIOR, DRIVEN, PRODUCTIVE WORKFORCE

• LEADERSHIP PIPELINE & MANAGEMENT CAPABILITY

• TEAMS ALIGNED WITH BUSINESS OBJECTIVES

• ACTIVE ENGAGEMENT, COMMITMENT, ACCOUNTABILITY

• OPTIMIZATION OF OPERATING COSTS

• SUSTAINED PROFITABILITY & QUALITY

• ACTIVE ENGAGEMENT, COMMITMENT, ACCOUNTABILITY

• OPTIMIZATION OF OPERATING COSTS

• SUSTAINED PROFITABILITY & QUALITY

STRATEGIC TALENT MANAGEMENT BUSINESSSTRATEGIC TALENT MANAGEMENT BUSINESS MODELMODELSTRATEGIC TALENT MANAGEMENT BUSINESSSTRATEGIC TALENT MANAGEMENT BUSINESS MODELMODEL

PROPERTIES

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HUMAN CAPITALYOUR ORGANIZATION’S MOST SACRED ASSET

EMPOWER YOUR TEAMS TO WIN

HUMAN CAPITALYOUR ORGANIZATION’S MOST SACRED ASSET

EMPOWER YOUR TEAMS TO WIN

HUMAN CAPITAL

MANAGEMENT

TEAM

BUSINESS

PARTNERS

STRATEGIC TALENT MANAGEMENT

A SHARED RESPONSIBILITY

THANK YOUTHANK YOU

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