Talent Management TNS08

Talent ManagementThomas DanfordCIO – Tennessee Board of Regentsg

October 14, 2008

Talent Management

Talent management is the process of attracting selecting training developing and Talent management is the process of attracting, selecting, training, developing and promoting employees throughout the institution. Focusing on developing talent in-house ensures the staff has the tools/support/resources necessary to perform well, are properly motivated/compensated, and are ready to transition into leadership roles as appropriate. Internally developed staff are valuable assets because over time they develop the necessary core competencies and internalized institutional core values.

Skills, Traits, Behavior, Characteristics, Talent?Talent?• Skills – abilities that have been acquired by training

(PL/SQL, Pro C, Finance, HR, etc.)

• Traits – distinguishing features of your personal nature (thoughtful, productive, approachable, generous, etc.)

• Behavior – manner of acting or controlling oneself • Behavior manner of acting or controlling oneself (that can be either consistent or inconsistent with traits)

• Characteristics – prominent measurable attributes or aspects (h i ht i ht s fit ss tt ti ss t )or aspects (height, weight, sex, race, fitness, attractiveness, etc.)

• Talent – a recurring and consistent pattern of traits, characteristics, skills and behavior that can be productively applied …

The key to excellent performance … y p

finding/developing the match … finding/developing the match between employee talents and roles.

Traditional Employment vs. Talent Management FocusManagement Focus

• Traditional Employment FocusSkill & d i▫ Skills & education

▫ Duties & responsibilities▫ Some characteristics (strength, repetitive, endurance, etc.)g p

▫ Experience

• Talent Management Focus – Traditional plus more scrutiny on …▫ Traits▫ BehaviorBehavior▫ Talent …

Baseline vs. Mission Specific Talents

• Baseline – skills, traits, characteristics, and behavior that is required of all roles e.g.behavior that is required of all roles e.g.▫ Lifelong Learner▫ Self-starter▫ Ability to work with minimum supervision

• Role Specific – additional skills, traits, characteristics, and behavior required for a specific role e.g.▫ Technical & end user support▫ Technical & end user support▫ Technical writing & documenting

Implementing Talent Managementp g g

Identify and Assess Existing & Needed Talents• Identify and Assess Existing & Needed Talents• Hiring and Developing Staff• High Value Appraisals (baseline focal • High Value Appraisals – (baseline, focal,

anniversary, interim, probationary, etc.)

• Understanding Compensation & It’s Impactg p p• Turnover and Succession Planning for the

Future

Identify and Assess Existing & Needed TalentsTalents• Identifying the competency skill sets needed in the

organization (Administrative, Clerical, Communication, Counseling Creative Development Financial Organizational Time Counseling, Creative, Development, Financial, Organizational, Time Management, Training, Research, Management, Problem Solving, Technical)

• Develop competency matrices to capture talent issues within a l d d ib ( ifi kill b h i d k l d ith role and describe (specific skills, behavior and knowledge with as

much detail as necessary to explain to employees)• Develop a rating scale with scoring and weighting options

based on requirements b q• Track, evaluate, and manage competencies across the

organization• Implement a competency management system that brings

i d f i t th i d l ti rigor and fairness to the review and evaluation process

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Recruiting and Developing Staffg p g• Recruiting vs. Hiring the need to “choose well” in the process … • Ensure employees (new & current) understand the skills, p y ( ) ,

competencies and talents required for their roles – address competency gaps with training & development

• Identify development opportunities – purchased (seminars, Identify development opportunities purchased (seminars, classes, CBTs, books, etc.) and inexpensive or free (school/public library, vendor, Internet feeds/webinars/podcasts/websites, associations, user groups, feeds/webinars/podcasts/websites, associations, user groups, etc.)

• Reinforce development with obligations (reports, lead a brown bag discussion seminar presentation etc )bag discussion, seminar presentation, etc.)

• Identify top performers and talent across the organization and involve them in mentoring and coaching

High Value Appraisalsg pp

Top Down Employee Performance Evaluations• Top-Down Employee Performance Evaluations• Peer-to-Peer Employee Performance

EvaluationsEvaluations• 360-Degree Performance Reviews• Self-Assessment Performance ReviewsSelf Assessment Performance Reviews

Understanding Compensationg p

• What motivates who?Comparing “apples to apples”• Comparing apples to apples

• Non-financial compensation.• Managing expectations • Managing expectations …

Turnover and Succession Planningg

• Turnover happens! It’s important to note that it is a two way process is a two way process

• Don't just plan to replace someone. Evaluate current and future needs with each turnover current and future needs with each turnover (reduce management ratios, staff new requirements, etc.)

i k l ff h f l• Retain key talent. Staff that are part of a Talent Management program are more likely to stay with an organizationwith an organization

Talent Management Software

iCIMS' Talent Platform

And coming soon ???

I appreciate your attending!Drop me a note if I can help

tdanford@tbr.edu