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Talent Management

Talent Management. Ray Rowlings MRJ Consulting. About me. Consultant, trainer, author and tutor Specialise in management and leadership development 11 years experience in this area Help organisations identify, develop and retain ‘talent’

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Talent Management

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  1. Talent Management Ray Rowlings MRJ Consulting

  2. About me • Consultant, trainer, author and tutor • Specialise in management and leadership development • 11 years experience in this area • Help organisations identify, develop and retain ‘talent’ • Design and deliver development programmes for Chartered Management Institute • Chartered Manager Assessor and Panel Chair • Personal tutor and mentor for MBA students for Henley Management College

  3. Overview of the briefing • What is talent management? • Why is it important? • What does the research suggest needs to be done? • How are organisations managing talent? • What are the 5 key processes? • How could this work for our organisation?

  4. CMI ResearchTalent Management- Maximising talent for Business Performance http://www.managers.org.uk/research-analysis/research/current-research/talent-management-maximising-talent-business-performance You can download the executive summary for free Just type in ‘Talent Management’

  5. 1- What is talent management?

  6. Some definitions • Talent management is the additional management processes and opportunities that are made available to people in the organisation who are considered to be ‘talent’ (CMI) • Usually high performance/high potential is ‘talent’ with leadership focus • But not exclusively it may also be critical skills, stable performers or plateau professionals • Talent could = organisational capability, need a future pipeline of appropriate skills to fill key positions (CIPD) • Talent = ‘technical experts’ (CIPD)

  7. Who are they?

  8. Talent Matrix Source: CIPD www.cipd.co.uk

  9. 2- Why is it important?

  10. Some facts and figures • Between 40-70% of all senior execs will become eligible for retirement in next 5 years at most major corporations (Ashridge) • UK= 50% of organisations have some form of talent management system (CMI) • 84% of UK managers want to be considered high potential (CMI) • 31% of UK managers feel their current appraisal system is capable of identifying high potentials (CMI) • 60% of UK managers agree that those identified as high potential were expected to be become senior managers/partners (CMI)

  11. 3- What does the research suggest needs to be done?

  12. Strategic Perspectives on Talent Management

  13. Perspectives on Talent Management • Process = use people management processes to optimise development and deployment of talent • Cultural = belief that talent is most critical factor for success • Competitive = keep talent away from the competition (consultancy/PR agency) • Developmental = Accelerate the development of high potentials (ambition rules ok) • HR Planning = Ensure right people in right jobs at the right time • Change management = Talent management used to drive change

  14. 3 key focus areas • Defining talent • Developing talent • Structures and systems

  15. 18 Operational Dimensions

  16. Defining Talent

  17. Developing Talent Effectiveness of delivery methods for developing talent • In house development programmes 95% • Internal secondments 91 % • Coaching 87% • Action learning sets 75% • External secondments 69% • Succession planning 62% Source: CIPD Survey reflections on talent management 2006

  18. Structure and systems to support talent management

  19. A framework for developing a Talent Management System

  20. 4- How are other organisations managing talent?

  21. Gordon Ramsay Holdings • Focus on developing talent not recruiting it • Talent Mobility • Talent spotting carried out by line managers • Talent= Creativity • Financial incentives and sabbaticals • Developing internal Talent= Less costly and risky Source: CIPD Talent Strategy Management & Measurement 2007

  22. 5- What are the key 5 processes?

  23. The 5 key processes • Attracting & Recruiting • Developing • Motivating • Appraising • Retaining

  24. Attracting & recruiting talent

  25. “…(it) hinges on fit with the job…” • Can deal with the mental demands of the position and enjoy the work • Have the necessary skills to do the job • Are comfortable with the demands of the environment and people they work with ‘Superior’ producers fit their jobs and:

  26. Developing and motivating talent

  27. Direct Report Manager Direct Report Boss Peer Manager Peer Direct Report Peer 360° Review Process 360° Review Process • Motivates behavior change • Builds Skills • Measures improvement • Part of Strategic Plan • Process or Event?

  28. Profiles CheckPoint 360° Competency Feedback System

  29. Identify development ‘gaps’

  30. Option – Qualifications • CMI offer Management and Leadership Qualifications from Level 2 (Team Leader) through to Level 7/8 (Senior Manager) • Flexible approach • Range of options including • Awards (1 unit) • Certificates (2 or more units) • Diplomas (9 units)

  31. Level 7 Senior manager

  32. Qualifications- Considerations • Time commitment • Award (35 hours, 1 month) • Certificate (50 hours, 3 months) • Diploma (260 hours, 12 months) • Assessment • Assignments (reports) • Tests (exams) • Projects • Presentations • Professional discussions • Support required • Costs (direct and indirect) • People (Boss, colleagues, team, family, friends, CMI network)

  33. Appraising talent

  34. Retaining talent

  35. Compare progress

  36. Option - Chartered Manager • Two routes to award • Online submission • Professional discussion • Both require completion of online 360 degree questionnaire (boss, colleagues, team) • Both require examination of ‘Impact’- making a real (measurable) difference in your role • Both could require examination of your CPD • Both require ‘corroboration’ • Entry qualifications (Level 5 Diploma or equivalent)

  37. Chartered Manager- Focus on Key Skills

  38. Chartered Manager- 3rd Year Renewal Process • 2- 4 hours work • 10 questions- 2 sections, Business impact and CPD • Business impact- demonstrable difference last 3 years • Measurements • Leading people and Managing change skills • Evaluation of approaches • CPD • 3 activities linked to CMgr skill areas • Reflection on how applied • How has this helped? • 12 month plan for CPD

  39. 6- How could this work for our organisation?

  40. 10 Recommendations • Align Talent Management strategy to specific business requirements • What perspective is most relevant? • Use the 18 dimensions to shape • A talent culture needs to be developed • Talent management can complement diversity initiatives by ensuring equality of opportunity and transparency of selection criteria

  41. 10 Recommendations 6. Consider the culture of your organisation and attitude to risk 7. Offer differentiated and tailored development routes- helps engagement 8. Consider how you are going to measure ROI? 9. Central ownership is important- align with strategic objectives 10. Integrate with HRM processes

  42. Thank You • Find out a little more about the latest Talent Management assessment and development tools www.mrjconsulting.co.uk • Free sample reports • Free assessments • Contact Ray Rowlings • Tel 01858 575896 • Email ray@mrjconsulting.co.uk

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