Developing Top Talent

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Developing Top Talent: Guiding Principles, Methodology and Practice Considerations:

Developing Top Talent: Guiding Principles, Methodology and Practice Considerations Presented By: Prashant Sahu-13106 Kritika Saxena-

INTRODUCTION:

INTRODUCTION To develop a top talent through different process. In this, we used to develop a talent through two catalytic experiences significantly influenced by beliefs and practices. In this we will discuss about the conveying potential and practices as related to top management.

Catalytic Experience 1:

Catalytic Experience 1 It was started in 1980. In this experiment we used to develop a leadership program of high potential manager In this, practices are considered through guiding principles, methodology and practices consideration.

Catalytic Experience 2:

Catalytic Experience 2 It was started in 1990, with global pharmaceutical company. In this, one provides clues about the possible traps to avoid top talent development activities.

Guiding Principles:

Guiding Principles CEO makes business case for top talent development:- CEO who makes the business case for its necessity . CEO is maintained as an overt champion of the initiative and along with other C-suite executives actively participates in the work . such initiatives take hold and thrive in the presence of a strong strategic partnership. Conveyance of Executive Wisdom:- In this to convey the lessons in ways that would accelerate business success . lessons involved the less obvious tactics, interpersonal dynamics, and grittier “political ” aspects of effective leadership.

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Internal-External Partnership:- It means “We need to go inside-out . We need to assess the whole person, not just one’s profile of leadership competencies . We need to have real relationships with these people , and they need to know themselves and understand what influences their behavior. It helped to maintain a focus on business priorities and to link with other key factors in the organization . Fostering Trust:- Fostering trust is a clear boundaries of confidentiality and overarching. participant was considered the “client,” the company was the “sponsor ,”. Through the action-planning and follow-up phases, the sponsor received detailed information about participants’ strengths and development areas.

Methodology:

Methodology Identification of participants:- identified through an annual talent review process. linkage between the company’s overall talent management strategy and the specialized development process. this process was also used in the on boarding of newly hired C-suite executives . multi-rater feedback was gathered after the individual had been in role for several months . Four-Phase Model:- four-phase model consisted of data gathering, feedback, action planning, and follow-up . this appears similar to other insight-oriented leadership development methodology

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Multifaceted Data Gathering:- its data-gathering phase was multifaceted and began with gathering a full life-history . data in an attempt to provide participants with deeper insights about their motivations, aspirations, behavioral preferences, and quality of both personal and work-related relationships. a set of Essential Leadership Behaviors provided the basis for the multi-rater data gathering . Synthesized Feedback:- The goal of two lengthy feedback sessions is the psychometric data and the organization-based multi-rater data These data is to synthesize all the information and identify both strengths to leverage and development needs .

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Comprehensive Action Planning and Follow-up:- prepared a preliminary action plan (PAP) based on their strengths and development needs . This document provided the basis for the action planning meeting that would be attended by members of development. then integrated meeting content into what became the Master Action Plan (MAP ). In this planning, different actions are taken and to keep on following them. Optional Spousal Module:- The optional Spousal Module was designed in response to the holistic intent of Leadership 3000 . It was grounded in the following rationale: top talent individuals do not usually seek assistance with personal issues. A subsequent three-way planning meeting focused on a broad array of personal issues, as well as work-related concerns.

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