Creating Talent Management System_GCM

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Creating a Talent Management System

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Creating a Talent Management System:

Creating a Talent Management System Dr. G C Mohanta , BE( Mech ), MSc( Engg ), MBA, PhD(Mgt) Professor

Creating a Talent Management System:

Creating a Talent Management System Broad process of managing human resources within an organization is called Talent Management Just as IT system organizes all computer related technologies within an organization A comprehensive Talent Management System manages & integrates all human resource (talent) related components of business A well-designed Talent Management System provides infrastructure to optimize investment in people

What is a Talent Management System? :

What is a Talent Management System? Talent management system incorporates important aspects of building, managing & equipping workforce to achieve strategic mission Important components of talent management system: Selection On-boarding Performance management Engaging & developing Career advancement and Succession planning An integrated talent management system Supports strategic initiatives Aligns talent management initiatives & Fosters employee/customer satisfaction

Understanding and Identifying Core Competencies :

Understanding and Identifying Core Competencies For creating an integrated TMS, understand & identify core competencies (CC) required for each job CC are skills & behaviours required to be effective in specific job & organization culture CC also reflect the needs driven from business strategy CC are fundamental to success of TMS from the point of hire through succession planning After identifying CC, TMS’s objective is to align, engage & develop those CC in job candidates & internal team members

Selection :

Selection While selecting & hiring, ensure that candidates are thoroughly vetted against technical & soft skill requirements of the role Analyze the team’s strengths & choose a new hire, based upon team gaps/composition in meeting strategic goals Select the “fit” candidates with values & expectations of organizational culture Tools to guide interviewing process & assessment instruments help to identify and vet candidates

On-Boarding :

On-Boarding On-boarding refers to mechanism through which new employees acquire necessary knowledge, skills & behaviors - to become effective organizational members & insiders Tactics used include formal meetings, lectures, videos, printed materials or Computer-based orientations to introduce newcomers to their new jobs & organizations These socialization techniques lead to positive outcomes for new employees: higher job satisfaction better  job performance greater organisational commitment and reduction in stress & intent to quit

On-Boarding (Contd.) :

On-Boarding (Contd.) Accustom new employee into the organization or department Clearly depict vision, mission & values of the organization to new employees Each organization operates, like a family, in its own unique way Incorporate unique set of strengths, abilities, knowledge, values & experience brought by each new employee Leverage those attributes & increase the productivity of the organization Invest the time upfront with new employees, ensuring a successful on-boarding experience for both employee & organization

Performance Management, Engaging and Developing :

Performance Management, Engaging and Developing Ensure that natural strengths & abilities of each person are leveraged to the highest potential Maximize talent, both individually & within the team, predict success in retention, performance & organizational momentum Use tools & wisdom to actively identify, utilize & develop the talents of the people CC identified for an integrated TMS are used to evaluate & develop employees of the team Design proper performance management, 360° feedback & organizational training program for improving CC

Career Advancement and Succession Planning :

Career Advancement and Succession Planning Align potential of individuals with future opportunities in career advancement & succession planning Most organizations today are concerned about their leadership bench Assess leadership competencies necessary for future strategic success against existing talent potential Organizations now need to allocate resources to develop high potential internal candidates or Put aside fund to recruit outside candidates where internal gaps exist Workforce planning tools, assessment tools & high potential programs will be helpful

Conclusion:

Conclusion High performance organizations are founded upon an integrated and well-managed TMS TMS is powered by CC that will fuel achievement of the strategic mission Like a thread through fine fabric, a TMS weaves crucial core competencies through: selection on-boarding performance management engagement development career advancement & succession planning

Conclusion (Contd.):

Conclusion (Contd.) Integrated TMS provides the organization with: human resource efficiencies effectiveness & productivity Successful implementation of strategy depends upon organization’s ability to deploy the TMS effectively

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