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Winning The War For Talent
What Is Talent? Dictionary Meaning Of Talent: 1.  Innate ability, aptitude, or faculty,  especially; above average ability:  2.  A person or persons possessing such  ability
Manager’s Definition Of Talent ,[object Object],[object Object],[object Object]
What is War For Talent? ,[object Object],[object Object],[object Object]
Talent Assessment ,[object Object],[object Object],[object Object],[object Object]
What is Talent Management?  ,[object Object],[object Object],[object Object]
What Is A Talent Management Strategy ,[object Object],[object Object]
What is Driving the Current Focus on Talent Management? ,[object Object],[object Object],[object Object],[object Object]
The Need for Talent Management Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Does HR Have the Capability? ,[object Object],[object Object],[object Object]
HR May Not Lead All Talent Activities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Work Force Planning
What Is Work-Force Planning “ Work-Force Planning is a process that provides strategic direction to talent management activities to ensure an organisation has the right people in the right place at the right time and at the right price to execute its business strategy”
Top Challenges in Work-Force Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],If you can measure it…..you can improve it!
Consistent Workforce Planning Methodology EXIT ENTER WFP Objectives Forecast Demand Evaluate  Supply Analyze  Gaps Manage  Gaps Apply TM Strategy
Workforce Segmentation ,[object Object],[object Object]
Workforce Segmentation Example Increased Investment Roles That  Affect  Strategy Strategic Critical To Driving Long Term Competitive Advantage, with specific Skills or Knowledge Core The “Engine Of Enterprise” Unique to institution and core to delivering on its Products & services Build Protect Roles That Are  Affected  By Strategy Requisite Cannot do without, but whose value could be delivered through alternate Staffing Strategies ( Eg; Outsourcing, Automation Technology ) Non-Core Talent whose skill sets no longer align with the institution’s strategic Direction Streamline Outsource Redirect Talent Segment and Value Strategic Action
Talent Management Process Assessment and Evaluation Compensation Performance Learning Succession Plan Wall, James and Ainar Aijala.  “It’s 2008:  Do You Know Where your Talent Is?” Deloitte Research Series, 2004 . Recruit Develop Deploy Retain
Recruiting Talent ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Advertisement Gap ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is “Quality Of Hire” ,[object Object],[object Object],[object Object],[object Object],[object Object]
Effectiveness Of Talent Acquisition Process ,[object Object],[object Object],[object Object],[object Object]
Measuring Quality Of Hire ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Levers Affecting Quality Of Hire and  Benefits of Improving Quality Of Hire ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
People Aren’t Your Greatest Assets Get your Team to work together…not against! 57% Recruiters feel Hiring Managers Do not Understand Recruiting 63% Of Hiring Managers feel Recruiters don’t understand recruiting The  Right  People are!
Sources Of Poor Quality Of Hire Poor Quality Sources Vague Job & Candidate Profile Poor Quality Sources Loss Of Quality Due to Poor Selection Process Lost Quality due to Lethargic Process Loss of Productivity due to QoH Fish where fishes are……. And once in sight……….  catch them fast………
Selection Fundamentals ,[object Object],[object Object],[object Object],[object Object],Talent Pool Candidate's Qualifications Low High Post Appointment Job Performance Unacceptable Superior Qualifying Standards Targeted   Performance
Techniques to Improve Selection Fundamentals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Sources Of Recruitment Effort/ Cost Low High Strategic Value to the Organisation Low High Campus Recruitment Internal Search, Transfers and Job Rotations Deputations and Permanent Absorptions Appointment of Consultants On Contract Open Advertisement Search & Invitation
Selection Process ,[object Object],[object Object],[object Object],[object Object]
Preparing For Selection Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types Of Interviews ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Types Of Interviews
Mechanics of Interviews Stages of the Interview Rapport Building Make a warm greeting Get to know the interviewee’s background Initiate & engage in informal chat to build rapport Job   Fitting Tests to what extent interviewee fulfills requirements Re-confirm information given on résumé’ Compares all applicants and establish rankings Hiring   Decisions Demonstrate your excitement and enthusiasm Confirm long term interests Seek information and clarifications Negotiate joining time, compensation, roles etc.
Mechanics of Interviews Types of Interviewers and roles they play ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Alternative Methods Of Job Search ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Its your Need For Talent……..shape it as you wish…. Get it from wherever you Can……do not depend one source alone!
Experiences on Modern Sources Of Recruitment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recommended Sourcing Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mediocrity Trap Performance in job is low Subordinates not developed 37 Fewer “Talented” players attracted  High performers leave  Development/ advancement opportunities blocked Productivity and morale of group is low Keep Mediocre in critical jobs
Recommended Sourcing Strategy For Public Sector Institution & Not For Profit Organisations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Deploying Talent ,[object Object],[object Object]
On boarding & Orientation ,[object Object],[object Object],[object Object],[object Object]
On boarding talent: Some more Info n ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Orientation Program Types Apprenticeship Schemes Information About the Institution   Low High Exposure to Values, Belief & Culture Low High Information Fair Culture & Legacy show
Vital Ingredients Of On boarding Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
On boarding process:  Where Does It Go Wrong…. ,[object Object],[object Object],[object Object],[object Object]
Recommended On boarding Strategy For Public Sector Institution & Not For Profit Organisations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Deploying Talent: Compensation Policy ,[object Object],[object Object],[object Object],[object Object]
Deploying Talent:  Rewards & Recognition Policy ,[object Object],[object Object],[object Object]
Recommended Rewards & Recognition Strategy For Public Sector Institution & Not For Profit Organisations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Deploying Talent:  Performance Management ,[object Object],[object Object],[object Object],Skill Deadwood Stars Workhorses Problem Child Will Low High Low High
Deploying Talent:  Learning & Development ,[object Object],[object Object]
Deploying Talent:  Development Strategies & Processes Importance to development ( Employee Perception) Absolutely essential or very important Effectiveness (Not Effective To Effective) Formal Training Cluster On The Job Training Cluster Feedback & Mentoring Cluster
Deploying Talent:  Succession Planning ,[object Object],[object Object]
Retaining Talent ,[object Object],[object Object],[object Object],[object Object],[object Object]
Retaining Talent: Replacement Costs It makes Sense to Retain
Summary For Public Sector Institution &  Not For Profit Organisations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Winning The War For Talent

  • 1. Winning The War For Talent
  • 2. What Is Talent? Dictionary Meaning Of Talent: 1. Innate ability, aptitude, or faculty, especially; above average ability: 2. A person or persons possessing such ability
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 14. What Is Work-Force Planning “ Work-Force Planning is a process that provides strategic direction to talent management activities to ensure an organisation has the right people in the right place at the right time and at the right price to execute its business strategy”
  • 15.
  • 16. Consistent Workforce Planning Methodology EXIT ENTER WFP Objectives Forecast Demand Evaluate Supply Analyze Gaps Manage Gaps Apply TM Strategy
  • 17.
  • 18. Workforce Segmentation Example Increased Investment Roles That Affect Strategy Strategic Critical To Driving Long Term Competitive Advantage, with specific Skills or Knowledge Core The “Engine Of Enterprise” Unique to institution and core to delivering on its Products & services Build Protect Roles That Are Affected By Strategy Requisite Cannot do without, but whose value could be delivered through alternate Staffing Strategies ( Eg; Outsourcing, Automation Technology ) Non-Core Talent whose skill sets no longer align with the institution’s strategic Direction Streamline Outsource Redirect Talent Segment and Value Strategic Action
  • 19. Talent Management Process Assessment and Evaluation Compensation Performance Learning Succession Plan Wall, James and Ainar Aijala. “It’s 2008: Do You Know Where your Talent Is?” Deloitte Research Series, 2004 . Recruit Develop Deploy Retain
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26. People Aren’t Your Greatest Assets Get your Team to work together…not against! 57% Recruiters feel Hiring Managers Do not Understand Recruiting 63% Of Hiring Managers feel Recruiters don’t understand recruiting The Right People are!
  • 27. Sources Of Poor Quality Of Hire Poor Quality Sources Vague Job & Candidate Profile Poor Quality Sources Loss Of Quality Due to Poor Selection Process Lost Quality due to Lethargic Process Loss of Productivity due to QoH Fish where fishes are……. And once in sight………. catch them fast………
  • 28.
  • 29.
  • 30.  
  • 31. Sources Of Recruitment Effort/ Cost Low High Strategic Value to the Organisation Low High Campus Recruitment Internal Search, Transfers and Job Rotations Deputations and Permanent Absorptions Appointment of Consultants On Contract Open Advertisement Search & Invitation
  • 32.
  • 33.
  • 34.
  • 35.
  • 36. Mechanics of Interviews Stages of the Interview Rapport Building Make a warm greeting Get to know the interviewee’s background Initiate & engage in informal chat to build rapport Job Fitting Tests to what extent interviewee fulfills requirements Re-confirm information given on résumé’ Compares all applicants and establish rankings Hiring Decisions Demonstrate your excitement and enthusiasm Confirm long term interests Seek information and clarifications Negotiate joining time, compensation, roles etc.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41. Mediocrity Trap Performance in job is low Subordinates not developed 37 Fewer “Talented” players attracted High performers leave Development/ advancement opportunities blocked Productivity and morale of group is low Keep Mediocre in critical jobs
  • 42.
  • 43.
  • 44.
  • 45.
  • 46. Orientation Program Types Apprenticeship Schemes Information About the Institution Low High Exposure to Values, Belief & Culture Low High Information Fair Culture & Legacy show
  • 47.
  • 48.  
  • 49.
  • 50.
  • 51.
  • 52.
  • 53.
  • 54.
  • 55.
  • 56. Deploying Talent: Development Strategies & Processes Importance to development ( Employee Perception) Absolutely essential or very important Effectiveness (Not Effective To Effective) Formal Training Cluster On The Job Training Cluster Feedback & Mentoring Cluster
  • 57.
  • 58.
  • 59. Retaining Talent: Replacement Costs It makes Sense to Retain
  • 60.
  • 61.