600 word essay to be written in 1hr and 45 mins

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Introduction, body , conclusion.

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Learning outcomes

At the end of this workshop you should be better able to:

Understand the concept of Talent Management and the link with PMD

Critically evaluate the notion that ‘one size did fit all’ leading to standardized compensation, person management system, group learning and development programmes.

Recognise that everyone has a unique character, unique talents and unique needs.

Acknowledge that in large organisations there will be an enormous amount of personality attributes, skill levels, and cultural factors to consider.

Discuss the future of Talent Management

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What is Talent Management?
Talent consists of those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential.
Talent management is the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles.
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CIPD. (2018) Talent Management Factsheet. Available at: https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet

What is Talent Management?
‘Talent management describes the actions required for the attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles.
In addition it will focus on providing career opportunities to the workforce as a whole to maximise individual and organisational potential.’
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NHS. (2015) Talent and Talent Management Insights. Insight 6:Developing a Talent Strategy. Available at: https://eoeleadership.hee.nhs.uk/sites/default/files/Insight%20-6-Developing-a-Talent-Strategy

TM and PMD
https://www.cipd.co.uk/careers/career-options/talent-management-roles#gref
Possible job titles in TM:
Talent Co‐ordinator
Talent Specialist
Talent Coach
Talent Manager
Head of Talent
Director of Talent
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https://www.humanresourcestoday.com/examples/talent-management/
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Challenges related to Talent Management
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Singapore example
Https://www.cipd.ae/knowledge/work/talent

Full report available on Teams
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A classic approach to Talent Management
Identify those positions which would come under the talent remit: likely to be senior and top management roles.
Assess the suitability of candidates to fill these roles in the shorter term: the succession plan.
Assess the suitability of candidates for the medium term: the talent pool.
Develop programmes for each of these candidates to ensure that they have the right levels of skill today and in the future.
Assess and develop candidates for the longer term: graduate or fast track programmes.
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Challenge 1: To engage all management in talent strategy
Realise that the world is an open market for talented people.
Talent should no longer be seen as an audience ‘looking and waiting for things to happen!’ Talent want to be part of a community that fully participates and engages in activities.
Include all staff in your talent strategy embracing both an inclusive and selective approach.
Ensure that the CEO takes ownership of the talent management strategy basically becoming the CTO (Chief Talent Officer).
Ensure all leaders and managers understand their responsibility to implement the talent strategy.
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Talent Management in the 21st Century differs from Talent Management in the 20th Century
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Talent 1.0 Succession Planning

Talent 2.0 Attraction of star CEO’s and Executives
Talent 3.0 Attraction of high potential and specialists

Talent 4.0 Talent management in a multi-generational, multi-cultural, mobile, high expectation, networked, information transparent, global environment

Talent as Audience
Talent as Community

Talent Management has evolved since the 20th century into more than just attracting the stars and high potentials. It is now more inclsuive, covers a wider range of people, is more mobile and global. The perspective has shifted to Talent as community rather than Talent as audience. Everyone participates and is involved. Anyone can be talent.
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Diverse talent community
Are from …

Are multi-generational:
Baby boomers
Generation X
Generation Y (Millennials)
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Communication with each other through …
Are recruited using …

Expectations
In this new networked, talent community, people don’t want to be human capital, assets or resource; they want to be people.
People design, make and deliver; they develop IP and create value.
And they have lives …
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Organisational structures
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Hierarchy
Network

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Challenge 2: To adapt an inclusive talent strategy
Individuals can see a meaning in their work, life and career.
They can see what the future holds.
They can influence what direction they could go in.
They want more information, participation and self management.
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Question: Why would an inclusive approach to talent be difficult to implement? What are the possible challenges?
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Defining ‘Talent Strategy’
‘Talent strategy is the attraction, retention, reward, development and deployment of people in specific strategic positions or projects and the development of a culture of opportunity for all employees in order that the organization can achieve its business goals and objectives.’
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Turner, P.A. and Kalman, D. (2014) Make Your People Before You Make Your Products. Wiley: London.

Challenge 3: To create a culture that recognizes talent exists in more than just a few people at the top
Individuals can see a meaning in their work, life and career.
They can see what the future holds.
They can influence what direction they could go in.
They want more information, participation and self management.
They want everyone to have the opportunity to deliver to their full potential.
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This perspecive is a move away from what was known to be Talent Management. It can be difficult to implement as it involves a change in mindset for some.
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Factors to ensure an inclusive strategy works
Openness about performance and realism about potential.
Transparency in selection and promotion processes.
Space and support for self‐development.
An executive team and managers who have bought into such a culture.
An executive team and managers who don’t ‘hoard’ their high performers.
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Yes everyone can be talent, however be realstic about their potential. Don’t overpromise
Buy-in to this culture s crucial, just like an strategic initiative. Without support from the top it is unlikely to succeed.
Fairness and transparency in who top talent are and honesty about progression.
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TM in organisations
Work together in your groups to identify an organisation which practices efficient Talent Management
Use the articles on Teams as a starting point
Use the library search option to find articles detailing specific organisations and their use of TM
Online academic sources are also useful- HBR, HR Today etc.
Discuss and present back the organisation and their use of TM. What is the role of PMD?
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Benefits of Talent Management
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Business benefits of having effective Talent Management programme
Talent management programmes could enhance the organization’s performance resulting in higher business performance indicators.
An effective talent management programme could support the achievement of stretch targets by ensuring a supply of leaders through all parts of the organization.
Giving talent the opportunity to gain insight into the company through structured development and secondment opportunities.
The development of internationally minded leaders would support the organization’s global growth.
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The geography of talent focus in the organisation
Local Regional Global
A Cross-Boundary Matrix for Talent
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Global specialists developed for global projects.

Critical regional roles identified and development plans initiated for HIPOs.

Local projects; development programmes for high potential individuals within company across whole of country.
Talent refers to high potentials and specialists either within or independent of a hierarchy
Global opportunities open to all
self managed development within global development framework.

Regional talent framework, multi- lingual, self selection, facilitated self development.
Company wide development opportunities, self selection, facilitated self development.
Talent refers to all employees
Global talent pools for global roles
cross continent appointments of high potential individuals into development roles e.g. country manager, regional project global projects.
Country ‘managers’ assessed for roles on regional boards or operating units cross region talent programmes and secondments.
Identification of successors to board or senior management team to local company. Identification of fast track or HIPOs.
Talent consists of top managers, successors and high potentials
Exclusive Inclusive  
The scope of talent in the organisation
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Question: In each of these scopes, could there be negative effects on organisational performance? If yes, what would these effects be?
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Key themes
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1
2
3
4
5
6
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Key
themes
The world is an open market for talented people
Create a community of talent
Recognising the talent of all employees
Where People strategy has equal or greater status than other strategies
With the CEO as the ‘owner’ of the talent strategy
And enlightened and empowering managers
‘Tools’ of talent management integrated with the tools of management
Make your people before you make your products:
Turner, P.A. and Kalman, D. (2014) Make Your People Before You Make Your Products. Wiley: London.

Question: Have you seen this approach in any organisation?How do we achieve this? Why is it important?
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Overview of Talent Management
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Organization
Development
Retention
Career
Planning
Assessment
Team and Individual
Development
Acquisition
Performance
Management
Succession
Planning
Talent
Management
Culture
Engagement
Capability
Capacity
A holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals.
ASTD. (American Society for Training and Development) (2009)

Question: Does this remind you of strategic human resource management? Are talent management and SHRM the same thing? Or different?
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Talent Management best practices
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88%
87%
60%
48%
46%
43%
19%
19%
13%
8%
3%
3%
Organisations with effective talent management systems

Organisations with ineffective talent management systems

The Japanese term Sunao represents a mind that accepts life in a constructive way, a mind that is docile in the face of truth. It enables us to develop disciplined objectivity, free from prejudice.
Talent Management Cycle
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Developmental
activities
for Identified
High Potentials
5
Diagnose Individual
Strengths and
Weaknesses
4

Succession Planning
6
Identify + Evaluate
Regional Executive
Positions
1
Criteria
for Leadership
Success
2
Identify Individuals
with Future Growth
Potential
3

Selecting into
Regional Executive
Positions
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Passion for Business Success
Global Mind and Breakthrough Thinking
Information seeking and Sunao-Mind
Honesty and integrity
Commitment to Collaboration
Leadership for Change and Innovation
Developing
Talent
Customer first
Panasonic Leadership Competencies

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Talent review
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Resource Planning
Discuss business strategy and objectives
Identify key roles
TALENT
REVIEW

Who do we have in the
organization?
Where are our strengths and
weaknesses?
Skill Gap
Analysis
Where are the gaps between these key roles and our talent pool?
Retention:
How do we keep our Top Talent
engaged to help meet our goals?
Performance Management
Are we actively managing performance and optimising resources
Development:
Do we have plans in place for developing future capability?
Recruitment:
What are our plans to acquire skills that cannot be developed internally
Succession Planning:
Do we have our next wave of leaders identified?

Question: How is the TM process similar to SHRM? Is it?
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Overview of Global Human Resources Development
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Management executives responsible for the global network management
Leaders practicing global operations
Frontline leaders and specialists practicing operations of each site
Expected Roles
Choose the right person for the right post on a Global and Group basis
Human resources development initiatives
Secure human resources
Improve leaders’ skills
Develop executives
Global recruitment of appropriate individuals at appropriate locations at an appropriate timing
Strengthen human resources in domains, regions and job functions
Screen executive candidates and develop their careers
Panasonic Leadership Competency

https://www.shrm.org/hr-today/news/hr-news/pages/cms_015460.aspx
https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/agile-is-not-just-for-tech.aspx

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What is a competency?
A competency is a set of skills, attitudes and knowledge that can be observed as a behaviour and which can have a direct impact on performance.
Values: moral principles that guide corporate decision making behaviour (the ‘soul’ of the company).
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Talent matrix
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Key Contributor
Solid Contributor
Unacceptable Performer
Strong Performer
Reliable Performer
Under Performer
Leadership Talent
Rising Talent
Too Early to Tell

High
Potential

Medium
Potential

Low
Potential

P
O
T
E
N
T
I
A
L
P E R F O R M A N C E
Opportunity
Well Placed
Stars
Well Placed 70% – 80%
Stars
5% – 10%
Opportunity
5% – 10%
Latent Potential
5% – 10%
Latent Potential
Managed differently
Developed differently
Employees in different parts of the matrix need to be:
1. Low
Performance
4. Strong Performance
5.Outstanding Performance
3. Good Performance
2. Inconsistent Performance
Percentages refer to the typical distribution of ratings
Well Placed 70% – 80%

The talent matrix shows that employees in different parts of the matrix must be managed differently and developed differently.
There are low, medium and high potential employees
1-5 is low performance to outstanding performance
Yellow are the rising stars= high potential, good-outstanding performance
Green are well placed= low-medium potential, good-oitstanding performance
Grey are latent potential= high potential, low-inconsistent performance (meaning it is too early to tell if they can perform)
Red have opportunity for development= low-medium potential, low-inconsistent performance
Within each of the coloured boxes a percentage is given to determine where the employee would sit
This can be used as part of the TM strategy
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The calibration: Talent forum discussion
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Current Business Context
Strategy for the team
Discuss Business Development pipeline
Current Organisational structure
Upcoming structural changes
Identify critical roles for the future and any associated risks
Discuss all individuals in the team to calibrate judgements– strengths & development needs
Calibration data – e.g. 360 degree data
Finalise Talent Matrix (through mapping individuals and discussion)
Identify people who are at ‘high risk of departure’
Discuss successors to key positions
Identify succession gaps
Agree action plans for each person
Discuss time-frames for succession to key positions and name successors
Agree actions to close succession gaps
Agree next steps and responsibilities
Assess Performance & Potential ratings. Discussion within each peer group for the level below
Strategy
Context
Actions

In summary
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The epic shift …
The Epic Shift: Away from “Talent” and now focus on “People.”
Talent scarcity is still a problem, but engagement, empowerment, and environment are now the real issues companies face.
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The 5 Best Talent Management TED Talks for Practitioners

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Further reading
Talent management: A critical review
Robert E.Lewis and Robert J.Heckman

Talent management: Current theories and future research directions
AkramAl Ariss
a,
Wayne F.Cascio
and
Jaap Paauwe
c2

Talent Management as High Performance Work Practice: Emerging Strategic HRM Dimension
Sunita Chugh, Jyotsna Bhatnagar

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Chart1

Metrics & Analytics Metrics & Analytics
Transparency Transparency
Development Planning Development Planning
Manager Accountability Manager Accountability
Competencies as Foundation Competencies as Foundation
Senior Mgmt. Involvement Senior Mgmt. Involvement

Series 1
Series 2
3
43
3
46
8
48
13
60
19
87
19
88

Sheet1

Series 1 Series 2
Metrics & Analytics 3 43
Transparency 3 46
Development Planning 8 48
Manager Accountability 13 60
Competencies as Foundation 19 87
Senior Mgmt. Involvement 19 88
To resize chart data range, drag lower right corner of range.