09 03 Iir Talent Mgmt (35 Slides)
- 1. SPEAKER NAME: Tom Bartridge COMPANY NAME: Emaar
- 2. Talent Management March 2009
- 3. Why is Talent Mgmt Important? Global consulting firm Development Dimensions International (DDI) conducted a survey at the end of 2007 with 412 senior leaders in Europe, North America, Asia and Australia The study found 85% of CEOs said talent management is as important, or more important than other business priorities. But only 2 in 10 leaders say they often spend time managing talent, and only 1 in 10 reviews it with their board of directors Slide For more information see article “Talent Management Seen as Top Priority, but Draws Scant Leadership Effort” by Theresa Minton-Eversole – SHRM online editor
- 4. Where Do You Start? What will the organization structure look like in 8 Quarters, in 12 Quarters? What skills will be needed to cope with changes? How many new positions are anticipated in the next 8-12 Quarters? How do you diagnose leadership skills accurately? How many potential candidates are currently ready to assume these roles? Are your development activities challenging? Slide
- 5. Talent Development Be integrated / complement existing programs and have support of entire management team Efforts should go beyond replacement planning Focus on developing the leadership ability of selected candidates Staff must be encouraged to develop themselves for the future Advancement is not “promised” to any individual Focus on activities that increase an individual’s potential for success within 8-12 Quarters Slide
- 6. Responsibilities Slide identify core competencies identify talent (internal & external) contribute to talent pool accept outsiders into unit create development program within unit identify core competencies identify talent (internal & external) link talent development to key job responsibilities make talent development KPI design outreach program differentiated rewards Development / Retention provide resource planning requirements develop business plans develop action plans provide framework talent pool custodian talent deployment building Emaar Talent Brand Business / Resource Plan SBU / Regions Corporate Role Critical Issues
- 7. Responsibilities Slide monitor all managerial talent levels be accountable ensure consistent & effective implementation set goals for success Monitoring share information with peers and corporate provide regular feedback celebrate / share successes create communications policy guidelines ensure information flows across all SBUs / Regions bring people together create communication system celebrate / share successes Communication SBU / Regions Corporate Role Critical Issues
- 9. The Link to Performance Appraisals Link Company goals to individual contribution Provide clarity on job & performance requirements Monitor & measure performance Improve individual performance Provide training & development guidance Ensures top-performers are identified Supports the growth of Talent in the Company Slide
- 10. The Appraisal Process Setting objectives / expectations Be clear about consequences Tying individual performance to the “Big Picture” Monitoring performance Providing feedback Conducting formal evaluation session Closing the session Slide
- 11. Joint objective setting between manager and subordinate Agree on performance targets Set review dates Setting Objectives / Expectations Slide
- 12. Providing Feedback Conduct reviews periodically Focus on performance not personalities Identify training related issues Identify motivational / behavioral issues Identify strengths and areas for improvement Provide constructive feedback, when needed Give praise, when deserved Recognize superior performance Use Positive Language Slide
- 14. Form A: Employees Form B: Managers Form C: Executives Slide Sections: Competencies Competency Rating Scale Objectives Additional Objectives Overall Rating Comments Block Training Requirement Block Supporting Development of Talent
- 15. Manager Level Focus Slide Operations Management Plan & Organize Work Knowledge & Self Mgmt Communication & Influence People Mgmt & Development Delivers Results Continuous Improvement
- 16. Executive Level Focus Slide Strategy & Vision Judgment & Decision Making Shared Ownership Communication & Influence People Mgmt & Development Delivers Results Continuous Improvement & Change
- 18. What is the Talent Pool? Systematic process where managers identify, assess and develop their employees Vital for Emaar because it ensures a pool of future leaders Managers provide development opportunities that stretch their subordinates’ abilities Exposes high-potential candidates to as much of the working environment as possible Slide
- 19. Talent Pool Program Slide
- 24. Candidate’s Top 3 Talents Slide Be specific and describe actions, behaviors & decisions.
- 27. Assessment Slide
- 29. Training Slide
- 30. Reports Slide
- 31. Mentoring
- 32. Purpose of Mentoring Prepare for succession Retain high performers Improve workforce diversity Improve job performance Manage corporate knowledge Reduce learning time and cost Support nationalization targets Increase employee engagement Slide
- 33. Actively seek opportunities for protégé to acquire the identified experiences, knowledge and training they need To coach and guide the protégé on an ongoing basis, provide feedback and be a sounding board. Mentor Responsibilities
- 34. Develop and execute action plans to "close the gaps," maintain high levels of self-motivation and be open and direct with their mentor. Readily accept feedback and take the responsibility for their own development. Protégé Responsibilities
- 35. In Closing… The key is to see learning as inseparable from everyday work… Peter Senge Nobody needs to learn, survival is not compulsory… Deming The rate at which individuals & organizations learn may become the only sustainable competitive advantage… Ray Stata Education’s (mentoring) purpose is to replace an empty mind with an open one… Malcolm Forbes Slide
- 36. Any Questions ? Slide