TALENT MANAGEMENT POLICIES IN TELECOM SECTOR

Neha Jain 405 Akansha Rathore 416 Bhavya Dosi 505 Vidit Shah 516 Kushagra Agrawal

WHY IS A TALENT STRATEGY IMPORTANT?

A talent strategy will help you understand the skills, experience and capabilities your organization needs to deliver its strategic objectives and business plans. By reviewing your personnel and their roles you will start to see what you already have, what you will need to buy in, and what you need to develop to achieve your organizations goals.

From an employer perspective? Talent management can bring significant business benefits:
Ensure that the leadership of your organization is rich and diverse; Help to achieve strategic business objectives; Build a high performance workplace; Encourage a culture of learning and development; Ensures value for money through targeting talent spend and ensuring talent is coherently managed; Address diversity issues, including the need to deliver diversity targets, and to eradicate direct and indirect discrimination; Engage people; Retain talented people; and

From an individual perspective?

When we invest in talented people they are more likely to:
Engage with their work and be more effective; Be satisfied with their jobs and proud of their organization; Recommend their employer to others;

Have a good opinion of their managers;

Feel that their performance is valued; Have stronger feelings of personal and professional growth and accomplishment; and Feel valued and important to the success of the organization.

TALENT AND TALENT MANAGEMENT

Talent Talent consists of those individuals who can make a difference to organizational performance, either through their immediate contribution or in the longer term by demonstrating the highest levels of potential. Talent Management The systematic attraction, identification, development, engagement/ retention and deployment of those individuals with high potential who are of particular value to an organization, either in view of their high potential for the future or because they are fulfilling business/ operation-critical roles.

KEY STAGES IN DEVELO PING A TALENT STRATE GY

DEVELOPING YOUR TALENT MANAGEMENT ABILITY Low High

Key Responsibilities/ Objectives 1 2 3 4 Reasons

Selection
Building capability, managing performance and personal development planning

Leadership Development
Succession and workforce planning and management Reward Retention Organization awareness and understanding Strategy Development

Project and Program Management

TALENT MANAGEMENT What companies should do apart from PRACTICES what they are doing?

PRACTICE 1
Start with the end in mindtalent strategy must be tightly aligned with business strategy

Effective talent management requires that your business goals and strategies should drive the quality and quantity of the talent you need. Procter & Gamble, for example, views business decisions and talent decisions as one. Many organizations hold a common belief that business success hinges on having the right talent in placeat the right time.

PRACTICE 2
You must know what youre looking forthe role of Success Profiles

Companies should use Success Profiles which is more better than Competency models. Success Profiles are designed to manage talent in relation to business objectives Go beyond just competencies to include four complementary components: 1. Competencies 2. Personal Attributes 3. Knowledge 4. Experience
Success Profiles can be used across the entire spectrum of talent management activitiesfrom hiring and performance management to development.

PRACTICE 3
The talent pipeline is only as strong as its weakest link. Talent management must encompass a far broader portion of the employee population. Value creation does not come from senior leadership alone.

Because: The ability of an organization to compete depends upon the performance of all its key talent, and its ability to develop and promote that talent.

PRACTICE 4
Potential, performance and readiness are not the same thing

Many organizations understand the idea of a high-potential pool or a group of people who receive more developmental attention.
They fail to consider the differences between potential, performance, and readiness.

PRACTICE 5
Talent management is all about putting the right people in the right jobs.

If you have only one dollar to spend on either improving the way you develop people or improving your selection and hiring process, pick the latter
Reasons: Not everything can be developed. Many elements of Success Profiles are impossible, or at least very difficult, to develop. Hiring for the right skills is more efficient than developing those skills

PRACTICE 6
Talent management is more about the hows than the whats. Whats : Executive resource boards, software platforms, development plans, and training. There are four factors for sound execution: Communication Accountability: Role clarity so that each individual in the talent management initiative knows what is expected of them. Skill: Developing the right skills and providing coaches and mentors for support. Alignment: Must align talent management initiatives to the business drivers.

PRACTICE 7
Software does not equal talent management.

Software should support the process, but it cant stand alone.

These tools are valuable in support of a good plan. The right tools clear the path for smoother execution and may improve the end product. But tools mean nothing without the right expertise.

TOP 12 TALENT MANAGEMENT TIPS

Start With The End In Mind Connect The Big People Process Get Senior Executive Buy-in Evaluate People

Tell A Compelling Story About The Organizations Future

Evaluate Roles

Get The Talent Connected And Networked

Provide Career Paths

Align Talent Management With Diversity Management

Dont Lose Sight Of The Exceptional Performers

Keep The Talent Pipeline In The Functional And Professional Groups Well Primed

Leverage The Line Managers Of The Talent

DDI
Development Dimensions International

DDI India, operational since February 2007 DDI India has worked with some of Indias most successful organizations on their talent management strategies.

DDI CLIENTS
Aditya Birla Group BCD Travels Caterpillar Donaldson Asia Pacific Emerson Heinz Hewitt HSBC Johnson Matthey Mahindra & Mahindra Microsoft India Trane India Volkswagen Xerox India

BUSINESS LANDSCAPE
Strategic Priorities

Business Drivers
Cultural Priorities

 Workforce Performance Outcome s Business Impact

People Trends

Capacity Gaps

Talent Implications Organization Situation

Capacity Projections

GROWTH ENGINE

Development

Selection

Success Profile

Performance Management

Succession Management

CHALLENGES AND TRENDS

Attracting and retaining enough and high quality employees at all levels to meet the needs.
Creating a value proposition that appeals to multiple generations.

Developing a robust leadership pipeline.

Keeping employee engaged and focused on high priority goals.

CHALL ENGES

Changing demands.

Talent War

TRENDS
CURRENT SCENARIO

Technology and Talent Management Population Worries Globally

The candidate experience

Forward looking metrics begin to dominate

Customer service

The mobile platform

Future Trends

Retention issues will increase dramatically. Social media increases its impact by becoming more data-driven.

 IF EVERYONE IS THINKING George ALIKE, THEN SOMEBODY Patton ISN'T THINKING

Parameters Talent Mindset

The Old Way HR is responsible for people management.

The New Way All managers are accountable for strengthening their talent pool.

Employee Value Proposition

Recruiting Growing leaders

We provide good pay and benefits.

Recruiting is like purchasing. We think development happens in training programs We like to treat everyone the same and like to think everyone is equally capable.

We shape our company, even our strategy to appeal to talented people.

Recruiting is like marketing. We fuel development through stretch jobs, coaching and mentoring. We affirm all our people but invest differently in A ,B and C players.

Differentiation

TRENDS IN TELECOM INDUSTRY

Recruitment much more focused on top levels, key skills. Development of existing talent with these key skills. Greater need to differentiate high performers and potential. Even if there are lay-offs in a company, there will always be a market for high potential people because they drive business success.

TALENT MANAGEMENT IN TMOBILE

Triangle Consultancy Psychometric Profiling Professional style Personality Test Team Role Test Critical thinking Assessment Numerical Reasoning Assessment

TALENT MANAGEMENT IN TMOBILE

Assessment And Development Competency Based Interviews Psychometric/aptitude tests Personality inventories Case studies In-tray exercises Giving presentations Group activities Practical tasks Discussions and role plays