Professional Documents
Culture Documents
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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performance enhancement
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Ensuring that the talent strategy is closely aligned with the corporate strategy must be a priority.. Strategic analysis from the business perspective should feed into an HR forecast which can help shape an organisations tailored approach to talent management.
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Staff Keeping (HR turnover) - 46% Organisational Effectiveness 41% Staff recruitment - 40% Reward & compensation 31,3% Change Management - 31,4% HRD - 31,4% Integration and Restructuring while Mergering 16,9% Planning 13,3% Effectiveness Assessment - 12% Psychological and
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The core factors for talent to choose a company (RosExpert ECOPSY research,
2004)
Business
Professional growth & self realization Compensation& career opportunities conditions Psychological and
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Who is talent? No common definition. Some view: Talent is a person with bright abilities, A person who has multiskills and selfmotivation, Talented student excellent knowledge (marks)+ general competencies (communicating, IQ). Talented specialist productivity+ competency + easy learning.
Psychological and Common vision: Talent needs an
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Special activities to add value from middle & top managers potential. Ideology of HR Difference based on HRM system & procedures.
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General Abilities Tests Tests &Cases Check professional competency INTERVIEW: Check Leadership competency
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RECRUITME NT
Performance Appraisal 58,8% Subjective assessment of manager 52,9% Document Analysis 50,6% Interview by competencies 24,7% Psychological test, Assessment Center 11,8% 360 assessment - 10,6%
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Recruitment and Selection Training Appraisal They are often 3 parts of one equation Talent Management how to get a high performing team
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Consider methods and ways of losing staff or changes in utilisation Consider reducing staff turnover or delaying retirement Change utilisation of employees Engage in recruitment and selection
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This is the process of filling an organisations job vacancies by appointing new staff Job descriptions and person specifications are drawn up at the beginning of the process
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Agree vacancy to be filled Job analysis define knowledge, skills and aptitude needed Attract a field of candidates Sort candidates Selection through interview and/or other methods Induction (next week we look at the training cycle)
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Collect together existing documents Ask relevant manager about the job Ask job holders similar questions Observe job holders performing their work Write the job description Psychological and Write a Person Specification
Job descriptions
These relate to the position available They list the duties and responsibilities associated with a specific job They include:
The title of the post Employment conditions Some idea of tasks and duties
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Person specifications
These set out the qualifications and qualities required in an employee These refer to the person and not the post They include:
Educational and professional qualifications required Character and personality needed Skills and experience wanted
Application form can provide the basis for an interview Interview Work samples eg a portfolio or simulation of work Assessment centres often used for graduate recruitment or selection of managers References Psychometric tests
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Perfect prediction Assessment centres Structured interviews Work samples Ability tests Personality tests Unstructured interviews References
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Training
The provision of work-related education, either on-the-job or offthe-job, involving employees being taught new skills or improving skills they already have
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Training Needs
The development and introduction of new products Restructuring of the firm The development and introduction of new technology Changes to procedures High labour turnover Low morale Changes in legislation and Psychological
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Step 1: Needs Analysis (Needs Assessment) Step 2: Design & Develop Training Program Step 3: Deliver the Training Step 4: Training Evaluation
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What is training? What is development? Training: enhances the capabilities of an employee to perform his or her current job Development: enhances the capabilities of an employee to be ready to perform possible future jobs
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Training Cycle
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Performance Appraisal
Appraisals regularly record an assessment of an employees performance, potential and development needs. The appraisal is an opportunity to take an overall view of work content, loads and volume, to look back on what has been achieved during the reporting period and agree objectives for the next. (cited by Foot and Hook, 2005, p265)
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To improve current performance To provide feedback To increase motivation To identify potential To identify training needs To aid career development To award salary increases
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To solve joint problems To let individuals know what is expected of them To clarify job objectives To provide information about the effectiveness of the selection process To aid in career planning and development
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To provide information for human resource planning To provide for rewards To assess competencies
(Foot and Hook, 2005, p268)
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360-degree Appraisal
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The systematic collection and feedback of performance data on an individual or group derived from a number of stakeholders on their performance
The data is usually fed back in the form of ratings against various performance dimensions Feedback may be obtained from:
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360-degree Appraisal
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Advantages:
Individuals get a broader perspective of how they are perceived by others More reliable feedback to senior managers Encouraging more open feedback new insights Gives people a more rounded view of performance People not giving frank or honest feedback
Disadvantages:
People being put under stress in receiving or 4/23/12 Psychological and giving feedback