The Essential Elements to

Succeed with Talent Management

BY: Divya.S.N
3rs sem MBA
PESIT
verview
W Need Ior Talent Management!
W Essential Elements oI Integrated Talent
Management
W Key Considerations When Starting a Talent
Management Initiative
Talent Management is .
W ne Part Mindset
W ne Part !7,.ti.es
W ne Part %e.nology
Civing %ose t,t H,ve te %,lent Mindset te C,5,-ility to
Delive7
Sheryl Sandberg
ChieI 5erating IIicer at Facebook
She oversees the com5any's business o5erations including sales, marketing,
business develo5ment, human resources, 5ublic 5olicy and communications
W Prior to Facebook, Sheryl was Vice President oI Global nline Sales and
5erations at Google.
W She was also instrumental in launching Google.org, Google`s 5hilanthro5ic
arm.
BeIore Google.
W Sheryl served as ChieI oI StaII Ior the United States Treasury De5artment
under President Bill Clinton where she hel5ed lead the Treasury`s work on
Iorgiving debt in the develo5ing world.
Earlier,
W she was a management consultant with McKinsey & Com5any and an
economist with the World Bank
David Fischer
VP oI Advertising and Global 5erations
He joined Facebook after over seven years at
Google, where he was Vice President of Global
Online Sales and Operations and was responsible
for Google`s online sales channel, which
represents the majority of Google`s customers
worldwide.
In that role, he helped build Google's online
advertising network into the largest in the world.
Prior to that, David served as Deputy Chief of
Staff at the United States Treasury Department
during the Clinton Administration
Lori Goler
VP oI Peo5le and Recruiting
Lori joined Facebook following five
years at eBay, where she led
consumer marketing with
responsibility for marketing strategy,
brand management, advertising and
consumer promotions.
While there, she also served as
General Manager of the eBay Stores
business
Everyone is concerned about talent.
Demogra5hic ShiIts and WorkIorce Globalization Have
Created a War Ior Talent
Aging WorkIorce Less Skilled WorkIorce Talent Crisis
1990 2000 2010 2020
0
3
10
13
20
23 ro[ecLed Cap ln Skllled
Workers by 2020
20 Mllllon
Skllled !obs
Numbers oI jobs and workers, in millions (adjusted Ior multi5le job-holding)
unskllled
!obs
Work lorce
Executives Need Answers to Key
Questions
W Are we retaining the best em5loyees and where did we recruit them Irom?
W Who are our to5 5erIormers? How can we hire and develo5 more 5eo5le
like them?
W Do workers have the skills needed to achieve 5erIormance goals?
W Are the learning initiatives 5ositively im5acting 5erIormance?
W Where is talent demand out5acing su55ly?
W What are the Iinancial consequences oI talent decisions on our business?
lnserL lcLure Pere
Essential Elements oI Integrated Talent
Management
@alenL
lannlng
Career lannlng
Learnlng
uevelopmenL
CompensaLlon
Measure
and 8eporL
Successlon
lannlng
8ecrulLlng
erformance
ManagemenL
Talent LiIe Cycle
Getting Answers Requires Integration
Who are our top
performers? How can
we hire/deveIop/retain
peopIe Iike them?

re we retaining the
best workers? Where
did they come from?

Do workers have the
skiIIs needed to
achieve performance
goaIs?

Functional verviews
PerIormance Management
ueflne lndlvldual Coals
CompeLencles
Manager Self Servlce
Manager's
Lask llsL
ueflne lndlvldual Coals
CompeLencles
SeLLlng Cb[ecLlves
SeL ob[ecLlves for
lndlvldual employees
Cascade ob[ecLlves
downwards
ueflne lndlvldual Coals
CompeLencles
Lmployee Self Servlce
Cnly acLlve Lasks are
enabled
Track bjectives Progress
Personal Scorecard
View oI em5loyee`s scorecard aIter
objectives setting