CHAPTER Talent Management SECTION Training and Development © © 2011 2011 Cengage Cengage Learning Learning All All rights rights reserved reserved May May not not be be scanned, scanned, copied copied or or duplicated, duplicated, or or posted posted to to aa publicly publicly accessible accessible Web Web site, site, in in whole whole or or in in part part PowerPoint PowerPoint Presentation Presentation by by Charlie Charlie Cook Cook The The University University of of West West Alabama Alabama Chapter Objectives After you have read this chapter, you should be able to: • Identify the importance of talent management and discuss two reasons it may be difficult • Explain what succession planning is and its steps • Differentiate between organization-centered and individual-centered career planning • Discuss three career issues that organizations and employees must address • List options for development needs analyses • Identify several management development methods © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–2 What Is Talent Management? • Talent Management Concerned with enhancing the attraction, long-term development, and retention of key human resources © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–3 Why Talent Management Is Needed • Impending retirement of experienced baby boomers • A shortage of young people entering the workforce • High school graduates who lack writing and verbal communication skills, as well as a work ethic • College graduates with weak writing, leadership, critical thinking, and creativity skills • Companies unprepared for a sudden loss of leadership • Lack of accountability for managers and executives in developing their direct reports © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–4 Nature Of Talent Management Creating and maintaining an Identifying future needs and organizational culture that values developing individuals to fill those people needs Key Areas of Talent Management Establishing ways to conduct and manage activities to support talent development Developing a pool of talented people who can supply future job needs © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–5 Talent Management in Perspective Target Jobs Competency High-Potential Individuals Models Scope of Talent Management Talent Assessment and Career Tracks Pools Development Risk Sharing © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–6 FIGURE 9–1 Talent Management © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–7 FIGURE 9–2 Succession Planning Process © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–8 HR’s Role in Succession Planning Identifying development needs of the workforce Assisting in identifying needed future job skills Noting employees who might fill future positions Succession Planning Communicating the succession planning process to employees Tracing and regularly updating succession plan efforts © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–9 Succession Planning Decisions Potential versus Performance Succession “Make or Buy” Talent Succession Planning Metrics Planning Considerations Computerized Succession Planning Models © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–10 FIGURE 9–5 General Career Periods © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–21 FIGURE 9–6 Portable Career Path © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–22 Career Transitions and HR Entry Shock for New Employees Supervisors Feedback Time The Work © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–23 Special Individual Career Issues Women and Careers Technical and Professional Workers Sequencing Dual Career Ladders Glass Ceiling Special Individual Career Issues Global Career Concerns Dual-Career Couples Repatriation Family-Career Issues Global Development Relocation © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–24 Developing Human Resources • Development Efforts to improve employees’ abilities to handle a variety of assignments and to cultivate employees’ capabilities beyond those required by the current job • Developing Specific Capabilities/Competencies Lifelong learning Redevelopment © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–25 Possible Development Focuses For Managers • • • • • • • • An action orientation Quality decision-making skills Ethical values Technical skills For Technical Personnel • • • • Ability to work under pressure Ability to work independently To solve problems quickly To use past knowledge in a new situation Team building Developing subordinates Direct others Dealing with uncertainty © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–26 FIGURE 9–7 Development versus Training © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–27 Developing Human Resources (cont’d) Employee Development Needs Analysis Methods Assessment Centers Psychological Testing Performance Appraisals © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–28 FIGURE 9–8 HR Development Approaches © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–29 FIGURE 9–9 Possible Means for Developing Employees in a Learning Organization © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–30 FIGURE 9–10 Management Lessons Learned from Job Experience © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–31 Supervisor Development Supervisor Development Topics Basic management Time responsibilities management Human relations training © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–32 Leadership Development Modeling Coaching Leadership Development Management Mentoring Executive Education © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–33 FIGURE 9–11 Stages in Management Mentoring Relationships © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–34 Problems with Management Development Efforts Failing to conduct an adequate needs Trying out fad programs or training analysis methods Common Problems in Management Development Failing to address organizational factors that Substituting training instead of selecting result in encapsulated development qualified individuals © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–35 [...]... Web site, in whole or in part 9–30 FIGURE 9–10 Management Lessons Learned from Job Experience © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–31 Supervisor Development Supervisor Development Topics Basic management Time responsibilities management Human relations training © 2011 Cengage Learning... site, in whole or in part 9–32 Leadership Development Modeling Coaching Leadership Development Management Mentoring Executive Education © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–33 FIGURE 9–11 Stages in Management Mentoring Relationships © 2011 Cengage Learning All rights reserved May not be scanned,... reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–34 Problems with Management Development Efforts Failing to conduct an adequate needs Trying out fad programs or training analysis methods Common Problems in Management Development Failing to address organizational factors that Substituting training instead of selecting result in encapsulated... FIGURE 9–7 Development versus Training © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–27 Developing Human Resources (cont’d) Employee Development Needs Analysis Methods Assessment Centers Psychological Testing Performance Appraisals © 2011 Cengage Learning All rights reserved May not be scanned, copied... rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–13 Common Succession Planning Mistakes • • • • • Focusing only on CEO and top management succession Starting too late, when openings are occurring Not linking well to strategic plans Allowing the CEO to direct the planning and make all succession decisions Looking only internally... Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–18 Individual-Centered Career Planning Individual Career Management Self-Assessment Feedback Setting of on Reality Career Goals © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site,... Issues Global Development Relocation © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–24 Developing Human Resources • Development Efforts to improve employees’ abilities to handle a variety of assignments and to cultivate employees’ capabilities beyond those required by the current job • Developing