CHAPTER 10 Talent Management and Development Section Developing Human Resources © 2008 Thomson/South-Western All rights reserved PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Chapter Objectives Objectives After you have read this chapter, you should be able to: ■ Identify the importance of talent management and discuss two issues it addresses ■ Differentiate between organization-centered and individual-centered career planning ■ Discuss three career issues that organizations and employees face ■ List options for development needs analyses ■ Identify several management development methods ■ Explain what succession planning is and its components © 2008 Thomson/SouthWestern All rights reserved 10–2 Nature Of Talent Management • Talent Management Concerned with enhancing the attraction, long-term development, and retention of key human resources • Determining the Scope of Talent Management Targeting jobs—executive, senior and upper-level management and key jobs Targeting high-potential individuals (high-pos) © 2008 Thomson/SouthWestern All rights reserved 10–3 Nature Of Talent Management Creating and maintaining an organizational culture that values people Identifying future needs and developing individuals to fill those needs Key Areas of Talent Management Establishing ways to conduct and manage activities to support talent development © 2008 Thomson/SouthWestern All rights reserved Developing a pool of talented people who can supply future job needs 10–4 FIGURE 10-1 Talent Management Bridge © 2008 Thomson/SouthWestern All rights reserved 10–5 FIGURE 10-2 Effective Talent Management © 2008 Thomson/SouthWestern All rights reserved 10–6 Careers and Career Planning • Career The series of work-related positions a person occupies through life • Career Paths Represent employees’ movements through opportunities over time © 2008 Thomson/SouthWestern All rights reserved 10–7 Careers and Career Planning (cont’d) • Organization-Centered Career Planning Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization • Individual-Centered Career Planning Focuses on an individual’s career rather than in organizational needs © 2008 Thomson/SouthWestern All rights reserved 10–8 FIGURE 10-3 Organizational and Individual Career Planning Perspectives © 2008 Thomson/SouthWestern All rights reserved 10–9 Individual Career Planning Components Individual Career Management Self-Assessment Feedback on Reality © 2008 Thomson/SouthWestern All rights reserved Setting of Career Goals 10–10 Developing Human Resources • Development Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication • Developing Specific Capabilities/Competencies Lifelong learning Redevelopment © 2008 Thomson/SouthWestern All rights reserved 10–16 FIGURE 10-6 Development vs Training © 2008 Thomson/SouthWestern All rights reserved 10–17 Developing Human Resources Employee Development Needs Analysis Methods Assessment Centers Psychological Testing © 2008 Thomson/SouthWestern All rights reserved Performance Appraisals 10–18 FIGURE 10-7 HR Development Approaches © 2008 Thomson/SouthWestern All rights reserved 10–19 FIGURE 10-8 Possible Means for Developing Employees in a Learning Organization © 2008 Thomson/SouthWestern All rights reserved 10–20 FIGURE 10-9 Management Lessons Learned from Job Experience © 2008 Thomson/SouthWestern All rights reserved 10–21 Management Development Supervisor Development Executive Education Leadership Development Management Development Methods Management Mentoring Management Modeling Management Coaching © 2008 Thomson/SouthWestern All rights reserved 10–22 FIGURE 10-10 Stages in Management Mentoring Relationships © 2008 Thomson/SouthWestern All rights reserved 10–23 Problems with Management Development Efforts Failing to conduct an adequate needs analysis Trying out fad programs or training methods Common Problems in Management Development Failing to address organizational factors that result in encapsulated development © 2008 Thomson/SouthWestern All rights reserved Substituting training instead of selecting qualified individuals 10–24 FIGURE 10-11 Succession Planning Process © 2008 Thomson/SouthWestern All rights reserved 10–25 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 © 2008 Thomson/SouthWestern All rights reserved 10–26 Succession Planning (cont’d) Succession Planning Considerations “Make or Buy” Talent Succession Planning Skill Areas © 2008 Thomson/SouthWestern All rights reserved Electronic/WebBased Succession Planning 10–27 FIGURE 10-12 Areas for Planning “Succession” © 2008 Thomson/SouthWestern All rights reserved 10–28 Values and Benefits of Succession Planning • Having an adequate supply of employees to fill future key openings • Providing career paths and plans for employees, which aids in employee retention and performance motivation • Continually reviewing the need for individuals as organizational changes occur • Enhancing the organizational “brand” and reputation as a desirable place to work © 2008 Thomson/SouthWestern All rights reserved 10–29 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 for succession candidates © 2008 Thomson/SouthWestern All rights reserved 10–30 [...]... reserved 10–20 FIGURE 10-9 Management Lessons Learned from Job Experience © 2008 Thomson/SouthWestern All rights reserved 10–21 Management Development Supervisor Development Executive Education Leadership Development Management Development Methods Management Mentoring Management Modeling Management Coaching © 2008 Thomson/SouthWestern All rights reserved 10–22 FIGURE 10-10 Stages in Management Mentoring... 10–22 FIGURE 10-10 Stages in Management Mentoring Relationships © 2008 Thomson/SouthWestern All rights reserved 10–23 Problems with Management Development Efforts Failing to conduct an adequate needs analysis Trying out fad programs or training methods Common Problems in Management Development Failing to address organizational factors that result in encapsulated development © 2008 Thomson/SouthWestern... Special Individual Career Issues Global Career Concerns Dual-Career Couples Repatriation Global Development Family vs.Career Relocation © 2008 Thomson/SouthWestern All rights reserved 10–15 Developing Human Resources • Development Efforts to improve employees’ ability to handle a variety of complex assignments (knowledge work) requiring judgment, responsibility, decision making, and communication... Capabilities/Competencies Lifelong learning Redevelopment © 2008 Thomson/SouthWestern All rights reserved 10–16 FIGURE 10-6 Development vs Training © 2008 Thomson/SouthWestern All rights reserved 10–17 Developing Human Resources Employee Development Needs Analysis Methods Assessment Centers Psychological Testing © 2008 Thomson/SouthWestern All rights reserved Performance Appraisals 10–18 FIGURE 10-7 HR Development... Enhancing the organizational “brand” and reputation as a desirable place to work © 2008 Thomson/SouthWestern All rights reserved 10–29 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