Talent Management Assignment

Submitted by:
Name of the Student: Samridhi Kapoor
Roll No.: 21
Program: GLC
Batch: HR
Faculty Guide: Srinivasan

ITM Business School

Plot No. 25 / 26, Institutional Area,
Sector 4, Kharghar, Navi Mumbai

Explain the Talent Management Process?

Organizations are made up of people: people creating value through proven business processes,
innovation, customer service, sales, and many other important activities. As an organization
strives to meet its business goals, it must make sure that it has a continuous and integrated
process for recruiting, training, managing, supporting, and compensating these people. The
following chart shows the complete process:

1. Workforce Planning: Integrated with the business plan, this process establishes workforce
plans, hiring plans, compensation budgets, and hiring targets for the year.
2. Recruiting: Through an integrated process of recruiting, assessment, evaluation, and hiring
the business brings people into the organization.
3. Onboarding: The organization must train and enable employees to become productive and
integrated into the company more quickly.
4. Performance Management: by using the business plan, the organization establishes
processes to measure and manage employees.
5. Training and Performance Support: Of course this is a critically important function. This
provides learning and development programs to all levels of the organization.
6. Succession Planning: As the organization evolves and changes, there is a continuous need to
move people into new positions. Succession planning, a very important function, enables
managers and individuals to identify the right candidates for a position. This function also must
be aligned with the business plan to understand and meet requirements for key positions 3-5
years out. While this is often a process reserved for managers and executives, it is more
commonly applied across the organization.
7. Compensation and Benefits: Clearly this is an integral part of people management. Here
organizations try to tie the compensation plan directly to performance management so that
compensation, incentives, and benefits align with business goals and business execution.
8. Critical Skills Gap Analysis: This is a process we identify as an important, often overlooked
function in many industries and organizations. While often done on a project basis, it can be
"business-critical." For example, today industries like the Federal Government, Utilities,
Telecommunications, and Energy are facing large populations which are retiring.

Role of Talent Management in Performance Management System

End-to-end talent management encompasses three main pillars: recruitment, learning and
performance management. Performance management is a crucial element of maintaining the best
possible workforce as it enables companies to identify high performers and high potentials while
also understanding issues of under-performance. From there, companies can better strategize
merit increases, retention efforts and more. Organizations indicated that training managers in
performance management has brought them the most success; this is also the area of greatest
focus for continued improvement. The other two successful practices have been better alignment
between goals and better goal setting. Respondents who answered other pointed to the
importance of making performance management part of the culture and ongoing employeemanager communication. One of the most important elements of talent management is to go
beyond the individual performance appraisals and look closely at the talent pool to identify and
develop key talent. This process is typically called a talent review, and is handled by a committee
of senior managers. Just over 20% of organizations reported that they did not use talent reviews.
If we focus on the nearly 80% that did, we find that close to half of those only use paper-based
reviews. Given the ease with which talent review committees can sort through and evaluate a
global workforce using an integrated talent management system, it seems likely the number
using manual processes will shrink in the years ahead. Stand-alone technology (instead of
integrated technology) is surprisingly prevalent; it is used by well over half of the organizations
that use technology for talent reviews.
One classic tool for talent reviews is the 9-box model. This model attempts to distinguish
between performance and potential. The dream employee is one who is both a high performer
and has high potential. The 9-box model draws attention to the fact that there may be employees
who do very well in their current job but wouldnt do well if promoted, and possibly other
employees who are full of potential but for some reason are not yet performing well in their
current role. The model generally looks like this:

Role of Talent Management in Learning and development

Training enhances the skills of employees. Training benefits (tangible or intangible) correlate
with higher levels of consistency, competency, productivity, adaptability, independence, and
loyalty in employees at any age. It is considered as the most important factor in employee
retention & Management. As our High-Impact Talent Management framework shows, learning
and development is the foundation for all of these processes. As companies focus more and more
on effective talent management, training professionals need to understand their role in
developing and executing an integrated talent management strategy. This article points to the key
areas where L&D should focus its energies.
1. Developing competency models for talent management
One of the key ingredients for an integrated talent management strategy is competency
management.
All organizations need four tiers of competencies. Recruiters and staffing analysts use core
competencies, common to all employees, in their recruiting and evaluation processes. Managers
must have job-level competencies to assess an employees current performance, as well as
his/her potential for other roles. And finally, leadership competencies define the unique
characteristics for leadership within the organization and are used to assess and develop leaders
at all levels of the organization.
L&D professionals usually have a deep understanding of the core competencies that make a
company work. Most likely, you have the background in organizational development to build
competency models, and you likely have experience using competency models to build training
programs and interventions.
2. Creating demand for talent-driven learning
The second major role for L&D in an integrated talent management strategy is the creation
of strategic development programs, most of which are focused on talent-driven learning.
Too many training organizations focus sometimes exclusively on performancedriven programs. Performance-driven learning is important, to be sure. These are the programs
that teach people how to use systems, adopt processes, comply with regulations, and run the
company.
But such programs dont address a companys strategic talent needs. Talent-driven
programs are usually complex and long-lasting. They often must be multi-tiered to encompass
employees at all levels, blended with coaching and other forms of training, and potentially
continue throughout an employees tenure.

In most companies weve analyzed, leadership development is highest priority for talentdriven learning. Most companies have a dearth of manager- and supervisor-level candidates. But
weve seen other critical talent needs. Companies such as Caterpillar, Textron and The Boeing
Co. require engineering and manufacturing excellence; Edward Jones and Cisco demand sales
expertise; and at EDS and Deloitte, project leadership is critical to business success.
When an organization embarks on integrated talent management, L&D must create the
career learning tracks and other development programs to support the companys overall talent
strategy.
3. Adoption of informal or on-demand learning
The third major role for training professionals in an integrated talent management strategy
is the development and support of e-learning, informal learning, and on-demand learning
programs.
For example, consider what must happen when a company starts refining its performance
management and appraisal processes. In order to accomplish such a goal, its imperative to teach
managers how to coach employees, how to evaluate and assess people, and how to help
employees develop skills and capabilities.
Where will they go to get this help? In todays world, formal training is becoming less and
less important and less cost efficient. The broad availability of corporate portals, wikis and
social networks has made it possible for employees at any level to learn on-demand.
Your job as a training professional is to build and facilitate an informal, on-demand
learning environment. Some of the important tools you should consider include expert
directories, communities of practice, rapid e-learning (in which content developed and published
by experts), and wikis.
Informal learning content should be organized around the competencies and development
goals established as part of your companys integrated talent management strategy. While the
talent management team will likely focus on establishing key new career paths and capability
models, you should be spending your time building and promoting the informal learning
systems, content and communities to support the talents and skills required.
4. Designing and supporting the career development process
One of the most immature parts of integrated talent management is the process of
development planning. Development planning is the merger between an individuals career goals
and an organizations business goals.
This process is complex. Managers must gain a clear understanding of the organizations
needs as well as an individuals capabilities and desires. Training professionals should

participate in the development of this process and help make sure tools and programs are
available to make this process easier for managers and employees.
For example, at British American Tobacco, a very successful global marketing company
with a wide range of consumer products, the training organization developed an integrated career
development program for marketing managers. This program takes young marketing trainees and
develops them into senior marketing managers over a three-year period.
Data shows that organizations which develop people at the manager or business unit level
have far greater outcomes than those which leave career development up to the employee. The
manage your own career model works only in fast-growing companies where opportunities
abound. Most companies have very strategic talent needs. They are transforming their
organizations to move into new products and services and they need people to develop along
specific career paths. Your job as an L&D professional is to understand these development
needs, build the career paths, and work with the talent management team to make sure they are
embedded in the talent management process.
5. Coaching and supporting the talent management team
People engaged in talent management are often given very broad responsibilities and must create
and implement processes that impact all levels of the company. You, as a training professional,
have the skills in change management, communications, and program design and delivery that
are critical to the initiative. When the talent management team is ready to roll out a new
performance management or succession process, you should be there to help. If you can use your
skills and expertise in e-learning and training to help these programs succeed, you will be
playing a vital role in your organization.