TALENTMANAGEMENT人才管理汇编课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,TALENT MANAGEMENT,BA 509,Buket Akyel,驴玩澳疤犀除康罩玉旁甚误审门肩阶乓层搁洒搂淘网苯绷韧王戎岂超盂丹TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,What is Talent Management?,The purpose of TM is to ensure that the,right supply of talented workforce,is ready to,realize the strategic goals of the organization,both,today,and,in the,future,Organizations efforts to attract,select,develop,and retain,key talented employees,in,key strategic positions,.,Talent management includes a series of,integrated systems,of,recruiting,performance management,maximizing employee potential,managing their strengths and developing,retaining people with desired skills and aptitude,涎硫兜精痕持反典殉近凋演晕德饰憋者未帽殿淄斧肖久棠会槐遇穗蔗猖灵TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,Talent Management,TM introduced by,Mc Kinsey consultants,late 1990s,TM is identified as the,critical success factor,in corporate world,TM focuses on,differentiated performance,:A,B,C players influencing company performance and success,identifying key positions,in the organization,!,Surveys show that firms recognize the importance of talent management but they lack the competence required to manage it effectively,锡浅富没因吨挽蒲蓉筒犹慎壹已陈口发撞师袜萍料住聂几猪细探竭仅傈赶TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,What is Talent?,According to McKinsey;talent is the sum of,a persons abilities,his or her intrinsic gifts,skills,knowledge,experience,intelligence,judgment,attitude,character,drive,his or her ability to learn and grow.,歉梢六惯惭宗慑阳搓山仿畦务赔顾牺菜恼匡贞帝设犯葫芝萍经嵌梭沃烙邻TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,Who are Talented People?,They regularly demonstrate,exceptional ability and achievement over a range of activities,They have,transferable high competence,They are,high impact,people who can,deal with complexity,(Robertson,Abbey 2003),迷裤忻言姚荣碑振淆割恐轩烩选皖贺躇吧呻躇郎皱涩捍掏瓷文戴蜕垃酿肖TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,Why Organizations Need Talent Development?,To compete effectively in a,complex and dynamic environment,to achieve sustainable growth,To develop,leaders for tomorrow,from within an organization,To maximize employee performance as a unique source of,competitive advantage,To empower employees:,Cut down on high turnover rates,Reduce the cost of constantly hiring new people to train,希抹笛哈怨历醛及垒还孙秀雪舜菌勒洒召炔泊宫判织驾锤梭普晋胳害眩鳃TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,Talent Management Model,There are,different approaches,to talent management in organizations,A successful TM model has to link,TM,creed,(culture,values,expectations)with,TM,strategy,and,TM,system,.,(Lance and Dorothy Berger,2011),The values,expectations and elements of,the desired culture and,the business excellence,should be embedded in HR systems as selection criteria,competency definitions,performance and promotion criteria and development processes.,宋亏扫绦贪罗抹摘晦杰蛙盯倔搀辑汐活梆檀资连朱丘写沽野壶睛寄崎邦纷TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,The Talent Creed,“A TM creed is the set of core,principles,values and mutual expectations,that guide the behavior of an institution and its people”,It describes in general terms,what types of people are expected to work,in the organization and,what type of a culture,is desired to achieve success,玖踞博括黍岗四裂豺牲慧颐蔓啪识沦漳炼矛诞臻呐惕绝栅坍反荤摸躬譬辽TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,The Talent Strategy,Describes,what type of people,the organization will i,nvest,in and,how it will be done,Besides the specific elements of their creed,the talent strategy of all high performing organizations should have these directives:,Identify key positions,in the organization(not more than 20,30%),Assess your employees,and identify the high performers(,classify,according to their current and future potential),Retain,key position backups,Make,appropriate investments,(select,train,develop,reward),蕾式沾冰滔毖赐赦琴口啪梨赤拖婴邱涧赚厂租拌泪逢桑疽您添冤辐负迷编TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,Assessing the Employees,Superkeepers-,greatly exceed expectations(3-5%),Keepers,exceed expectations(20%),Solid citizens-,meet expectations(75%),Misfits-,below expectations(2-3%),(Berger and Berger,2011),员伐醚妊容乳渝平变的泡狄遏寨唁核替稀茸棚轧涧樊匪亏硅类豆鞭于扑述TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,Allocating Investments in People,Superkeepers-,receive about 5%of all the resouces;need very high recognition,compensate much more than the pay market,promote very rapidly,Keepers,receive about 25%of all the resources,need high recognition,compensate more than the pay market,promote rapidly,Solid citizens-,receive about 68%of all the resources,need recognition,compensate at the market level or just above,Misfits-,receive about 2%of all the resources for some,compensate at below market average,(Berger and Berger,2011),刊帛赵颂方乱绩饥讼哮孟堡且柞索核饺摔偿念归谦港怔津渊舒吏储魄奇喂TALENTMANAGEMENT人才管理TALENTMANAGEMENT人才管理,Talent Management System,Implementation program of the talent strategy,which has a set of processes and procedures,(1)assessment tools,(2)multi-rater assessment,(3)diagnostic tools,(4)monitoring processes,If the management is not willing to use assessment in their organizations they cant