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Fusion Talent Review Management

The document discusses talent management and developing strategies to identify, retain, and develop high-performing employees. It outlines different types of talent, development planning approaches, and the financial benefits of effective talent management programs.

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mohamedn_15
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77 views12 pages

Fusion Talent Review Management

The document discusses talent management and developing strategies to identify, retain, and develop high-performing employees. It outlines different types of talent, development planning approaches, and the financial benefits of effective talent management programs.

Uploaded by

mohamedn_15
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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TALENT MANAGEMENT

Road Map to Resource


Optimization
by

Human Resource Division


HRD M&P

War for Talent

The process of attracting & retaining


profitable employees; as it is increasingly
competitive between firms and of strategic
importance

Purpose of
Talent Management

Identify and manage the talent in our


organization
Develop and apply strategies for developing
our staf
To maximize retention of high performers
Develop efective succession plans
Exchange talent across functions
(locations, business, departments)

Financial Value of
Talent Management
Seven critical economic areas:
Increase revenue
Customer satisfaction
Improve quality
Increase productivity
Reduce cost
Reduce turnaround time
Increase return to shareholders

Identify Talent Type

Talent Type
Leadership & Expert:

Equal to or more than 70% ratings


in both objective achievement &
performance competencies
Generally ready for the next move
within or outside their work units
Must be assigned additional job responsibilities
/ job rotation, may be considered for
promotion subject to availability of opportunity
or identified as eligible successor

Talent Type
Expert:

Equal to or more than 70% rating in objective


achievement & rating within the range of
65% ~ 69% in performance competencies
Expert in their current jobs
Peers consult them for advice
Prefer status quo, lack initiatives /
futuristic approach
Formal coaching / development plan
Persistent motivational interventions

Talent Type
Emerging Talent:

Ratings within the range of 65% ~ 69%


in objective achievement & equal to or more
than 70% in performance competencies
Future leaders in the making and may
require 2-3 years to be ready for the next move
Valuable asset for the organization & hence
must be identified for potential development
On-the-job
coaching,
supporting,
team
participation, appreciation & recognition

Development Planning
Developmental
assignments
Job rotation
Job enrichment
Formal training
Coaching
Acting role
Project team
involvement

Scope of Focus Group

Focus Group would comprise


Functional Heads only

All cases identified as successors


for M4 & above will be discussed

More than One successor must be identified

Quarterly meetings will be held to review the progress being


made on the development plans of these identified successors

All cases of promotions will be discussed at the time of


Performance Appraisal exercise

All cases of job rotation or addition in job responsibilities will


be discussed with General Manager Human Resources and
Managing Director

Conclusion

We must focus on the Best Practices that fosters


individual career growth & improvement
Organizations that do not want to be left behind
must identify, adopt and invest in talent
management
Alternatives are not so attractive!
(v.i.z one time increments,
promotions, change of titles,
grades etc would only serve
as short fixes)

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