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    Presentation On Talent Management Strategy Presentation On Talent Management Strategy

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    Prabhu Saraswat
    Talent management strategies provide a framework to unite different departments like HR and finance. It can involve defining talent, developing talent through training and career development, and having structures and systems to support talent management processes. An organization's talent management strategy can be operationalized based on different perspectives like focusing on processes, culture, competition, development, HR planning, or change management. The presentation concludes that defining metrics and measuring returns on investment is important for continuously improving an organization's talent management system.

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    Presentation On Talent Management Strategy Presentation On Talent Management Strategy

    Uploaded by

    Prabhu Saraswat
    62 views8 pages
    Talent management strategies provide a framework to unite different departments like HR and finance. It can involve defining talent, developing talent through training and career development, and having structures and systems to support talent management processes. An organization's talent management strategy can be operationalized based on different perspectives like focusing on processes, culture, competition, development, HR planning, or change management. The presentation concludes that defining metrics and measuring returns on investment is important for continuously improving an organization's talent management system.

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    Talent management strategies provide a framework to unite different departments like HR and finance. It can involve defining talent, developing talent through training and career development, and having structures and systems to support talent management processes. An organization's talent management strategy can be operationalized based on different perspectives like focusing on processes, culture, competition, development, HR planning, or change management. The presentation concludes that defining metrics and measuring returns on investment is important for continuously improving an organization's talent management system.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    62 views8 pages

    Presentation On Talent Management Strategy Presentation On Talent Management Strategy

    Uploaded by

    Prabhu Saraswat
    Talent management strategies provide a framework to unite different departments like HR and finance. It can involve defining talent, developing talent through training and career development, and having structures and systems to support talent management processes. An organization's talent management strategy can be operationalized based on different perspectives like focusing on processes, culture, competition, development, HR planning, or change management. The presentation concludes that defining metrics and measuring returns on investment is important for continuously improving an organization's talent management system.

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    PRESENTATION ON

    Talent Management Strategy

    Presented by:

    Prabhu Saraswat

    Vishal Kumar

    Sandip kr. Shaw

    Rahul kumar sharma

    Raj lakshmi gupta


    Talent management Strategies can
    Talent management provides a be well-defined or sometimes
    framework which can be seen as a they emerge, whichever route the
    language to unite finance and HR organisation has taken, it can be
    and other department with HR. worthwhile to revisit some
    fundamental principles.
    Developing talent: a number of the
    dimensions occurring in talent
    Defining talent: this covers the six management systems relate to the
    dimensions that contribute to how development of talent. The dimensions
    talent is identified and defined in that fall into this category concern
    organizations. development practice in itself, and also
    career development/management
    processes and practice.
    Structures and systems to support talent
    management: including the
    interdependencies between talent
    management and performance management
    processes, the extent of technology used,
    systems flexibility and the ownership of
    talent management within an organization.

    Operationalizing the strategy: this section


    provides a review of how the eighteen
    dimensions will differ according to the
    business perspective that is driving the talent
    management process and includes key
    recommendations for the application the
    dimensions for each perspective.
    • Process perspective
    • Cultural perspective
    • Competitive perspective
    • Development perspective
    • HR Planning perspective
    • Change Management
    perspective
    management
    strategic perspectives of talent
    Reason for talent
    strategic management
    ● Demand
    – the current demand for skills in your
    sector/profession/industry;
    – the expected future demand for skills; and
    – your possible future demand (from scenario planning).
    ● Supply
    – the current make up of the workforce;
    – numbers employed, grade, length of service, time in role,
    performance ratings, readiness for promotion, likely
    promotion, average age, average tenure, % eligible for
    retirement in next year, diversity metrics: gender, race,
    disability;
    – labour turnover (wastage) rates, including retirements,
    resignations);
    • overall size of departments, grade levels and groupings of jobs;
    • performance levels, and the level of likely dismissals due to
    non-performance;
    • availability of skills externally;
    • recruitment data eg numbers applying for roles, why people
    • reject your offers and go elsewhere, offer rejection rates, time
    • to fill positions; and
    • promotion rates.
    ● Gaps
    • You should now have a very clear picture of the talent gaps
    and may want to present them under the following headings:
    • specific skills;
    • specific levels; and
    • demographic profiles.
    CONCLUSION
    Most organisations are concerned with some measure
    of return on investment (ROI) with regard to talent
    management, but not many are maintaining records
    or IT systems that would give them data to measure
    any returns. This also impacts on how dynamic or
    static the application of talent management systems
    can be. If no measures of success are in place, then
    organisations will not know how to improve their
    talent management system, develop it further or
    extend its application.

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