Key Considerations

Alignment to business strategy

Management of selected people
Clarity of programme philosophy

Classification of leaders
Effect of other HR disciplines

Assessment of readiness

Sustainability of programme

1
 TalentManagement
Talent ManagementProgram
ProgramProcess
Process

Design Develop Operationalization Sustainability

Design Develop Operationalization Sustainability
 Talent Management Process

Functional competency:
1. Short-listing & English test (PMS rating at 3 for 3 Solid technical/ functional skills
to consistently deliver quality
consecutive years) work in one’s functional areas
2. Assessment (PPA, Learning Agility, GIA) of work/ area of expertise.

3. Talent council to select (Hygiene Factors plus others) Plus

4. Self development workshop (For further
consideration)
5. Individual development plan Attributes:
6. IDP execution and follow-up 1. Aspiration
2. Engagement
3. Being Principled/Integrity
4. Excellence
5. Personal Strengths
 Talent Qualities
Capability Organizational Fit

Leadership Skills & knowledge to perform Is ambitious & has

Competencies the higher role. At this stage,
assessment on higher role
Leadership Competencies only.
Engagement
Behavioral profile to want to do
Behavior Fit
the job/ remain within the
function
Principled/
The mental ability to cope
Learning
with changes & stretching
Agility
development
- Consistent PMS for 3 years
Excel In
- Functional Competencies
Current Job
Aspiration aspiration to grow to
senior or top positions.
Shows high commitment
to organization & work.
Always be true to self &
others in the quest of
Integrity building successes
(someone who walks the
talk).
Strives to deliver
outstanding & highest
Excellence
quality work output at all
time.

Has the physical, emotional

Personal & mental fitness to deal
Risk with high level of stress/
.
77 workload.
 Key Processes of
Talent Management Cycle
 Talent Review Matrix
 Talent List  SDW

1
Talent  IDP
Selection  Personal Development
 Education base
 Relationship base
 Experience base

4 2
Talent
Talent Management Talent
Deployment Development
Cycle
 Intra-OpCo Deployment
 Inter-OpCo Deployment

Which can be either promotion 3

or lateral development
Talent
Progress
Monitoring
 Talent Progress Review Session
 Development Progress Analysis
8
 Talent Profile
Name
Personal Details

Work Experiences
From – To (mm/yy) Position Company

Performance Rating Aspiration Mobility Current Job Risk

Year XXXX

Year XXXX

Year XXXX
 Talent Development Platforms
Platform #1: Personal Development
Skills
Talents can be developed through the following: Classification
– Study/Monitor/Reflect Self
– Teach Others Something Unfamiliar 1) Leadership:
Company ‘s
– Read regularly
Leadership
– Observe Other Team or Individuals competencies
2) Functional: different
Platform #2: Education Based Development skills for each
function
Talents can be developed through various actual training 3) Soft: Other skills
programs excluding the
company’s
Platform #3: Experience Based Development leadership
competencies
Talents can be developed through projects, assignments or 4) Behavioral:
other exposures competencies
regarding a person’s
Platform #4: Relationship Based Development internal drives- team
work spirits, never-
Talents can be developed through working with a Coach die attitude, etc.
who keeps giving advice on related work. 10
 Formulating Competencies
• Social and Emotional Intelligence Quadrants
Self Awareness Social Awareness
 Emotional Self-Awareness  Empathy
 Organizational Awareness

Self- Management Relationship Management

 Achievement Orientation  Coach and Mentor

 Adaptability  Influence
 Inspirational Leadership
 Emotional self-control
 teamwork
 Positive Outlook
 Fundamental of
Competency Modeling
• Competencies are at the core of all talent management.

• see: Kimbo/Fish International Success Profile

 Creating the Workforce of the
Future

 Strategy shapes talent demands

 The higher the organizational level, the more talent
becomes a functional of role demand versus the
available supply of talent that can.
 The availability and cohessiveness of core talent
management process required to support business
objectives.
 Designing a Performance
Appraisal for Driving Organization
Success
Element Focus
Results What the individual achieved
Actual job outputs
Business results
Measurable outcomes and accomplishments
Objectives achieved
Adherence to schedules/deadlines/budgets
QQCT-Quality/Quantity/Cost/Timelines
 Designing a Performance
Appraisal for Driving Organization
Success(Cont:)
Element Focus
Behaviors How the individual performed
Adherence to organizational values
Competencies/Performance Factors
Traits/Attributes/Characteristics/Proficiencies
Personal style, manner, and approach
Teamwork/team player
KASH-Knowledge/Attitudes/Skills/Habits
 The Goal of Talent Management

Today’s leaders: Tomorrow's leaders:

High-performing Deep, diverse pool of
committed leaders in replacement candidates
all key positions for all key leadership
positions
Goal of
talent management:
Ensure McDonald's has the
leadership talent to drive
business success both today
and in the future.

Development culture:
Culture that both demands
and supports learning and
development
The Scope of Talent Management

Talent
planning/forecasting Talent assessment

Goal of talent management:

Ensure McDonald’s has the leadership
talent to drive business success both
today and in the future.

Staffing/recruiting/ Development
movement
 The Avon “Deal”
Working Together to Help You Create a Great Career at
Avon

Grow Lead Know Develop

Avon Avon Avon through
experiences
Your Achieve results for Lead our Understand Take on critical
role our representatives associates direct selling career
experiences
Avon’s role Provide clear Provide Provide training Provide the
performance feedback on and exposure right
expectations; let your leadership assignments
you know where skills and experiences
you stand
References