TALENT ACQUISITION & MANAGEMENT
LECTURE -35
COACHING AND DEVELOPMENT
PROF. SANTOSH RANGNEKAR
DEPARTMENT OF MANAGEMENT STUDIES
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CONTENTS
• Coaching and Development
• Steps for Ensuring a Successful Coaching Session
• Creating Behavior Change with 360 Feedback
• Bridging the Leadership Gap
• Using Big Data to Close Leadership Gaps
• Integrating 360-Degree Feedback into a Talent Management System
• Internal Labor Market
• Internal Labor Market Dynamics
• Mapping the Internal Labor Market
• Language of Market
• Is ILM really a Market?
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Steps for Ensuring a Successful Coaching Session
To ensure a successful feedback session, coaches should follow
the following steps:
Clarify purpose, goals, and expectations of the feedback
process.
Discuss the research that supports the 360-degree feedback
survey being used.
Provide a context for receiving feedback, including the
following points:Emphasize that only the individual can makes
decisions about the data. Feedback is data, and data are
neutral. Data cannot make decisions about an individual.
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Explain that feedback represents a snapshot of the recipient. It
does not define him or her as a person.
Encourage recipients to carefully consider and think over their
data.
Explain how to read and interpret the feedback report.
Allow time for individual reflection on the data and for answering
questions.
Introduce any guides or other materials that will help the recipient
with developmental planning.
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To create sustainable, organization-wide behavior change in leaders
with 360-degree assessments, Bracken and Rose (2011) recommend
the following design factors in the 360 process:
The survey content must be relevant (i.e., job related) to the
organization and its leaders. The best way to ensure relevancy is to
use a leader competency model validated for the organization.
The data must be credible (e.g., have appropriate safeguards for
anonymity, confidentiality, and data security).
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The 360-degree process must be
implemented organization-wide. That is,
all leaders in the organization are
required go through the 360-degree
assessment process.
The leader must be held accountable for
acting on the feedback by creating and
implementing a development plan based
on the assessment results
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Seven Steps that organizations can take to bridge the chasm
between current leadership talent and future leadership
needs include (Taylor, 2010):
1. Perform a needs assessment to evaluate the leadership
challenges the organization faces and identify the
specific competencies that leaders need to meet these
challenges now and in the future.
2. Implement a 360-degree feedback process to assess
these competencies.
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3. Create a talent strategy to identify, develop, and retain
leaders who possess the capabilities the organization
needs. Leadership gap data can be used to determine if
the organization needs to transform its culture, modify
its leadership development processes, or change its
talent management practices.
4. Develop and implement talent management strategies to
help leaders adapt to changing business scenarios.
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5. Develop specific goals and tactics for individual leader development to
determine how to spend energies and investments.
6. To implementing a 360-degree feedback process, this may include
revamping job descriptions, changing recruiting practices, and/or
developing a new incentive plan more closely aligned with the
organization’s strategy.
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7. Routinely evaluate how talent management efforts are
paying off across the organization.
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Using Big Data to Close Leadership Gaps
Today, organizations are increasingly turning to
big data to help them make quicker talent
management decisions to adapt better to
changing business conditions.
For several years, high-tech companies such as
Facebook and Google have been using big data
techniques to help them better understand their
customers.
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Integrating 360-Degree Feedback into a Talent
Management System
A leadership development process that includes 360-degree
feedback should be fully integrated into a talent management
system. Best practices for creating an integrated talent
management system should be followed, including (Groves,
2007):
Developing mentor networks.
Identifying and developing high-potential employees using 360-
degree feedback.
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Developing high-potential employees through on-the-job
developmental experiences.
Establishing a flexible and fluid succession planning process.
Creating organization-wide forums for revealing high-
potential employees to multiple stakeholders.
Establishing a supportive organizational culture.
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Traditional Meaning : The classic idea of an internal labor market invokes a
particular set of workforce practices and processes that actually supplant
external labor market forces in allocating and pricing labor (Peter B. Doeringer
and Michael J. Piore, 1971)
Modern Meaning : The idea has been vastly broadened to comprise the entire
range of management practices that govern how talent is recruited, selected,
developed, evaluated, rewarded, managed, retained, or terminated Nalbantian
and colleagues (2004)
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The ILM map offers a "system-at-a-glance" view of the dynamic
process that actually creates an organization's workforce.
ILM maps across and even within organizations can differ in Shape
Size
Relative orientation of ‘buying" versus "building" talent
Overall Velocity of talent movement
Degree and Location of Career bottlenecks or choke pants
Concentration of hiring and/or exits at particular levels
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Mapping ILM involves a coherent set of models designed to
statistically estimate and quantify the drivers of the key
workforce dynamics of
Retention
Promotion
performance, and
pay
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Mapping the Internal Labor Market
Source: Play to Your Strengths: Managing Your Internal Labor Markets for Lasting Comparative Advantage by Haig Nalbantian, Ri chard
Guzzo, Dave Kieffer , Jay Doherty . New York: McGraw‐Hill.
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Benefit of ILM Approach is that it uses “Language of Market”
Executives identify, understand, anticipate, and respond to
various markets with which their business interacts
Customer markets
Capital markets
Supplier markets
External labor market
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Executives are constantly seeking advantage over competitors who
are engaged with those same markets.
But, Somehow executives have had a blind spot for internal labor
markets. This is ironic as the internal labor market is the only
market over which they have meaningful control, unless, of course,
their organizations are monopolies.
Part of the problem is that executives may not recognize that they
are running a form of labor market i.e. ILM
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• Thank You !!!!
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