Subject Syllabus
Unit –I Introduction to Talent Management: Concept , Meaning &
Objectives, Role of Talent Management in building Sustainable
Competitive Advantage to a firm; Key Processes of Talent Management:
Recruitment, Selection, Human Resource Planning, Retention, Talent vs.
Knowledge, Consequences of Failure in Managing Talent, Identifying
and Assessing High-Potential Talent: Current Organizational Practices
.Case Studies
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Subject Syllabus
Unit –II Talent Acquisition: Job Analysis, Developing job
Description & Job Specification, Attracting and Recruiting the best
Talents, Strategic Trends in Talent Acquisition, Talent acquisition
management solutions. HR Planning for Talent Management:
Process (using MS-Excel and quantitative tools), Evaluation of
factors affecting HR Planning, Strategic view of Recruitment &
Selection. Case Studies
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Subject Syllabus
• Unit –III Recruitment and Selection Process: Introduction,
Sources of Recruitment, Use of Assessment Centers, Selection
Errors & Minimizing Selection Errors, Reliability & Validity of
Selection Tests, Formulating a recruitment strategy for senior level
executives.
• Talent Development: Need Analysis, Knowledge Management,
Stress Management, Competency Development, Developing
Leadership Talent and Emotional Capabilities. Case Studies
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Subject Syllabus
Unit –IV Employee Retention: Comprehensive approach to Employees
Retention, Managing Voluntary Turnover, Dealing with Job Withdrawal;
Strategic Compensation plan for Talent Engagement: Defining the
Elements of Total Rewards, Integrated Rewards Philosophy, Designing
Integrated Rewards, Sustainable Talent Management and Reward Model,
Career and Succession Planning. Employee Engagement: Process and
outcomes of Employee Engagement, Ways of Achieving Employee
Engagement Case Studies
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Subject Syllabus
Unit –V Emerging Trends in HR: Human Resource Audits, Human
Resource Information System (HRIS), Human Resource Accounting
(HRA), Business Process Re-engineering, Contemporary Talent
Management Issues and Challenges. Case Studies
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Unit Content
• Introduction to Talent Management
• Definitions
• Purpose of TM
• Evolution of HR functions
• Recent trends in TM
• Benefits of TM
• Process of TM
• Talent program in TCS
• Elements of effective TM
• Role of TM in building sustainable competitive advantage to
a
firm
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Definition of TM (CO2..)
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What is Talent
Talent is the kind of ability that comes without training—
something that you’re born with. It is often contrasted with
skill, which is an ability acquired and developed through
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Talent Management
Talent management is defined as the methodically organized, strategic process of
getting the right talent on board and helping them grow to their optimal
capabilities keeping organizational objectives in mind.
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Talent Management
A conscious and deliberate approach undertaken to
attract, develop, and retain people with the aptitude and
abilities to meet current and future organizational
goals
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Purpose of TM
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Evolution of HR
function
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Emphasis of TM
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Recent trends in TM
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Recent trends in TM
Talent War: Finding and retaining the best talent is the most
difficult aspect of HR management.
Technology and Talent Management: Technology is
increasingly getting introduced into people development.
Online employee portals have become common place in
organizations to offer easy access to employees to various
benefits and schemes.
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Recent trends in TM
Promoting Talent Internally: An individual is hired, when there is
a fit between his abilities or skills and the requirements of the
organization. The next step is enabling learning and development of
the same so that he/she stays with the organization
Population Worries Globally: World populations are either young
or aging. For example, stats have it that by 2050 60% of Europe’s
working population will be over 60! On the other hand a country
like India can boast of a young population in
the coming and present times.
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Benefits of TM
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Focuses of TM approaches
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Identifying and Assessing High-Potential Talent:
Current Organizational Practices
Following are the competencies that are identified and assessed in high
potential employee:
• Talented in their job role
• Keen to pursue leadership opportunities
• On board with company culture
• Empathetic and emotionally intelligent
• Calm under pressure
• Collaborative workers who perform well in groups
• Able to use their initiative and work autonomously
• Trusted and respected by their colleagues
• Open about their personal career goals
• Happy to receive feedback and adjust their performance accordingly
• Willing to take on responsibilities outside of their job description
• Motivated
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to develop
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1
Talent programmes in TCS
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Identifying and Assessing High-Potential Talent:
Current Organizational Practices
Sensing exercise to gauge the core competencies
organizations are looking for in their HiPo employees
Identifying the right tool(s) for accurate HiPo assessment
Conducting high-potential assessments for the
identification of HiPo employees
Creating individual development plans for each employee
to help their speedy growth
Validating the results to find employees who demonstrate a
higher possibility of outperforming others in the same role and
depict a differentiated leadership/role
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AMBAHR04 TM Unit 1
Noida Institute of Engineering and Technology, Greater
Noida
Introduction to Talent Management
Talent Management: A Process
Unit: 1 Topic 2
TALENT MANAGEMENT
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Talent Management: A Process
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Process
Identifying the goals: This is the cardinal stage and pivotal to
the success of the entire talent management process. The first
step is to identify what the organization aims to achieve and
what characteristic qualifications and skills the recruits should
possess to realize the goals.
Attracting the talent: The main aim of talent management
process is to hire the best talent for an organization.
Organizations at this stage make effort to attract the best
talented peoplefrom the job market.
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Process
Sourcing the talent: In this stage, the talent management
personnel looks for appropriate sources in the job market or
industries where the targeted people can be hired or recruited.
Recruitment: This is the first stage of hiring the best talented
people for the organization. Skilled and qualified people are
invited to join the organization.
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Process Contd….
Selection: This is the stage where the objective of talent
management becomes a reality. It is when truly talented
people are recruited or hired in various roles.
Training and development: At this stage, the selected
recruits are provided with necessary training to make them
productive and efficient to work towards the goals of the
organization.
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Process Contd….
Retention: The notable objective of talent management is not
only hiring talent but also ensuring their retention in the
organization. Factors upon which the retention rate depends are
attractive pay package, job specification, safety and security of
the employees, personal development of an employee,
recognition and culture of the organization, and the fit between
the job and talent.
Assessment: Periodical assessment of employees’ skills, abilities,
improvements and competencies enable the organization to know
if they are fit for continuation and promotion.
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Process Contd….
Performance appraisal: It is a measurement of the actual
performance of the employees in the job. It enables the
organization to ascertain if the person can be loaded with extra
responsibilities.
Career planning: If an employee is found befitting to handle
work pressure and extra responsibilities well, the management
needs to plan his/her career so that he or she feels elevated and
rewarded. Such recognition and rewards inspire the employees
to remain with the organization for a long time.
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Process Contd….
Promotion: It refers to job enrichment. It keeps the energy
level high of the employees and they are inspired to
continue to work for the organization.
Succession planning: This deals with the replacement of
people within the organization. Employees who have
given their best to the organization and have been serving
for long deserve to hold higher positions.
Exit stage: This is the final stage of talent management
process that ends in the retirement of the employees and
they are no more a part of the organization.
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Elements of effective TM
•Talent acquisition–recruiting, negotiating, and on boarding
new employees
•Talent retention–maintaining staff once hired
•Performance management–evaluating staff and subsequent
changes in role or salary
•Career development–providing opportunities for professional
growth
•Off boarding & Succession Planning–processing
individuals that leave your employ, initiating the hiring
cycle, and making short-term workflow adjustments until a
replacement is found
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RECRUITMENT
• Are the job postings reaching the best candidates?
• Is the selection process standardized and do managers have the tools
and training to ensure that new employees have the correct skills,
aptitudes, and the right level of motivation?
Hiring competent and motivated employees who fit with the company
culture is paramount. Anyone can hire a person to do a job, but it takes
a special set of skills and tools to hire the best person who is most
likely to succeed and not jump ship at the first opportunity. A great
hiring process pays unimaginable compounding dividends.
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PERFORMANCE AND LEARNING
MANAGEMENT
Employees without goals or learning opportunities are
overhead,
while those having both are appreciating assets.
• Do your managers have the right technology tools to accurately
manage day to day performance, employee goals, and learning
activities?
• Do senior managers have employee performance metrics at their
finger tips to fuel recognition and pay for performance programs?
• Do employees have a career path, development plan?
A single portal for managers and employees to share and
manage these disparate yet vital activities is empowering,
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productive and essential. Remember, talent needs to be made
LEADERSHIP DEVELOPMENT
A manager succeeds only when their employees succeed. A
manager fails every time one of their staff fails. Managers need
their people more than their people need him or her since they
can get the job done without the manager, but not vice versa.
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BOTTOM-UP COMMUNICATIONS
Mostly organizational communications/feedback fits
the 80/20 principle; 80% of the communications are
top down and only 20% of communications flow from
the bottomup.
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TALENTS VERSUS KNOWLEDGE
Talent Knowledge
Guidance coaching training
Meaning Talent is an inherent knowledge is the
ability of a person to expertise to do a task
do something efficiently.
What it is God gifted developed
Possessed by Few people Anyone through learning
recognition development
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CONSEQUENCES OF FAILURE IN
MANAGING TALENT
Insufficient leadership bench-strength
Retention of critical talent segments
Capability gaps with respect to emerging business/technology
Low workforce productivity
Inadequate talent attraction programmes
Lack of compelling capability development and talent management
programmes
Lack of business-critical systems
Ineffective compensation strategy design and implementation
Failure to deliver on changing business needs and ineffective change
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