2015 July 30 Technical Session
Transcript of 2015 July 30 Technical Session
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2015 July 30 – Technical Session
Topic: Strategic Resource Planning and Talent
Management
Speaker: Penny Bongato
Venue: Bahia Function Room, InterContinental Manila,
Makati City
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IT-BPM Industryand Talent Management
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Information Technology and Business Process Association of the Philippines (IBPAP)
• Founded in 2004• Non-profit, non-stock• Enabling organization for the IT-BPM
Industry Associations (IAs) and Global In-House Center (GICs)
• Serves as the one-stop information and advocacy gateway for the industry
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• Assists investors in setting up operations easily and quickly• Conducts business research for the
industry• Serves as the gateway for knowledge
sharing and networking among members• Enables PPP for talent development programs
Information Technology and Business Process Association of the Philippines (IBPAP)
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Vision:
To make the Philippines the destination of choice for the global business process management
Information Technology and Business Process Association of the Philippines (IBPAP)
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Mission:
Promote the competitive advantages and thegrowth potential of the Philippines in existingand new areas of business processmanagement and support the industry in areas such as offshore marketing, educationand training, security and privacy,legislation and public policy, among others.
Information Technology and Business Process Association of the Philippines (IBPAP)
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Voice – Based Services Suppliers Homegrown Suppliers
Banking, Financial Services and Insurance IT and Software Services
NASSCOM’S Top BPOs Shared Service Centers / Captives
Who Are With Us
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Maintenance, Repair, Overhaul Services
Clinical Research Outsourcing
HR Outsourcing Legal Process Outsourcing
Engineering Services OutsourcingCreative Services Outsourcing
Medical Services Outsourcing
Who Are With Us
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Philippine IT-BPM industry size
2006–2014; US$ billionx% YoY Growth
1Philippines IT-BPM market as percentage of global offshore services market, in revenue termsSources: BPAP, ACPI, CCAP, GDAP, HIMOAP, PSIA
# FTEs
(~‘000) 236 371 424 527
3.44.5
6.17.1
8.9
11.0
13.2
16.1
18.9
2006 2007 2008 2009 2010 2011 2012 2013 2014
34%17%
25%
24%
Copyright ©2014: BPAP. All rights reserved.
19%
298 640 777
The Philippine IT-BPM 2014 Performance
31%45%
22%
917
9
1071
19%
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industryOVERVIEW
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by the numbers
number
voiceOutsourcing Destination
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by the numbers
ranked ndGlobal Outsourcing
Destination
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O n e M i l li o n
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US$
billion2014 IT-BPM Revenue
14
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Million
2015 Direct Employment Forecast
15
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US$
billion2015 IT-BPM Revenue Forecast
16
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industry
challenges
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Roadmap 2016 Talent Gap
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Walk-in applicants Job fairs
School/campus fairsApplicants responding to Advertisement in newspapers
Applicants responding to Advertisement online
Paper Screening
Initial Interview
Testing
Final Interview
Job Offer
Hire
100 Applicants
7-10 Hires*
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raise the
standards
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industry
talent development
initiatives
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Talent Development Programs
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Global Competitiveness Assessment Tool
(GCAT)
An industry developed test to assess competencies in basic skills for employment in the IT-BPO and GIC and other service industries
Key Programs to Raise Standards
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Service ManagementSpecialization Track(in Undergraduate
Education)
A 21-unit minor course or specialization track taken by business and IT majors in college intending to go into IT-BPO and GIC or other service industries.
Key Programs to Raise Standards
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Global Competitiveness Assessment Tool
(GCAT)
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Learning Ability English Proficiency
Computer LiteracyPerceptual Speed and Accuracy
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Service ManagementSpecialization Track
(in Undergraduate Education)
Approved by the Commission on Higher Education (CHED) under CMO Nos. 6 and 34 series of 2012
Industry Response to Assessment
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Committee members include :• Core industry representatives from IBM, Accenture, HP,
Stream Global, Philippine Software Industry Association (PSIA), Health Information Management Outsourcing Association of the Philippines (HIMOAP)
• Academe representatives from Asia Pacific College, Jose Rizal University, Our Lady of Fatima and member schools of Phil. Assoc. of Collegiate Schools of Business
• Other industry and academe representatives
Service Management Specialization Track under CMO No. 6 and 34, Series of 2012
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IBPAP Specialization Track• Business Communications for the Global Workspace• Service Culture• Principles of Systems Thinking• Fundamentals of IT-Business Processes of Outsourcing 101 • Fundamentals of IT-Business Processes of Outsourcing 102• OJT/ Internship Program 600 hours
• 21 units (including OJT)• Approved for Business and IT courses
Service Management Specialization Track under CMO No. 6 and 34, Series of 2012
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CHED Funded Project: SMP Participating Schools
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17 Participating State Universities and Colleges –Project to date (Dec 2014)
Batangas State University• 67 SMP trained Teachers• 80 Language trained Teachers• 802 Students enrolled in SMP
Cavite State University• 59 SMP trained Teachers • 3 Language trained Teachers
Laguna State Polytechnic University• 56 SMP trained Teachers• 71 Language trained teachers• 2987 Students enrolled in SMP
Negros Oriental State University• 61 SMP trained Teachers• 57 Language trained Teachers• 325 Students enrolled in SMP
Philippine Normal University• 20 Language trained Teachers
Polytechnic University of the Philippines
• 51 SMP trained Teachers• 4 Language trained Teachers• 89 Students trained in SMP
Tarlac State University• 33 SMP trained Teachers• 8 Language trained Teachers
Technological University of the Philippines
• 33 SMP trained Teachers• 23 Language trained Teachers
604 Teachers trained in SMP539Teachers trained in the Language Tracks
77 Teachers trained on ELITES______ Students enrolled in SMP
16SUCs Trained out of the 17 SUCs
Benguet State University• 24 SMP trained Teachers• 25 Language trained Teachers
Don Mariano Marcos Memorial State University• 32 SMP trained Teachers• 8 Language trained Teachers
Pangasinan State University• 40 SMP trained Teachers• 8 Language trained Teachers
Bulacan State University• 45 SMP trained Teachers
Nothern Iloilo Polytechnic State College• 19 SMP trained Teachers• 8 Language trained Teachers
West Visayas State University• 25 SMP trained Teachers • 2 Language trained Teachers
Western Visayas College of Science and Technology
Carlos Hilago Memorial State College
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Industry Academe Partnership
• Strategic alliance with the IT-BPM companies
– In discussions with more than 20 IT-BPM companies to partner with the 17 SUCs
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Milling ExerciseGetting to know you
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Bragging Exercise(You will love this!)
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Hi. I am _______.
What I like about myself is _________. And I am also ____________.
(90 secs each)
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Management ofKnowledge*
*www.stephanjensen.dk
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www.stephanjensen.dk
Need for
knowledge
Source of
knowledge
G
A
P
The assign-
ment
Literature
Experts
?
Transfer
of knowledge
Can the assignment be
completed with the
allocated resources?
Project Manager
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Section Phase Scope
Step 1:
Knowledge need of
project uncovered.
Step 2:
Sources of knowledge
uncovered..
Analy
sis
Dia
gnose
Solu
tion
1.
Knowledge
map
2.
Problem
areas
Step 3:
Potential problem areas.
(need source)
Step 4:
Possible solutions.
3.
Preventive
actions
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www.stephanjensen.dk
Need
fo
r kn
ow
led
ge
BusinessV1
V2
V3
V4
V5
V6
Source of knowledgeBusiness
P1 P2 P3 P4 P5 P6
IT
X
X
X
X
X
X X X
X
X
O
O
O
O
O O
X : Practical experience
O : Theoretical knowledge
Technology
Working in
projects
Blank : No knowledge
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Ne
ed
fo
r k
no
wle
dg
e
BusinessV1
V2
V3
V4
V5
V6
Source of knowledge
IT-BPM
P1 P2 P3 P4 P5 P6
Development
X
X
X
X
X
X X X
X
X
O
O
O
O
O O
X : Practical experience
O : Theoretical knowledge
Academe
Working in
projects
Blank : No knowledge
IBPAP P125M CHED Project
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Source of knowledge
Academe
Working in
projects
Need
fo
r k
no
wle
dg
e
BusinessV1
V2
V3
V4
V5
V6
IT-BPM
P1 P2 P3 P4 P5 P6
Problem
areas
Development
IBPAP P125M CHED Project
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www.stephanjensen.dk
Technology
Working in
projectsNe
ed
fo
r kn
ow
led
ge
BusinessV1
V2
V3
V4
V5
V6
Source of knowledgeBusiness
P1 P2 P3 P4 P5 P6
IT
Corrective actions
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Strategic Resource Planning and Talent Management
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Imagine the following:
• The best people look for opportunities to work on your team• Everyone on your team performs at the hghest level every day• You make good choices so your new project team members
blend in quickly with the team• When people do move on you can celebrate because they have
prepared their own team members• Your people leave as advocates for your organization• Some people return and want to be a member of your new
project/team
Strategic Resource Planning and Talent Development
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Answer the following nine questions:
Talent Health Check
Yes No
1. Have you found it difficult to fill a key role in the last 12 months?
2. Do you rely on external recruits for key roles?
3. Do you often compromise on quality at recruitment?
4. Have the challenges your team faced changed in the last 3-5 years?
5. Are you worried that your team doesn't have the talent to grow?
6. Do your competitors appear to have stonger people than you?
7. When people are promoted, are they adequately prepared?
8. Do your best people often leave before promotion or the next project?
9. re you often disappointed that your people don't acheve what you expect?
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Give yourself 1 point for each question you answered positively:
Talent Health Check
The quality of your people probably gives you an advantage over other organizations; your focus will be needed to keep you ahead.
6 or more
4 to 6
3 or less
Your organization is likely to either have significant cost or business risk associated with your approach to managing talent.
Your approach to managing talent is sometimes likely to create frustration and avoidable costs.
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Is There Really a War forTalent?
Trends Impact
Increased competition and pace of innovation Keeping ahead demands the bsest people
Influence of technology Technology needs brainpower
Flatter, leaner organizations Slower promotions so external moves sought
More graduates not getting a job Smaller qualified talent pool from which to select
Changing attitudes of people toward work People are more demanind of an organization
Attitude of entitlement Moving to another project seems dfficult
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Those who are on projects continue to stay on the project… but what if you need them? What do you do?
Is there really a shortage of talents?• Average quality of candidates has
declined by 10% since 2004• Average time to fill a vacancy has
increased from 37 to 60 days• 30% of organizations have recruited
below average candidates just to fill a position quickly
Yes, there is a shortage of Talents
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There are several trends influencing the relationship between the employee and the employer.
Talent is Changing Too!
Barganing PowerCompany loyalty cannot be assumed. Shortage of talents provide greater bargaining power for people.
Greater MeaningPeople want greater meaning from their work.
FlexibilityThere is an increasing desire to work to live rather than live to work.
Fewer boundariesYou don’t have to be “at work” or even in country.
Informed choicesPeople are aware of their market value.
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There are basically two questions that an organization have to answer:• What differentiates you from your competitors now?• What will keep you in the winning position?
The Talent Difference: The Whole Organization
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The Talent Web Model*
* Talent Management Pocketbook by Andy Cross
TALENT
SPOTTER
TALENT
COACH
TALENT
BLENDERTALENT
CONDUCTOR
TALENT
MAGNET
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Talent Web: The Big Questions
How can I bring out the best in my people when it matters most?
What talent do I need and how can I spot it?
How can I blend the available talent to get maximum performance?
What will attract talented people and keep them for longer?
How can I create a flow of talented people?
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5353
What talent do I need and how do I spot it?
TALENT
SPOTTER
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Word: TalentPart of speech: NounDefinition: AbilitySynonyms: Aptitude, aptness, art, capability, cleverness,
command, flare, genius, gift, knack, know-how, mastery, power, savvy, skill
1. A person who possesses unusual innate ability in some field or activity
2. Natural endowment or ability of a superior quality
What is Talent?
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Identifying Talent
BACKBONE
Gets on with the job in hand.
Unlikely drive change
REAL DEAL
Gets results and drives positive change. Has a positive impact
on others
MISTAKE
Is a drain on your time, your
headcount and your project
PRIMA DONNA
The dilemma. Exceptional
performance at a cost of the overall
team and you.
MA
INT
EN
AN
CE
IMPACT
Low
Low High
High
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Identifying Talent
BACKBONE
Gets on with the job in hand.
Unlikely drive change
REAL DEAL
Gets results and drives positive change. Has a positive impact
on others
MISTAKE
Is a drain on your time, your
headcount and your project
PRIMA DONNA
The dilemma. Exceptional
performance at a cost of the overall
team and you.
MA
INT
EN
AN
CE
IMPACT
Low
Low High
High
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Identifying Talent
BACKBONE
Gets on with the job in hand.
Unlikely drive change
REAL DEAL
Gets results and drives positive change. Has a positive impact
on others
MISTAKE
Is a drain on your time, your
headcount and your projec
PRIMA DONNA
The dilemma. Exceptional
performance at a cost of the overall
team and you.
MA
INT
EN
AN
CE
IMPACT
Low
Low High
High
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Identifying Talent
BACKBONE
Gets on with the job in hand.
Unlikely drive change
REAL DEAL
Gets results and drives positive change. Has a positive impact
on others
MISTAKE
Is a drain on your time, your
headcount and your project
PRIMA DONNA
The dilemma. Exceptional
performance at a cost of the overall
team and you.
MA
INT
EN
AN
CE
IMPACT
Low
Low High
High
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Finding hidden talents are the:
TALENT CHAMPIONS
Cheerleaders Excellent at pushing people into the limelight and getting recognition for those withpotential
Bridge Builders Have the magical ability to open doors, buildbridges and, most importantly, connecttalented people with key decision makers
Guardian Angel Can put up a protective umbrella so that people can act with some freedom, andexperiment in relative safety
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Finding hidden talents are the:
TALENT CHAMPIONS
Cheerleaders Excellent at pushing people into the limelight and getting recognition for those withpotential
Bridge Builders Have the magical ability to open doors, buildbridges and, most importantly, connecttalented people with key decision makers
Guardian Angel Can put up a protective umbrella so that people can act with some freedom, andexperiment in relative safety
“There is something
much more scarce
something rare than
ability. It is the
ability to recognize
ability.”
Robert Hall
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6161
How can I bring out the best in my people when it matters most?
TALENT
COACH
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As a talent coach, consciously raise what you expect of others can enhance their performance
Wish for What You Want
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As a talent coach, consciously raising what you expect of others can enhance their performance
Wish for What You Want
Realistic goals
Realistic goals
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As a talent coach, consciously raising what you expect of others can enhance their performance
Wish for What You Want
Believe in your team membersBelieve it’s possible
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As a talent coach, consciously raise what you expect of others can enhance their performance
Wish for What You Want
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As a coach, you need to prepare your people for change.Roll off project, moving to a different project,Being on the bench – how do we manage this?
Talent Coach – Preparing People for Change
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Working through a difficult situation in a project
1. What is a difficult or troubling situation are you facing in your project? Or in your life?
2. How are you creating it or allowing it to happen?3. What are you pretending not to know?4. What is the payoff for keeping it like it is?5. What is the cost for not changing it?6. What would you rather be experiencing?7. What actions will you take to create that?8. By when will you take the action?9. On a scale of 1-10, how likely are you to
follow through on this action?
Coaching through a difficult situation (Professional and Personal)
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Now… let’s practice…..
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Find a new partnerSomeone you haven’t worked with ,
and sit facing them
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Raise your handif you do not have a partner
Coaching practice
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Coaching practice
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Decide who is partner A and partner B
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Coaching practice
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B
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Working through a difficult situation in a project
1. What is a difficult or troubling situation are you facing in your project? Or in your life?
2. How are you creating it or allowing it to happen?3. What are you pretending not to know?4. What is the payoff for keeping it like it is?5. What is the cost for not changing it?6. What oud you rather be experiencing?7. What actions will you take to create that?8. By when will you take the action?9. On a scale of 1-10, how likely are you to
follow through on this action?
Coaching through a difficult situation (Professional and Personal)
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Coaching practice
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A
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Working through a difficult situation in a project
1. What is a difficult or troubling situation are you facing in your project? Or in your life?
2. How are you creating it or allowing it to happen?3. What are you pretending not to know?4. What is the payoff for keeping it like it is?5. What is the cost for not changing it?6. What oud you rather be experiencing?7. What actions will you take to create that?8. By when will you take the action?9. On a scale of 1-10, how likely are you to
follow through on this action?
Coaching through a difficult situation (Professional and Personal)
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How can I blend the available talent to get maximum performance?
TALENT
BLENDER
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First, check the ingredients you already have.
Second, add quality to the pot using the best affordable ingredients
Last, stir the pot and watch carefully as the team raises their game and success attracts others.
Ingredients for a Talented Team
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Five Tips in forming a talented team:
• The necessary technical experts in your team to deliver core services
• Understand the contribution of each member of the team. Each one plays a part.
• Complementary rather than similar personality attributes• A genuine desire among your talented people to help
others achieve. They need to work hard and care about the team’s results, not just their own.
• People you feel you can rely on (but not play favorites)
Ingredients for a Talented Team
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How can I create a flow of talented people?
TALENT
CONDUCTOR
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What managers should know about talent management:
Myths:x HR is responsible for managing talentsx Managers should just wait for the annual performance review
process to check talents in the organization.
Reality:• Every manager is accountable for spotting and developing
talented people• Developing a talent flow should be part of the business plan• Talented people thrive in a performance culture• Talented people learn by being stretched • It always goes back to the business
Healthy Beliefs about Talent
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Talent Conductor as Talent Profiler
Track
Record
Potential
Predictors
What is the
track record of
his
performance?
Potential to
succeed in a
bigger and
more senior
role?
Personal
Aspirations
Personal
ambition and
interest?
Readiness
An indication
of the
readiness to
make the next
move and to
what level
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Letting Your Talents Know
Do you let your talents know that they are earmarked as high potential?
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Remember….
Embed Talent Management into your business planning
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What will attract talented people and keep them longer?
TALENT
MAGNET
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Why would talented people join your organization or team?
Talent Magnet: Attract or Repel
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Love to Work
Talent Magnet
What do your best
people think
about your team?
How do your best
people feel about
your team?
What are your best people willing to do for your team?
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Assessment – You as the employee
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How Attractive is Your Talent Culture?
Yes No
1. Can I learn from my manager?
2. Do I know what is next for me?
3. Can this organization provide a fresh challenge or stretch?
4. Is there a problem that neds solving?
5. Do I get recognized for my efforts?
6. Am I adding value?
7. Do I respect and value the people I am working with?
8. Do I have the freedome to ge on with my job?
9. Do I receive regular, honest and candid feedback?
10. Do I feel good about myself and what I am doing?
11. Am I enjoying myself?
12. Am I stimulated?
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Your Role as a Leader
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Talent Management Framework
Business
StrategyTalent
Strategy
Measure
Progress
Business
ResultsTalent
Management
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Thank you!
Penny S. Bongato, FPM, MBA, TM
Executive Director, IBPAP
Part time Faculty, De La Salle College of St. Benilde
Like: Penny Bongato – HR Mentor
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