Dr. Hilary Duckett

• To define and understand the strategic importance of talent management and succession planning

• To introduce the concept of High Performance Work Systems (HPWS) in the context of Human Resource Management

• To use case studies to explore processes and techniques of Talent Management and HPWS

• To consider the role of HPWS and Talent Management in your organisation

‘a process by which one or more successors are identified for key posts (or groups of similar posts), and career moves and/or development activities are planned for these successors. Successors may be ready to do the job (short-term successors) or seen as having longer term potential (long-term successors)’

Hirsch, W. (2000)

Improve and accelerate job filling Develop longer term successors Generation of information through regular audits Strengthening corporate culture through

developing a talent pool as a key corporate resource

How talent is defined is:

• Organisationally specific• Highly influenced by the type of industry

and the nature of its work• Dynamic, and so likely to change over time

according to organisational priorities

An organisation needs to develop its own definition.

‘Talent consists of those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer term by demonstrating the highest levels of potential’

CIPD (2006) Talent Management Understanding the Dimensions

Different organisations can have different definitions of talent:•“A transnational organisation may define talent as the top performing 1% of executives•Another organisation could define talent as the top 10% of high performers, whatever their role or level•Yet others may have a mix , defining talent not only as executives with potential for board-level appointments, but also high-potential individuals who are identified as leaders of tomorrow•Others may be taking an end-to end view of newly appointed graduates to top leadership•Finally some might take the view that every employee should be included in talent management activities”.

CIPD Talent Management Tool( 2009)

It is ‘the systematic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to the organisation’

Talent Management Understanding the Dimensions – CIPD 2006

Defining talent and Defining talent and potentialpotential

• Agreed, organisation-wide definition of talent and

talent management• A language for talent management that is

understood by all parties in the employment relationship

• A proactive, strategic approach to talent management

• Support that flows from the top of the organisation

• Engaging line managers from an early stage

• Talent management can be used to enhance an organisation’s image and support employer branding

• Talent management activities should be developed with other HR policies and practice

• Should be a blend of formal and informal methods

• HR specialists should be involved• The performance and progress of those

identified needs to be tracked

• Enabling retention of highest potential employees

• Building a high-performance workplace or learning organisation

• Adding value to the employer of choice branding agenda

• Contributing to diversity management

“Our talent management initiatives are robust and believed to add value to the organisation. We therefore believe that the attraction and retention of talent is even more important in the current economic environment than it has been at any time in the past Corporate HR Leader, Insurance Banking and Financial Services Group”.

Source : CIPD – War on Talent 2009

• Talent management remains a priority• Organisations spend more time focusing on their

existing work force• Increased opportunities for recruiting talent

discarded by other organisations• Greater scrutiny on talent management systems

and processes• Uncertain times have generally led to better

communications between managers and employees• Greater scrutiny of pay and reward• More creative approach to non-financial rewards• Greater emphasis on ethical leadership – able to

motivate in good and bad times

Source: CIPD – War on Talent 2009

Characteristics of a high potential employee:

• Has the respect and trust of peers, supervisors and subordinates

• Maintains a high level of competence in their role/job• Has a bias for action and is a proactive catalyst for change

• Thinks and solves problems creatively and from apposition of inquiry (versus advocacy)

• Is open to constructive criticism• Uses critical judgement• Has a broad understanding of the organisation’s business and their role in achieving its goals

• Has high capacity to learn

 Characteristics of a high potential employee:

•consistently produces measurable results above expectations•Self manages in a manner that fosters learning and high performance •Ensures that team goals are achieved within ethical and cultural guidelines•Manages and leads teams that demonstrate a sense of loyalty and community•Strives to deliver and exceed customers’ needs •Arranges and leverages resources within an organisation •Has high resilience

From Cannon, J and McGee, R (2007)

Talent Talent Management: Management: stakeholder rolesstakeholder rolesStakeholder Responsibilities

CEO / Senior Management

• Develop strategy•Communicates aims•Provide support•Select appropriate talent pools•Contribute to talent management panels•Direct involvement with top talent pools, e.g. as executive coaches

Talent Talent Management: Management: stakeholder rolesstakeholder rolesStakeholder Responsibilities

HR and talent management specialists

Research & evaluate approachesAdvise and supportProvide updatesMonitor interventionsTrack progress

Employees Take ownership of personal developmentTake proactive approach to personal development planningMaximise learning opportunities

Based on CIPD (2008)

Leaders have a pivotal role in recruiting and developing talent within the business

Increasing emphasis on discretionary work and an increasingly skilled workforce prioritises the ‘war for talent’

A targeted talent management strategy can help to nurture talent internally and attract talent externally – becomes part of the high performance work system

Cannon, J and McGee, R (2007) Talent Management and Succession Planning, CIPD: London

CIPD (2006) Talent Management Understanding the Dimensions – CIPD

CIPD (2008) Talent management: design, implementation and evaluation. CIPD

CIPD (2009) War on Talent: Part 1http://www.cipd.co.uk/hr-resources/survey-reports/war-on-talent-talent-management-under-threat-uncertain-times.aspx Accessed 10/10/11

Hirsch, W. (2000)Succession Planning Demystified, IES Report, 372, Brighton: IES

London Business School (2010) Strategic talent managementhttp://www.london.edu/videoandaudio/executiveeducation/5352.html Accessed 10/10/11

ReferencesReferences

This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.

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Back page originally developed by the OER phase 1 C-Change project

©University of Plymouth, 2010, some rights reserved

Author Dr. Hilary Duckett

Institute University of Plymouth

Title Leading, Learning Talent Management

Description Presentation

Date Created 18th November 2010

Educational Level 6

Keywords UKOER, LFWOER, UOPCPDLM, Continuous Professional Development, CPD, Work-based Learning, WBL, Leadership, Talent Management