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Talent Management

Nepal Administrative Staff College for Class II Officers. Talent Management. Dipendra Purush Dhakal dipendrapurush@gmail.com 01 Dec 2014. Talent. Power of a person to engage the mind/ body for better use and improvement Aptitude Ability Capacity for achievement or success.

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Talent Management

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  1. Nepal Administrative Staff College for Class II Officers Talent Management Dipendra Purush Dhakal dipendrapurush@gmail.com 01 Dec 2014

  2. Talent • Power of a person to engage the mind/body for better use and improvement • Aptitude • Ability • Capacity for achievement or success

  3. Some factors supporting enhancement of individual talent in the workplace Teamwork Honesty/Integrity Trust Mutual respect Recognition Support

  4. Management • Strategy • Planning • Administration • Control • Leadership (West)

  5. Talent managementHRD & Organizational effectiveness • Managing/planning for necessary and appropriate human capital for the organization • Science of using strategic HR planning to improve business value

  6. Develop peopleskill and confidence are unconquered armies Develop culture of learning Training helps keep employeesfocused to organization vision Never try to teach a pig to singIt wastes your time, and it annoys the pig Training should not be a hit-and-miss activity People should be hired for attitude Organization could train them for skill

  7. Different aspects of TMcompetency based management

  8. Multiyear Research on Global Talent Management by INSEAD, Cornell, Cambridge and Tilburg Universities (published 2012) • Study coverage: 33 multinational corporations with HQ in 11 countries • Some major companies included:IKEA, IBM, Unilever, Infosys, Novartis, GE, Shell, Procter and Gamble, Oracle, Rolls Royce

  9. Research Findings Six Key Principles • Alignment with StrategyTM processes with the Business Planning Process • Internal ConsistencyIsolated Implementation practices could be counterproductive • Cultural Embeddedness Corporate culture is a source of competitive advantage • Management Involvement TM process needs to have broad ownership

  10. A Balance of Global and Local NeedsCause the Comoany requires more integration across business units • Employer Branding through DifferentiationCompanies need finding ways to differentiate from other competitors to attract people of right skills and attitudes. • Best practices are only “best” when they’re applied in a given context and in the same company. • Alignment of internal practices with the strategy, culture and external environment has profound implications for talent management.

  11. To remain as a strongest performer, organizations must select/recruit talented people, develop them, manage their performance, compensate and reward From a TM standpoint, employee evaluations concern two major areas of measurement: performance and potential.

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