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testimonials this page will be added on in the future for now talent management our experience in mas-trac

2. Why in MAS-TRAC ?. Talent immigration (Both local and expatriate employees are attracted by our local competitors and from the neighboring countries). Expected boom in the local job market in view of major projects. 3. Develop. Deploy. Connect. Commitment. Capability. Manage Performance Alignment.

JasminFlorian
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testimonials this page will be added on in the future for now talent management our experience in mas-trac

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    4. 4 MAS-TRAC Definition Attract, develop, motivate and retain the talent that our customers Need.

    5. 5 MAS-TRAC Focus

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    7. 7 MAS-TRAC Attraction Strategies Develop the Employer branding Creation of brand image of the organization for perspective employees, Creating a ‘Great Place to Work’; ‘Employer of choice’ and ‘Equal Opportunity Employer’ Develop Professional and Ethical Recruitment process Develop Pragmatic Selection methods Introduction to the organization (Ambassador of the organization) Reduce Attrition from the organization

    8. 8 MAS-TRAC Employer branding Employee to believe that organisation is: is transparent, fair, helpful and concerned offers opportunities for growth – career growth has work-life balance has pro-active leadership has a range of management practices that help staff feel valued, productive and listened to effective employee development programs benchmarks its approaches

    9. 9 Defining the requirements.( Scientific Human Resource Planning - HRP) Attracting candidates. MAS-TRAC Modes of attraction. Advertising. E-recruitment. Outsourcing recruitment. Visit campuses of education and training establishments. Scientific selection process.

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    11. 11 MAS-TRAC Development Strategy Identification of our Customers required skills. Active Management of Learning. Equipping employees with skills, knowledge and competences required to undertake current and future tasks required by the organization to attain its goals. (Skill gap bridging) Developing ‘Intellectual Capital’ to meet present and future needs as the human capital of an organization is a major source of competitive advantage.

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    13. 13 MAS-TRAC Training Policies Systematic training – Training Needs Analysis (TNA) – competency based On-the-Job-Training (OJT) Types of training IT Skills Management Development Training Programmes Interpersonal skills, example Leadership, Team Building and Group Dynamics Personal skills, example Assertiveness, Coaching, Mentoring, Guidance, Advising, Communicating and Time Management Training in organisational procedures or practices, example induction, health and safety, performance management E-learning

    14. 14 MAS-TRAC Career Planning

    15. 15 Deploy That translates into Maximum utilisation of capability Optimum alignment and engagement with the business. Improved performance and commitment.

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    17. 17 Connect Building effective relationships with people by: Treating them fairly – institutionalisation of process and procedures. Recognizing their value & contribution Giving them a voice, listening to them and empowering them. Providing growth opportunities Thus achieving ‘Talent Engagement’ Ensuring people are committed to their work and organisation

    18. 18 MAS-TRAC PAS - Performance Appraisal System (Performance) Building relationships with people. Identifying talent and potential. Planning learning & development activities. Making most of the talent possessed by people. Increasing the motivation level by positive feedback and recognition. Line managers to carry out ‘Risk Analysis’ of key staff to assess the likelihood of their leaving

    19. 19 MAS-TRAC Total Reward Financial and Non financial rewards Paying competitive rates Loyalty bonuses or ‘Golden Handcuffs’ Retention bonus Variable pay Pension Scheme Results in employing and retaining talented employees Annual survey Employee Satisfaction (Climate) Surveys.

    20. 20 MAS-TRAC Career Management Shaping the progression of individuals within the organisation with reference to: Organisational needs Employee success profiles Performance potential Preference of individuals Succession planning

    21. 21 MAS-TRAC Career Management Develop Assessment and Development Centres High Flyer Development Schemes Dealing with ‘Plateaued Manager’- got so far but cannot get further Dealing with ‘Rising stars’ on the wane- reshape their careers

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    23. 23 MAS-TRAC Retention Strategies Maintain Company Image. Initiate Recruitment, Selection and Development. Leadership – the maxim - Employees join companies and Leave Managers. Learning opportunities – Engagement Performance recognition and rewards. Individual and independent projects. Individual contribution.

    24. 24 MAS-TRAC Retention Strategies

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