Transcript Talent Management

Julia King Tamang, Senior Consultant
LERN
2009 Annual Conference

Talent management is a professional term that gained popularity in the
late 1990s.
◦ It refers to the process of developing and fostering new workers through onboarding,
developing and keeping current workers and attracting highly skilled workers at other
companies to come work for your company.
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Companies that are engaged in talent management (human capital
management) are strategic and deliberate in how they source, attract,
select, train, develop, promote, and move employees through the
organization.
◦ This term also incorporates how companies drive performance at the individual level
(performance management).

This term is usually associated with competency-based human resource
management practices. Talent management decisions are often driven
by a set of organizational core competencies as well as position-specific
competencies.
◦ The competency set may include knowledge, skills, experience, and personal traits
(demonstrated through defined behaviors).
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The process of interviewing, hiring, orienting and
successfully integrating new hires into the
organization's culture.
Onboarding activities begin pre-hire
◦ effective and accurate recruitment communications
◦ interviewing and screening process that increases the
success rate of position acceptance.
◦ The orientation of new hires starts prior to the
employee's start date and usually is extended through
(at least) the first 6 months of employment.

Identify the competencies that people will need to
effectively carry out an organization’s strategy, both now
and in the future;

Clarify the link between principal end results expected in a
job and the job’s required competencies;

Select job candidates who possess the characteristics that
can make them outstanding performers;

Develop these characteristics (competencies) in
employees; and

Design developmental plans for individuals focused on
developing the competencies that are most likely to
improve performance
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
Identify the competencies that people will
need to effectively carry out an organization’s
strategy, both now and in the future
In CT, look at staff roles and define what
makes a person competent in each role
◦ Teaching roles, Admin roles, Sales roles, Operations
roles

Clarify the link between principal end results
expected in a job and the job’s required
competencies
◦ List a competencies
◦ List the results you want from the employee and the
job category
 Make these measurable and specific and timeactivated
◦ Link these two
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
Select job candidates who possess the
characteristics that can make them
outstanding performers
Refine your interview process for each
position

Train interviewers on how to spot talent

Get your supporting paper in line

Develop these characteristics (competencies)
in employees
◦ Assess what skills, knowledge and qualities an
employee has
◦ Develop a plan to reinforce strengths
◦ Develop a plan to compensate for weaknesses
◦ Develop a means to track both
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Assessment
Training
Evaluation
Reporting

Design developmental plans for individuals
focused on developing the competencies that
are most likely to improve performance
◦ You must use competency-based improvement
plans
◦ Use internal classes and programs to your benefit
◦ Work with HR or consultants to get results
◦ Use training, coaching, apprenticeship and
mentoring

Make sure you have clearly delineated the roles and
responsibilities for your position.

Post the job internally as well as externally (there is some
inherent value from hiring inside).

Identify the core competencies and qualities you must have in
the candidate you ultimately hire.

Create an objective scoring mechanism based on behavioral
interview questions, before you start interviewing.

Use the clearly articulated specifications created to narrow the
list of the candidates you have. This is where you can start to use
technology-enabled tools and applications to make this process
easier.

1. Clearly identify the requirements of any job
you are trying to fill.

2. Work with HR and experienced staff to
ensure that your job posting is appropriate.

3. If you are hiring a person for your team,
conduct a mini gap analysis to identify
competencies and skills you would like to
gain with a hire, in addition to minimum
qualifications for the job.

4. Don’t make a hiring decision based only on
one competency, such as technical skill.

5. Leverage, where possible, existing tools to
get the most potential (and qualified)
applicants available.
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6. Leverage those same tools to filter
unqualified people from the hiring process.
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7. Provide consistent on-boarding for each
new hire.
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8. Implement solid leadership training for
management in your organization.

9. Provide assessments of competence for
employees and managers regularly, with
action plans for improvement.

10. Find your replacement and hire people
smarter than yourself. It is the fastest way to
make your organization smarter.

Personal development means business.
◦ Put in place an active program to develop each
employee.
 Development should include skills such as
communications, decision-making, leadership,
creativity, as well as job skills.
◦ This benefits the employee and the employee
becomes capable of a greater contribution to the
business.

Innovation creates our future
◦ Put a major emphasis on harvesting and
implementing new ideas.
◦ Innovation is about improving results.
 Establishing an innovative mindset encourages new
ideas, positive attitudes, and learning.
 Organizations that embrace innovation create a new
capability to respond to business challenges.
 Diversity of thought, background and culture is a
catalyst.

Involve everyone
◦ When employees are depended on to design
solutions to business problems, they feel valued
and important to the success of the organization.
 Make sure that everyone aligns with the vision, and
understands how well the company is delivering
against its goals.
◦ Recognizing good efforts and having a way for
employees to participate in the financial growth of
the company create an enhanced sense of
ownership.

Balance life
◦ Balancing the demands of busy personal and work
lives is a core issue of our culture.
◦ Teach people how to develop their mental, physical,
social, family, financial/career, and spiritual as well
as the professional goals and action plans.
◦ Businesses also need employees who are not
burned out and have an adequate amount of time
away from the job.
 Insist on minimum employee vacation time and share
learning on how to plan for away time so that there
isn’t an unmanageable backlog of work when they
return.

Values are our strength
◦ Articulating a more lofty purpose as part of the
company’s goals develops a sense of pride and
attracts both customers and good people.
◦ Leadership must understand that to change the
results of the organization, they must visibly work
on their personal attitudes and values.
 When leadership behaves consistently with these
values, and expects it from all employees, it creates
new energy within the institution.
TIME
SESSION TITLE
PRESENTER
10:00 - 10:45a.m.
Digital Brochures
Julie Coates
11:00 - 11:45
Marketing on a Shoestring
Kassia Dellabough
12:00 - 12:45pm
Needs Assessment
Rick Walsh
1:00 - 1:45
Creating Your Own Social Networks
Jennifer Selke
2:00 - 2:45
Greg Marsello
3:00 - 3:45
Make Your Program Essential
Generational Communication in the
Workplace
4:00 - 4:45
The Skills of Influence
Julia King-Tamang
Kassia Dellabough
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