IQRA- HRM Presentati

8/2/2019 IQRA- HRM Presentati

1/19

Human Resource Management

toStrategic Human Resource Management

SHRM - Purpose!

Creating and Adding Value

Course Facilitator:

Pervez MobinExecutive Vice President

Human Resource Division

Summit Bank Limited Session V

IQRA UNIVERSITY


2/19

Talent Management?


3/19

Strategic Human Resource Management

'Talent Management is a comprehensive and

integrated set of activities which ensure that the

organization attracts, retains, motivates and

develops the talented people it needs now and in

future'. (Baron and Armstrong - 2007)

The basis for Talent Management is the belief

that those with the best people win.


4/19


Talent Management

Familiar elements are:

Resource Planning:Predicting future needs for talented people and making

provisions to obtain them;

Succession Planning:To ensure a supply of people coming through who can

key roles in the future;

Performance Management:To identify talented employees and their

development needs;

Management Development: To enhance skills and potential;

Reward Management: To help attract, retain and motivate talent;

Crafting of an employee value proposition: To make the organizationan attractive place to work (EMPLOYER OF CHOICE),


5/19


Talent Management

Strategic Management Process because;

It involves 'Understanding the strategic position of the

organization, making strategic choices for the futureand

turning strategy into action;

It concentrates on 'Understanding and satisfying the

requirements of the business to achieve organizational

capability, growth and competitive advantage;

It aligns its policies with the organization's strategic

purpose its competitive strategy and operational


6/19


Talent Management

Defined:

Activities and processes that involves the systematic identification of

key positions which differentially contributes to the organization's

sustainable competitive advantage, the development of competitive

pool of high performing incumbents to fill these roles, and the

development of a differentiated human resources architecture tofacilitate filling these positions with competent incumbents and to

ensure their continued commitment to the organization.

Collings and Mellahi - 2009


7/19


What is Talent?


8/19


'Skills and ability / quality to do something

well'.


9/19


'Talent consist of those individuals who

can make a

difference to organizational performance,either

through their immediate contribution or in

the longerterm by demonstrating the highest levels of

potential'. (CIPD 2007)


10/19


A Disaster off the Scilly Isles

What do we know to be important but are unable to measure?

In the dense fog of a dark October 1707, Great Britain lost nearly an entire

fleet of ships. There was no pitched battle at sea. The Admiral Clowdisley

Shovell, simply miscalculated his position in the Atlantic and his flagship

smashed into the rocks of Scilly Isles, a tail of Islands off the southwest coast

of England. The rest of the fleet, following blindly behind, went aground and

piled onto the rocks, one after the another. Four warships and two thousand

lives were lost.

The concept of longitude & latitude had been around since the first century

B.C. But by 1700 we still hadn't managed to devise an accurate way to

measure longitude nobody ever knew for sure how far east or west theyhad

traveled. Professional Seamen like Clowdisley had to estimate progress by

guessing average speed. Forced to rely on such crude measurement, the


11/19




What caused the disaster was not the admiral's ignorance, buthis inability / unfitness to measure something that healready knew to be critically important in this case

longitude.


12/19




The same drama is playing out in today's business world:many companies know that their ability to find and keeptalented employees is vital to their sustained success, but

they have no way of knowing whether or not they are

effective at doing this.


13/19


Talent Management

Talent Management takes the form of a 'bundle' of

interrelated talent management processes that constitute

talent pipeline. These processes are all directed to creating

and maintaining a pool of talented people with potential.

The Resourcing strategy

Attraction and retention policies and programs

Talent Audit

Role

Talent Relationship Management

Performance Management

Career Planning

Management Succession Planning Talent Pool


14/19


Talent Management

Case Study:

Your are a HR Manager of PQR Company. In view of the continuing expansion

of the business, it has been decided that the organization needs to recruit aSales Manager to help to support and develop the sales team. The person

recruited will need to be an effective people manager and have business

development experience as well as project management skills. In addition,

he/she should understand performance-related pay and be able to motivate

a sales team whose major proportion of income depends on salesperformance against target.

Task:

Identify the selection process you would propose to ensure that you are able

to recruit the right individual to the post of Sales Manager for PQR Company.


15/19


Talent Management

Developing a Talent Management Strategy:

It consist of a declaration of purpose on how the process should relatetogether with an objective to acquire and nurture talent whenever it is and

whatever it is needed by using a number of interdependent policies and

Practices.

Talent Management is the notion of 'bundling' in action.


16/19


Talent Management

Developing a Talent Management Strategy:

It consist of a declaration of purpose on how the process should relatetogether with an objective to acquire and nurture talent whenever it is and

whatever it is needed by using a number of interdependent policies and

Practices.

Talent Management is the notion of 'bundling' in action.


17/19


Talent Management

Components of Talent Management Strategy:

It involves:

Defining what is meant by talent in terms of competencies and potentials;

Defining the future talent requirements of the organization;

Using selection and recruitment procedures which ensures that good qualitypeople are recruited and retained for a reasonable length of time;

Developing the organization as an 'employer of choice' 'great place towork';

Introducing & managing processes talent audit and performance management for identifying talented people and their development needs and assessing theirpotential;

Designing jobs and developing roles that give people opportunities to apply andgrow their skills and provide with the autonomy, interest and challenge;


18/19


Components of Talent Management Strategy:

It involves:

Developing a positive psychological contract;

Developing a leadership qualities of line managers;;

Recognizing those with talent by rewarding excellence, achievement;

Introducing management succession planning procedures that identify the talent

available to meet future requirements and indicate what management developmentactivities are required.

Developing job competencies and matching them with the job incumbents skills,

abilities, personal attributes in-order to get the right job 'fit'.

Defining, communicating and developing career paths.


19/19

Thank You

IQRA- HRM Presentati

Documents

Transcript of IQRA- HRM Presentati