Selection Methodology: Talent Management/Acquisition (PPT)
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Transcript of Selection Methodology: Talent Management/Acquisition (PPT)
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Attracting, Developing, and Retaining Talent
1
Talent Architect:
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Talent Architect
TALENT ACQUISITION
There are three buckets that support our Talent Architect…
TALENT MANAGEMENT
TALENT RETENTION
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Talent AcquisitionTalent Acquisition includes:
• Selection Methodology• Assessment (Statistical Validation of external and internal tools)
• Behavioral Based Interviewing• On-Boarding• Diversity Program
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Decision
Making
Process
Choose Interview
Team
Resume Screen
Interest Screen
Data Integration
Behavioral Based
Interviews
Selection Assessment
s
Reference Check
Job Offer
Job Profile
On-Boarding
Talent Acquisition Process
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Talent ManagementTalent Management includes:
• Performance Management• Leadership and Training Development• Succession Planning• Talent Assessment/Planning• Executive Coaching• Employee Development Program
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Performance Management Strategy
Total Rewards Strategy
Development Planning
Performance Reviews
(Mid & End of Year)
Goal Setting(OGTM)
Quarterly Plan and Reviews
Performance
Management
Strategy
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Talent Planning Objectives• Align beliefs around talent (Talent Philosophy)
• Agree on talent rankings by function (Talent Assessment)
• Classify jobs into categories (Position Identification)
• Set ratings goals for job categories (Position Evaluation)
• Identify training and development needs across the organization (Organizational Training Matrix) • Determine rewards and recognition philosophy (Talent Retention Philosophy)
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Position Identification A Position
STRATEGIC
B Position
OPERATIONAL
C Position
STAPLE
DEFINING CHARACTERISTICS
Has a direct strategic impact
AND
Exhibits high performance variability among those in the position, representing upside potential
Has an indirect strategic impact by supporting strategic positions and minimizes downside risk by providing a foundation for strategic efforts
OR
Has a potential strategic impact, but exhibits little performance variability among those in the position
May be required for the firm to function but has little strategic impact
Scope of Authority Autonomous decision making
Specific processes or procedures typically must be followed
Little discretion in work
Primary determinant of compensation
Performance Job level Market price
Effect on value creation
Creates value by substantially enhancing revenue opportunities are greater loss to the firm
Supports value-creating positions
Has little positive economic impact
Consequences of mistakes
May be very costly, but missed revenue opportunities are greater loss to the firm
May be very costly and can destroy value
Not necessarily costly
Consequences of hiring wrong person
Significant expense in terms of lost training investment and revenue opportunities
Fairly easily remedied through hiring of replacement
Easily remedied through hiring of replacement
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Talent Planning ObjectivesP
ote
nti
al
Ass
essm
ent
High
High
Low
A Jobs - Strategic
B Jobs - Operational
C Jobs - Staple
Performance: an assessment of how an individual is doing in their current position.
- This typically includes the assessment of the individual’s technical capability in their given field.
Potential: an assessment of an individuals ability to move to higher levels of leadership.
- Should have a solid foundation of leadership skills on which to build.
- Should have potential to take on new roles/responsibilities
- Not necessarily one specific job, but any number of roles within the company
- Assess against leadership characteristics
NOTE: It’s important to differentiate between high performance and high potential – but to consider both
Susan
Keith
Bill
Tom
Judy
Kathy
Kevin
Jim
Paul
Performance Results
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Talent RetentionTalent Retention includes:
• Compensation Strategy• Values/Rewards and Recognition program• Organizational Survey• Culture
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Total Rewards StrategyThe Total Rewards Strategy aligns our pay for
performance strategy to each of our compensation tools:
• Salary Structure
• Semi-Annual Promotion Program
• Semi-Annual Pay Adjustment Program
• Annual Merit Program
• Annual Performance Bonus
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Success MetricsWe analyze the following Talent Architect Success Metrics:
• Performance (Mid and End of Year)• Performance to Leadership Competencies • Employee Potential• Productivity• Job Satisfaction• Attrition (Voluntary and Involuntary)• Development Planning• Training Success Metrics/Evaluations• Program Evaluation(s)