IN

MANUFACTURING INDUSTRY Presented By:

Group No. 3

TALENT MANAGEMENT

“Talent Management is a set of integrated

organizational HR processes designed to attract,

develop, motivate, and retain productive,

engaged employees.

The goal of talent management is to create a

high-performance, sustainable organization

that meets its strategic and operational goals

and objectives.”

Effective

Talent

Manageme

nt

Right

People

Right

Capabili

ties

Right

Time

Right

Place

According to Lewis and Heckman’s, Talent Management

comprises of three different conceptions

1. A collection of typical human resource department

practices.

2. The flow of human resources throughout the

organization.

3. Sourcing, developing and rewarding employee talent.

Talent management emerges as being different from traditional

HRM, incorporating new knowledge rather than being a simple

repackaging of old techniques and ideas with new labels.

Companies have begun gradually to realize that talented

employees play a critical role to the success of the organization.

Talent management meets the demands that are associated with

increased complexity and uncertainty.

WHY THE EMPHASIS IS ON TALENT?

• High performing companies do better at managing and

retaining talent

• Valuation of companies is in now measured by its talent.

• Business environment is more complex and dynamic

• Boards and financial markets are expecting more.

• Employee expectations are also changing.

TALENT MANAGEMENT PROCESS

• Workplace Planning • Talent Gap

Analysis • Recruiting •

Staffing

• Education and Development • Retention

• Talent review •

Succession planningAcquisition

*Recruiting

*Selection

Steps

*Training

*Career Planning

*Succession Planning

*Performance

Management

Results

*Management Talent

* Key Job talent

*Retention

TALENT MANAGEMENT IN MANUFACTURING INDUSTRY

Talent management becomes crucial in manufacturing industry

as often employers spend huge amount of time and money in

training their employees in areas such as

• Six Sigma

• Lean

• TQM

• And other technical areas

STATEMENT OF PROBLEM NO.1

Industrial manufacturing companies are having difficulty filling

jobs, even with relatively high unemployment rates.

Right PeopleRight

Jobs

STATEMENT OF PROBLEM NO.2

For young people, manufacturing holds no cache. It is not

regarded as a place to build a professional career.

Even now, with manufacturing once again growing and

profitable, the industry is not drawing the talent it needs to

support growth.

People Manufacturi

ng Sector

• Many manufacturing executives are

aware of the challenge discussed.

• Nearly half of the manufacturing CEOs

in the 17th Annual Global PwC CEO

Survey 2 said they are worried about

the availability of key skills.

• They clearly recognize the importance

of talent strategies in moving their

business forward, with two-thirds

saying that creating a skilled workforce

is a priority for their companies. And

nearly half of manufacturing CEOs say

they plan to add staff this year.

THE MEGATREND EFFECT ON THE GROWING SKILLS GAP

The skills gap in manufacturing is getting larger in part because

of external forces, or megatrends, that are creating a greater

need for skilled labor. Advancements in technology not only

require new employee skills, they shorten the shelf life of those

skills and increase the need for continuous training. Adding to

this complexity is that demographic changes across the globe

make it more difficult to find and retain the workforce of

tomorrow.

ADVANCES IN TECHNOLOGY

Technology is driving manufacturing breakthroughs across all

manufacturing sectors. Its effects are

Reduction of inventories

Efficient supply chains

Customized products

Reduction in R&D costs

Timely Deliveries

It is no wonder that companies see technological advances as the

megatrend most significantly affecting their business over the

next five years.

Robots have had a dramatic impact on the factory floor and other

game-changing technologies are on the horizon. New, computer-

based manufacturing techniques such as 3D printing and precision

machining are becoming less expensive and more adaptable to

manufacturing uses.

As these techniques evolve, there will be increasing opportunities for

adoption into additional areas of manufacturing. To support new

technologies and innovation, manufacturers have to attract people with

• STEM (science, technology, engineering, and mathematics) skills.

However, this talent pool is in demand in many other industries as

well, and manufacturing is not top-of-mind for young people starting

to build their careers.

STRATEGIES FOR CLOSING THE SKILLS GAP

EXPANDING TALENT SEARCH:

Manufacturers cannot afford to wait until people finish school to

compete for their talent. Some companies know this and they are

already doing considerable outreach to schools at the high school and

college levels.

By connecting with students while they are still in school, companies

can help to change negative perceptions of manufacturing. Also,

through academic contacts, manufacturers can identify talent before

students enter the workforce and help build a positive image of their

companies as a desirable place to work.

• Another way to identify talent, and create goodwill, is to

sponsor talented students while they are still in school. E.g.:

ABB Group, Switzerland

• In addition to seeking out graduates at brick-and-mortar

institutions, manufacturers should consider students studying

online or taking MOOCs (massive open online courses).

• Providing crowdsourcing

OFFER ONGOING TRAINING AND DEVELOPMENT PROGRAMS

• Helping employees develop and maintain needed skills through

continuous training programs.

• In addition to formal training, manufacturers should consider

internship and apprenticeship programs.

RE-EVALUATE THE EMPLOYEE VALUE PROPOSITION

• Companies have to create an environment that is challenging,

engaging, and offers opportunities for advancement.

Manufacturers today need to be more flexible in terms of

worker mobility and other working conditions.

• Appeal to millennial generation particular wants and needs

Rapid career advancement

Mobility

Latest tools and technology

Freedom

Flexibility

Entrepreneurialism

Thinking “GLOCAL”

UPGRADING THE TALENT FUNCTION

• HR not seen as a core process:

• In this time of talent scarcity manufacturing companies need

to up scaling the function.

• At General Electric, for example, the roles of HR and Talent

have been split, and each has its own global head

accountable for fulfilling the group’s objectives. This

structure allows talent professionals to focus on sourcing,

recruiting, and retaining people as well as ensuring the best

talent is available for key, strategic projects.

IMPLEMENT THE LATEST WORKFORCE ANALYTICS

• Technology can be used at every step in the talent management

process to configure a talent program that meets a business’s

strategic objectives. It can help create the processes for a

global workforce. Data collected from recruiting sources can

help determine which sources and messages are most effective

in attracting talent.

BEST PRACTICE VIEW OF STRATEGIC TALENT MANAGEMENT Talent

Identification &

Business

Alignment • Aligned Core

Competencies

• Job “Performance

Profiles”

• “Right Fit” Talent

Recruiting, Assessment

& Selection

• Succession Planning

• Workforce planning

• Talent

Supply/Demand

• Talent Gap / Risk

Analysis

• Aging Workforce

Performance

Management &

Development • Performance Mgmt

• Leadership SKILLS

Training

• Leadership

DEVELOPMENT

programs

• Career

Development &

Planning

• Hi-Potential Talent

Pipeline

Relationship Mgmt

Proactive

Talent

Retention• Turnover Analysis

• Early Warning Systems

• Retention Planning &

Analysis

• Employee Engagement

• Market

Competitiveness

(Comp, Benes,

Benchmarking)

COMMON TALENT MANAGEMENT PRACTICES AMONG DIFFERENT INDUSTRIES

BROADER CLASSIFICATION OF TALENT MANAGEMENT PRACTICES IN MANUFACTURING COMPANIES

• Talent management is more than a

process for giving feedback and

providing coaching/ training.

• When appropriate practices are

used, it becomes a powerful tool

for helping employees develop

further and achieve their full

potential.

BENEFITS OF TALENT MANAGEMENT PRACTICES

“THANK YOU”

“DO NOT TRY TO FIT A SQUARE PEG IN ROUND HOLE”