TALENT MANAGEMENT POLICIES IN TELECOM SECTOR

Neha Jain – 405Akansha Rathore –

416Bhavya Dosi – 505

Vidit Shah – 516Kushagra Agrawal

– 526

WHY IS A TALENT STRATEGY IMPORTANT? A talent strategy will help you understand the skills, experience and capabilities your organization needs to deliver its strategic objectives and business plans.

By reviewing your personnel and their roles you will start to see what you already have, what you will need to buy in, and what you need to develop to achieve your organization’s goals.

Talent management can bring significant business benefits:

Ensure that the leadership of your organization is rich and diverse;

Help to achieve strategic business objectives;

Build a high performance workplace;

Encourage a culture of learning and development;

Ensures value for money through targeting talent spend and ensuring talent is coherently managed;

Address diversity issues, including the need to deliver diversity targets, and to eradicate direct and indirect discrimination;

Engage people;

Retain talented people; and

Enhance your image and position in the employment market

When we invest in talented people they are more likely to:

Engage with their work and be more effective;

Be satisfied with their jobs and proud of their organization;

Recommend their employer to others;

Have a good opinion of their managers;

Feel that their performance is valued;

Have stronger feelings of personal and professional growth and

accomplishment; and

Feel valued and important to the success of the organization.

From an employer perspective?

From an individual perspective?

TALENT AND TALENT MANAGEMENTTalent –

‘Talent consists of those individuals who can make a difference to organizational performance, either through their immediate contribution or in the longer term by demonstrating the highest levels of potential.’

Talent Management –

‘The systematic attraction, identification, development, engagement/ retention and deployment of those individuals with high potential who are of particular value to an organization, either in view of their ‘high potential’ for the future or because they are fulfilling business/ operation-critical roles.’

KEY STAGES

IN DEVELOP

ING A TALENT

STRATEGY

DEVELOPING YOUR TALENT MANAGEMENT ABILITY Low High

Key Responsibilities/ Objectives

1 2 3 4 Reasons

Selection

Building capability, managing performance and personal development planning

Leadership Development

Succession and workforce planning and management

Reward Retention

Organization awareness and understanding

Strategy Development

Project and Program Management

Financial and budget management

TALENT MANAGEMENT

PRACTICES What companies should do apart from what they are doing?

PRACTICE 1

“Start with the end in mind—talent strategy must be tightly aligned with business strategy”

Effective talent management requires that your business goals and strategies should drive the quality and quantity of the talent you need.

Procter & Gamble, for example, views “business decisions and talent decisions as one.”

Many organizations hold a common belief that business success hinges on having the right talent in place—at the right time.

PRACTICE 2

“You must know what you’re looking for—the role of Success Profiles”

Companies should use Success Profiles which is more better than Competency models.Success Profiles are designed to manage talent in relation to business objectives

Go beyond just competencies to include four complementary components: 1. Competencies 2. Personal Attributes 3. Knowledge 4. Experience

Success Profiles can be used across the entire spectrum of talent management activities—from hiring and performance management to development.

PRACTICE 3

“The talent pipeline is only as strong as its weakest link.”

Talent management must encompass a far broader portion of the employee population. Value creation does not come from senior leadership alone.

Because:The ability of an organization to compete depends upon the performance of all its key talent, and its ability to develop and promote that talent.

PRACTICE 4

“Potential, performance and readiness are not the same thing”

Many organizations understand the idea of a high-potential pool or a group of people who receive more developmental attention.

They fail to consider the differences between potential, performance, and readiness.

PRACTICE 5

“Talent management is all about putting the right people in the right jobs.”

“If you have only one dollar to spend on either improving the way you develop people or improving your selection and hiring process, pick the latter”

Reasons: Not everything can be developed. Many elements of Success Profiles are impossible, or at least very difficult, to develop.

Hiring for the right skills is more efficient than developing those skills

PRACTICE 6Talent management is more about the “hows” than the

“whats.”

“Whats” : Executive resource boards, software platforms, development plans, and training.

There are four factors for sound execution:•Communication•Accountability: Role clarity so that each individual in the talent management initiative knows what is expected of them.•Skill: Developing the right skills and providing coaches and mentors for support.•Alignment: Must align talent management initiatives to the business drivers.

PRACTICE 7

“Software does not equal talent management.”

Software should support the process, but it can’t stand alone.

These tools are valuable in support of a good plan.

The right tools clear the path for smoother execution and may improve the end product. But tools mean nothing without the right expertise.

TOP 12 TALENT MANAGEMENT TIPSStart With The End In

MindConnect The Big People Process

Get Senior Executive Buy-in

Evaluate PeopleTell A Compelling Story About The

Organizations FutureEvaluate Roles

Get The Talent Connected And

NetworkedProvide Career Paths

Align Talent Management With

Diversity Management

DDI

Development Dimensions International

DDI India, operational since February 2007

DDI India has worked with some of India’s most successful organizations on their talent management strategies.

DDI CLIENTS

• Aditya Birla Group

• BCD Travels

• Caterpillar

• Donaldson Asia Pacific

• Emerson

• Heinz

• Hewitt

• HSBC

• Johnson Matthey

• Mahindra & Mahindra

• Microsoft India

• Trane India

• Volkswagen

• Xerox India

BUSINESS LANDSCAPEStrategic

Priorities

Cultural

Priorities

Business Drivers

•Workforce Performance

•Business Impact

Outcomes

People Trends

Capacity Gaps

Capacity Projections

Talent Implications

GROWTH ENGINE

Success

Profile

Development

Performance

Management

Succession

Management

Selection

CHALLENGES AND TRENDS

CHALLENGES

Attracting and retaining enough and high quality employees at all levels to meet the needs.• Creating a value proposition that appeals to

multiple generations. 

Developing a robust leadership pipeline.• Keeping employee engaged and focused on

high priority goals.

Changing demands.

TRENDS

CURRENT SCENARIO

Talent War

Technology and Talent

Management

Population Worries Globally

The candidate experience

Forward looking metrics begin to dominateCustomer service

Future Trends

The mobile platform

Retention issues will increase dramatically.

Social media increases its impact by

becoming more data-driven.

‘ IF EVERYONE IS THINKING ALIKE, THEN SOMEBODY ISN'T

THINKING’George Patton

Parameters The Old Way The New Way

Talent Mindset HR is responsible for people management.

All managers are accountable for strengthening their talent pool.

Employee Value Proposition

We provide good pay and benefits.

We shape our company, even our strategy to appeal to talented people.

Recruiting Recruiting is like purchasing.

Recruiting is like marketing.

Growing leaders We think development happens in training programs

We fuel development through stretch jobs, coaching and mentoring.

Differentiation We like to treat everyone the same and like to think everyone is equally capable.

We affirm all our people but invest differently in A ,B and C players.

TRENDS IN TELECOM INDUSTRY• Recruitment much more focused on top levels, key skills.

• Development of existing talent with these key skills.

• Greater need to differentiate high performers and potential.‘Even if there are lay-offs in a company, there will always be a market for high potential people because they drive business success.’

TALENT MANAGEMENT IN T-MOBILE• Triangle Consultancy

• Psychometric ProfilingProfessional stylePersonality TestTeam Role TestCritical thinking AssessmentNumerical Reasoning Assessment

TALENT MANAGEMENT IN T-MOBILE• Assessment And Development

Competency Based InterviewsPsychometric/aptitude testsPersonality inventoriesCase studiesIn-tray exercisesGiving presentationsGroup activitiesPractical tasksDiscussions and role plays