Identifying Managerial Talent

Identifying Managerial Talent

•      Managing Talent is increasingly challenging in the mists of globalization and a recovering economy

•      Companies willing to invest in talent development record a higher business performance than those who don‘t.

•      Critical Ingredients of Managerial Talent

•      Unique vision thinking

•      Rely on strengthens, compensate for weakness: met cognitive ability

•      Trust your intuition :extra cognitive capabilities

•      Be wise

•      Optimism is desirable

People Talent’s in four Areas

•      Creators

•      Implementing business model which distinguishes its value proposition

•      Ambassadors

•      Represents the org public face and are responsible for customer experience

•      Craft master

•      Ensures the quality, timeliness and cost effectiveness of an org

•      Drivers

•      Keep business running, assembly line operators, back office agents, administrative assistants

How talented Managers Lead Projects

•      Find the right people : how & where

•      Match people with the right tasks

•      Provide constant feedback

•      Concentrate on execution

•      Do more with : creativity in action

How talented Managers run organizations

•      Build good team of senior managers( Andry Grove – Intel)

•      Delegate them power

•      Execute on promises ( Richard Branson – Virgin group)

•      Delivery ( Michael Dell – Dell Computer corp.)

• Do not use all opportunities (― ― )

•      Avoid micro management( Larry Ellison- Oracle corp.)

•      Establish multiple mechanisms for search of managerial talent( Akio Mortia – Sony)

Assessing Leadership and Management Talent

•      Selection Strategy – Four Steps

•      Understand the position being staffed

•      Specify the qualifications required for the position

•      Use appropriate methods to measure the qualifications

•      Collect and integrate the information's to identify the best qualified candidate

Review- Ernst & Young

•      Through interviews with 480 top executives and 4000 surveys across all functions and levels in organisations in Singapore, Greater China, Hong Kong, and India

•      Examined the managerial talent identification and development policies, procedures and processes of a broad spectrum of Multinational companies and Small and Medium Enterprises in five industries

•      Finance, high-technology manufacturing, IT and telecommunications, hospitality and supply chain

Dimensions to develop talent and high potentials organisations

• Critical talent dimensions that help attract, develop and retain managerial talent and high potentials in organisations

1. Creating the business case for talent

The most important talent domain in driving talent management is building a business case for talent. This implies that building a sound business case is a good area to target to improve business performance.

A business case for talent comprises:

•      Linking talent to the ability to implement business strategy

•      Linking talent to the ability to create shareholder value

•      Linking talent efforts to the ability to differentiate an organisation from its competitors

•      Continuing to invest in talent during a downturn

The high correlation between positive business performance and managing talent implies that the organisation‘s ability to manage talent has a strong impact on the organisation‘s performance.

2.     Ensuring high-performing teams

3.     Aligning talent with strategy and customers

4.     Assessing talent

5.     Investing in talent

6.     Fully leveraging and managing diversity

7.     Matching talent to positions

8.     Engaging talent for full contribution

9.     Using technology to get greater return on talent

10.                        Measuring talent

11.                        Creating a shared partnership between HR and line managers