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
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