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Chapter: Business Science - Managerial Behavior and Effectiveness - Designing The Managerial Job

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Identifying Managerial Talent

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

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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