Sunday, 5 June 2011

CONFIRMATION OF A SUCCESSFUL TALENT MANAGEMENT


Talent management programs can seem intimidating and difficult to handle for managers and human resources in organizations. However, when talking about "talent" of society, he is referring to the most valuable function within an organization. Companies do not survive without people and when you think and plan for the proper development of these products of value, things can be complex and appear multiple. However, if one takes into account that people are people and we are all one of them can actually make it easier so often seems to be very uneven. We all know what we like to be treated and what inspires us and keeps us busy in our work. We also know that this is unique for everyone, but if you follow the five point talent management or consider them powerful, your organization can implement management powerful yet simple and talent development programs.
1. Discover what you're talking about.
The first "no" is to have clear definitions. Want to clarify what he means when he refers to the talent of an organization. Is all staff or is a subset of the workforce is considered "talent"? Most companies use talented employees synonymous words or the workforce, however, some refer to "talent" that employees with high potential. Neither is good or bad, but more important to be clear with your definitions. If the talent is equal to the total, then they are the best potential or high? Are they just that (or high yield potential) or another name that distinguishes them from all workers? Whatever you decide to call your personal performance and high potential employees is very good, do not forget to clearly define and make everyone on the same page and speak the same language.
It is also necessary to define the critical activities and management in the field, it is necessary to develop special abilities and skills. These types of skills can then become a center of software development talent within the organization. Definition of all these things to make sure that everyone speaks the same language is the first "do".
2. Describe what it all means is transparent.
Then we must be clear definitions of talent management processes and programs. You must be open with their workforce to understand what it means to them. See the opening paragraph of treating people as people and think for a moment to himself. Do you run a lot better and I feel much more comfortable and confident when you have a good understanding of their professional development and business process used to manage and develop employees? The same goes for the rest of the workforce in your organization. Want to know how you're doing and understand what your potential is and what your career may be possible. Stay ahead on this information to employees and ensure they are well informed about what is needed to advance within their company and what it means if you decide not to proceed.
3.Discuss career aspirations with employees.
The third "do" is vital to ensuring that your talent management and development programs are impactful. You must know what employees' career aspirations are before planning out their career development path. You must also know what motivates and inspires them at their particular career stage (i.e., young professionals might be motivated by something drastically different than mid-career professionals who have families at home). Often times, leaders decide that an employee is high potential and could possibly be the next CEO of a company because of the employee's performance and drive. However, what if that employee has no desire to be the CEO of the company? It is unlikely that this individual will continue to be successful moving toward that position if he or she does not want it and is not committed to doing what it takes to get there. You must have an open honest discussion with employees about what their aspirations are and whether or not they are willing to do what it takes to reach their desired goals. In the same vein, it is important to know if the aspirations of employees are totally out of alignment with its performance. For example, if an employee expresses a desire to be the CEO of the company, but based on past performance and apparent unwillingness to take on new missions, it is clear to managers and human resources that person will never advance beyond a director level position, then someone should let this person know the harsh reality. Someone should tell him that his aspirations are not in alignment with his performance, then let you know what to do to better align with their aspirations. It then becomes the choice of the employee or can not or make the effort to do what is necessary and becomes a time trial to determine whether or not you succeed in your efforts. It's really impossible to plan the development of appropriate skills, not understanding the career aspirations of staff.
4. Determine who belongs where.
The next important point is where the different processes for identifying talent and tools come in. Once you have your definitions of "talent" in the organization and attitudes essential that you ensure you have a pool of talented employees, it is time to decide who belongs to which category. This is also where the leadership and 360 reviews and ratings of performance and results discussed important career aspirations come in. All these help to determine who has the skill and ability to assume certain positions and have the potential to be in a role one day, but perhaps may need additional development to prepare for the extraordinary role. These decisions about who belongs to this talent and is considered a great potential in relation to a subject matter expert, compared to a critical technical manager will all be included in specific plans of talent development for hand- lumber.
5. Differentiated development.
The final "do" is actually assembling the concrete development plans for employees and differentiated. This type of development can take several forms. First, you might consider development for all is the development of general management and database development expertise that will be required for all employees in the organization. Then you want to have special talents for differentiated high-potential employees who will be the future executives of the company or have been identified to fill key technical positions in the future. Often, companies are very focused and being developed for this population. And finally, you want to do that all employees (especially high-potential future leader senior) has a development plan to solve particular and diverse needs of specific development.
Such plan shall be developed in collaboration with the employee's manager and HR department, so it is a controlled level. This will ensure that people get exactly the kind of growth, they must be prepared for the future role of leadership.

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