Talent Management Preliminary Exam

Talents

Consists of those individuals who can make a difference to organizational performance either through their immediate contribution or, in the longer term.

Talent

An individual with special competencies. In a business or other context, these competencies are of strategic importance to the organization. 

Talent Management

Is the systematic attraction, identification, development, engagement, retention, and deployment of those individuals who are of particular value to the organization, either in view of their ‘high potential’ for the future or because they are fulfilling their

1. Prepare

2. Know Challenges

3. Search

4. Select

5. Train

6. Keep

7. Follow-up

8. Further Preparation

9. Completion

Standard Steps in Talent Management

1. Seeking Employment

2. Recruitment

3. Pre & Onboarding

4. Engagement

5. Development & Training

6. Talent Retention

7. Offboarding

Employee Life Cycle

Employee Life Cycle

A model that shows the different stages that an employee will go through as a part of an organization. Serves as a guide in better understanding the needs of employees at every stage that they undergo

Vision

• Describes the long-term results of the company’s efforts

• Gives a purpose to what the employees do

• What an organization hopes to be and what it wants to achieve in the long term

• Helps an organization align everyone to head in the right direction

Mission

• The reason for the existence of the organization

• What needs to be done to turn the vision into reality

• Rolling up your sleeves and putting in the work

Personal Values

• The worth or importance you attach to different factors in your life.

• These factors are defined as any objects, activities, or frames of mind that you consider very important.

• Interpreted differently by people from different generations, religions, political systems, and cultures around the globe.

Organizational Values

• The root values and beliefs that form the basis on which the organization and its employees operate.

• Ultimately serves as the “guiding light” that steers the company’s attitude and behavior towards others.

Core Values and Company Performance

• Help attract the right kind of talent for your brand

• Drive innovation and ambition within the company

• Help customers understand the identity of your business

Values Conflict

Conflict that occurs when one set of values clashes with another, and a decision has to be made

Strategy

• Supports the organization's vision and mission statements by outlining the high-level plan to achieve both

• Top management uses reports on finances, operations and the external environment to project future actions

Tactics

• Answers "how do we achieve our strategic plan?"

• Outlines actions to achieve short-term goals, generally within a year or less

Strategy Formulation

The process of deciding on a strategic direction by defining an organization’s mission, vision, core values, and goals, its external opportunities and threats, and its internal strengths and weaknesses

Strategy House

• Graphic model showing how vision, mission, values and strategy come together for an organization.

• Also shows the key performance indicators to measure performance

Employee Engagement

• It is the involvement and enthusiasm of employees in their work and workplace.

• It is the “Emotional connection an employee feels toward his or her employment organization, which tends to influence his or her behaviors and level of effort in work-related activities”.

Engaged, Enabled, and Energized

Employee Engagement is the intensity of the employee relationship with an employer, marked by three elements: _________, ___________, and __________

Sustainable Engagement

is achieved when an employee is engaged, enabled and energized.

Engaged

• To give committed effort requires believing the goals of your effort are worth it.

• Effort must be grounded in truly believing in the goals of a company and feeling good about working there.

Enabled

• An employee will stay late to complete that one extra task if there are no obstacles to that work and the systems to deliver it are efficient. 

• Barriers to meeting work challenges are frustrating and discouraging.

Energized

• Low capacity can come from high workloads, unsupportive colleagues, or highly stressful workplaces. 

• These challenges eat away at accomplishment from work, no matter how much effort is exerted.

Highly Engaged

When Engaged, Enabled, and Energized are all present

Unsupported

When either Enabled or Energized is not present

Detached

When the employee is not engaged, they’re _______

Disengaged

When Engaged, Enabled, and Energized are all absent

Not Engaged

• Employees who are “____________” are psychologically unattached to their work and company. 

• Their engagement needs are not fully met, and they are allotting time but not energy or passion into their work.

Engaged

• Highly involved in and enthusiastic about their work and workplace. 

• Drive high performance and innovation, and contribute to moving the organization forward.

Actively Disengaged

___________ employees are not just unhappy at work. They are resentful that their needs are not being met and are acting out their unhappiness. 

• Every day, these workers potentially undermine what their engaged coworkers accomplish

• Impacts the bottom line

• Drives the customer experience

• Makes for a more productive, safer work environment

Importance of Employee Engagement

1. Positive Working Culture

2. Inspiring Leadership

3. Meaningful Work

4. Professional Development

5. Freedom: Sense of Authority

6. Recognition

Drivers of Employee Engagement and Strategic Outcomes

Positive Working Culture

• Organizational culture is where shared values and practices of the people are regarded as a means that drives the achievement of organizational goals.

• Employee engagement is a primary result of a high-performance company culture as it only draws behaviors and standards that are healthy and reassuring.

• The organizational culture requires constant improvement for long-term benefit. The organizations investing in a better working culture perceive rising employee engagement.

Inspiring Leadership

• _________________ kindle a fire within their employees and followers that drives them to act. 

• The ability to inspire is one of the important leadership skills that separates great leaders from average ones.

Meaningful Work

• Employees crave to know their work serves others, not just themselves. It helps employees feel a part of something larger than themselves.

• Leaders and managers real and open conversations with employees help to them  understand the connection between work and personal life values

Professional Development

• Recognizing individual expertise and giving career development opportunities for employees to advance their skills is a significant element in a sound talent management strategy

• Workers believing in not developing their skills are more likely to leave the company than those learning new information and advancing their careers consistently

Freedom: Sense of Autonomy

• Job autonomy follows a positive connection with engagement and it works as an antecedent of commitment. 

• ____________ is not about letting employees be independent. Promoting autonomy at work means empowering employees to be self-starters, giving them stewardship over their work and their environment, and providing support instead of exerting control.

Recognition

• Employees always feel a lot more appreciated when their managers mention their hard work and see their jobs and the workplace more pleasant as a result. 

Corporate Culture

Is the combination of the values and characteristics that define an organization

It influences the way employees relate to each other, to customers, to shareholders, and to business partners

A company’s culture is reflected through its practices, dress code, business hours, office space and setup, benefits, and other aspects of its operations

It drives behaviors and unites employees around a shared set of values

1950s

Year where the term of culture in a corporate context was first introduced by Dr. Elliott Jaques in his book The Changing Culture of a Factory

Rigid hierarchies

1970s

Year where opened up communication channels between the bottom and the top of the organization

Women rise in the workplace

Dress code loosened up

1990s

Year where Relationships between workers and bosses fray

2000s

Year where Tech startup culture revolutionizes the workplace

Communication channels continue to be developed as companies realize the competitive advantages that these bring to them

Present

Year the era of human-focused company culture begins

It is important to understand what today’s working population is looking for in their employers

Dominant Culture

expresses the core values a majority of members share and that give the organization its distinct personality

Subcultures

are unique patterns of values and philosophies within a group that are consistent with the dominant culture of the larger organization or social system

Countercultures

are the patterns of values and philosophies that outwardly reject those of the large organization or social system

1. Vision

2. Values

3. Practices

4. People

5. Narrative

6. Place

Components of a great culture

Vision

a simple but foundational element of culture. Good ________ statements can even help orient customers, suppliers, and other stakeholders

Values

These are the core of the company’s culture. Many companies find that their _______ revolve around a few simple topics (such as employees, clients, and professionalism), but the originality of those _______ is less important than their authenticity.

Practices

Values are of little importance unless they are enshrined in the ________ of the company. Regardless of the company’s values, those must be reinforced in review criteria and promotion policies, and considered in the operating principles

People

No company can build a coherent culture without _________ who either share its core values or possess the willingness and the ability to embrace those values.

Narrative

Any organization has a unique history — a unique story. The ability to unearth that history and craft it into a __________ is a core element of culture creation.

Place

whether in terms of geography, architecture, or aesthetic design — impacts the values and behaviors of people in a workplace.

1. High-absenteeism = lacks pakikisama

2. Pagtutulungan

3. Camraderie and loyalty of Pakikisama

4. Kakilala System

5. Utang na loob at hiya

Filipino Culture: Impact on HRM Practices

Workforce Planning

Ensuring that the right people with the right skills are in the right place at the right time to meet an organization’s goals.

A systematic process of identifying, acquiring, developing, and retaining employees to meet the needs of an organization.

The “strategic” element denotes the integration between workforce planning and an organization’s strategic plan—its mission, goals, and objectives.

Organizational Structure

Outlines the hierarchy within an organization and describes the roles, responsibilities, and lines of command that exist to achieve the organization's business goals.

Functional Organizational Structure

People are grouped according to their area of professional competence and specialization

Very bureaucratic and has a top-down approach

Divisional Organizational Structure

Groups are organized according to the projects or products the company focuses on.

Structure is more flexible in the hierarchical organization

Matrix Organizational Structure

Blends elements of a functional and divisional structure

Resembles a grid in which employees with similar skills are grouped together and report to more than one manager.

Flatarchy Organizational Structure

Born from the startup way of acknowledging more independence and autonomy for employees.

Employees are given more responsibility and decision-making power without the usual hierarchical pressures or supervision, and can often be more productive

1. Definition and Clarity of Roles

2. Alignment of Goals

3. Culture Development

4. Productivity

5. Efficient use and allocation of resources

6. Better decision-making process

Importance of an Organizational Structure

1. Work Specialization

2. Departmentalization

3. Formalization

Impact of organizational size on structure and design

1. Talent Inventory

2. HR Forecast

3. Action Planning

Components of an Effective Workforce Planning

Talent Inventory

to assess the current available resources and analyze the current role of employees

HR Forecast

To predict HR requirements, considering the following: headcount, skills mix, and internal vs. external labor supply

Action Planning

To enlarge the pool of qualified individuals by recruitment, selection, training, placement, transfer, promotion, development, and compensation