lessons from the talentmaster

“A collaboration of incompetents, no matter howdiligent or well-meaning, cannot be successful”-

Michael Schrage

“A collaboration of incompetents, no matter howdiligent or well-meaning, cannot be successful”-

Michael Schrage

“People are not your most important asset. The RIGHT people are.”

Jim Collins

“Take our 20 best people away and I can tell you thatMicrosoft would become an unimportant company”

Labor is about 65% costs of typicalbusinessPerformance differences are hugeEmployees and how they’re managed issource of most competencies

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(c) copyright 2010 Dr WilfredMonteiro

www.synergymanager.net

5



90% of CEOs declare that Talent is top oftheir agenda but …..◦ Only 17% say the Talent strategy is aligned with

business strategy

◦ Most agree that CEO is accountable forsuccession but only 7% hold managers / 10% holdsenior managers accountable

◦ 70% do workforce planning but only 15% as partof a Talent strategy

90% of CEOs declare that Talent is top oftheir agenda but …..◦ Only 17% say the Talent strategy is aligned with

business strategy

◦ Most agree that CEO is accountable forsuccession but only 7% hold managers / 10% holdsenior managers accountable

◦ 70% do workforce planning but only 15% as partof a Talent strategy

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Less than 10% say they measure the effectiveness of Talent

Management programmes

track the quality of the talent over time

use quantitatively frameworks to alignhuman capital investments with thebusiness strategy

Less than 10% say they measure the effectiveness of Talent

Management programmes

track the quality of the talent over time

use quantitatively frameworks to alignhuman capital investments with thebusiness strategy

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“There are career opportunities at myorganisation”

The Engaged employee◦ 70% agree 10% disagree

The Disengaged employee◦ 26% agree 45% disagree

“There are career opportunities at myorganisation”

The Engaged employee◦ 70% agree 10% disagree

The Disengaged employee◦ 26% agree 45% disagree

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Talent is about to be in the top 10% of the organization Talent is relevant only at executive level A talent will remain a talent whatever the organization

will join Talent is fixed The overall performance of a company is depending on

the mass of individual talent. More talents means better. Talents does not need to know that they are talents Talent is only about high potential There is a clear correlation between potential and

performance

Talent is about to be in the top 10% of the organization Talent is relevant only at executive level A talent will remain a talent whatever the organization

will join Talent is fixed The overall performance of a company is depending on

the mass of individual talent. More talents means better. Talents does not need to know that they are talents Talent is only about high potential There is a clear correlation between potential and

performance

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Talent Management involves organisations aligningthe right talent to the right roles to deliver currentand future business objectives. Successful talentmanagement will be strategic, integrated andembedded within an organisational culture thatplaces a high value on supporting and developing itspeople.

Talent Management involves organisations aligningthe right talent to the right roles to deliver currentand future business objectives. Successful talentmanagement will be strategic, integrated andembedded within an organisational culture thatplaces a high value on supporting and developing itspeople.

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“A holistic approach to optimizing humancapital, which enables an organization to driveshort- and long-term results by buildingculture, engagement, capability, and capacitythrough integrated talent acquisition,development, and deployment processes thatare aligned to business goals.”*

“A holistic approach to optimizing humancapital, which enables an organization to driveshort- and long-term results by buildingculture, engagement, capability, and capacitythrough integrated talent acquisition,development, and deployment processes thatare aligned to business goals.”*

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TALENTMGMT

3 YEAR PLANTALENT

ACQUISITIONTALENT

DEPLOYMENTJOB

PROFILE& ANALYSIS

TALENTSATISFACTION

TALENTRECOVERY

TALENTRETENTION

TALENTSATISFACTION

TALENTRECOVERY

TALENTRETENTION

THE TALENT TRACK

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Talent management is about identifying anddeveloping outstanding individuals for keyleadership roles in a company.

This is particularly important for companysfacing the challenge of developing innovativeand imaginative leaders to meet the needs oflearning transformation.



1313



Talent management is different from simplesuccession planning and filling existing

hierarchical leadership roles that exist today,as it is a process of providing able and

talented people who will create new anddifferent leadership roles in the future.

1414



Talent Management requires anunderstanding of:

How you define talentWho you regard as ‘talented’The difference between technicalability & leadership potential.


How you define talentWho you regard as ‘talented’The difference between technicalability & leadership potential.

1515



Performance in one role is notnecessarily a good predictor ofability in another.Excellent managers do not always make goodleaders, senior leaders or business Heads!

Important to separate idea ofperformance from the notion ofpotential.



1616







1717



Talent management is different from simplesuccession planning and filling existing

hierarchical leadership roles that exist today,as it is a process of providing able and

talented people who will create new anddifferent leadership roles in the future.

1818




How you define talent

Who you regard as ‘talented’

The difference between technicalability & leadership potential.


How you define talent

Who you regard as ‘talented’

The difference between technicalability & leadership potential.

1919







2020



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Commitment to Organisation Values (commitment) “Customers” thinking highly of our Services (pride) Understanding what is expected of me Senior leaders valuing employees Sufficient incentive to perform well My opinions counting Being encouraged to take ownership of my work My org is effective in attracting & retaining talent

Commitment to Organisation Values (commitment) “Customers” thinking highly of our Services (pride) Understanding what is expected of me Senior leaders valuing employees Sufficient incentive to perform well My opinions counting Being encouraged to take ownership of my work My org is effective in attracting & retaining talent

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Higher commitment & accountability for Talent Development◦ Leadership walks the talk*

Depth & consistency of Practices◦ Talent Management is a top priority◦ Talent reviews & succession planning are institutionalised◦ Processes are integrated across units, geographies & population segments

Progressive and innovative practices Progress and success is measured

Higher commitment & accountability for Talent Development◦ Leadership walks the talk*

Depth & consistency of Practices◦ Talent Management is a top priority◦ Talent reviews & succession planning are institutionalised◦ Processes are integrated across units, geographies & population segments

Progressive and innovative practices Progress and success is measured

Good to Great, Why some companies make the leap and othersdon’t.

Collins, Jim. Harper Business. 200123



Create Talent(from ZERO to HERO)

Create Talent(from ZERO to HERO)

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% who could identify the next promotion ___ % who thought they had good chance of getting that

promotion ___ % who thought they could become a leader if stayed with their

company ___ % of their execs who came from within ___ How long they would wait for opportunity ___

% who could identify the next promotion ___ % who thought they had good chance of getting that

promotion ___ % who thought they could become a leader if stayed with their

company ___ % of their execs who came from within ___ How long they would wait for opportunity ___

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Talent management is “the collection ofthings companies do that help employeesdo the best they can each and every day.”

In your organization• what are ‘the things?’• which of them has the ‘greatest

potential for helping employeesdo their best..?’

In your organization• what are ‘the things?’• which of them has the ‘greatest

potential for helping employeesdo their best..?’

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There is no ‘big bang’ Try not to go it alone Follow these simple steps:

◦ Choose a place to begin◦ Enlist support◦ Get started, but start small◦ Learn from your mistakes

There is no ‘big bang’ Try not to go it alone Follow these simple steps:

◦ Choose a place to begin◦ Enlist support◦ Get started, but start small◦ Learn from your mistakes

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Measure1. The experience2. The results3. The impact

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If you have any questions atall please do not hesitate to

send a note or call.My email address is:

[email protected]

If you have any questions atall please do not hesitate to

send a note or call.My email address is:

[email protected]

29



is a nationally acclaimedstalwart in the field ofbusiness management withan illustrious careerspanning over 25 years

He is a consultant andadvisor to Board ofDirectors of leadingcompanies & Chambers ofCommerce;

a management trainer ofhigh repute who hasconducted over 2250seminars in India andabroad in areas ofbusiness strategy,marketing & organizationdevelopment.

a Visiting Professor topremier managementinstitutes and staff trainingcolleges throughout India.

is a nationally acclaimedstalwart in the field ofbusiness management withan illustrious careerspanning over 25 years

He is a consultant andadvisor to Board ofDirectors of leadingcompanies & Chambers ofCommerce;

a management trainer ofhigh repute who hasconducted over 2250seminars in India andabroad in areas ofbusiness strategy,marketing & organizationdevelopment.

a Visiting Professor topremier managementinstitutes and staff trainingcolleges throughout India.

30website: www.synergymanager.net(c) copyright 2010 Dr WilfredMonteiro


◦ http://wilfredmonteiro.blogspot.in/◦ http://negotiating-wizard.blogspot.in◦ http://salescoach-india.blogspot.in◦ http://the-sales-champ.blogspot.in◦ http://salesforce-excellence.blogspot.in◦ http://strategic-selling.blogspot.in◦ http://hrm-excellence.blogspot.in◦ http://personal-growth-guru.blogspot.in◦ http://thegreatmanager.blogspot.in◦ http://leadership-by-values.blogspot.in◦ http://therightetiquette.blogspot.in

◦ http://wilfredmonteiro.blogspot.in/◦ http://negotiating-wizard.blogspot.in◦ http://salescoach-india.blogspot.in◦ http://the-sales-champ.blogspot.in◦ http://salesforce-excellence.blogspot.in◦ http://strategic-selling.blogspot.in◦ http://hrm-excellence.blogspot.in◦ http://personal-growth-guru.blogspot.in◦ http://thegreatmanager.blogspot.in◦ http://leadership-by-values.blogspot.in◦ http://therightetiquette.blogspot.in

31website: www.synergymanager.net(c) copyright 2010 Dr WilfredMonteiro


CONTACT

Dr Wilfred MonteiroEMAIL: [email protected]

website:


SYNERGY MANAGEMENT ASSOCIATESsince 1993

HR Systems DesignPolicy Deployment

Talent Management innovationsBest Practices enablement

Competency based HRMH R Systems Metrics & Audit

32(c) copyright 2010 Dr Wilfred Monteiro


lessons from the talentmaster

Leadership & Management

talent strategy

organization talent

talents talent

performance talent

right talent

talent track

talent mgmt

successful talent management